“Employees are getting used to the idea of taking their career in their own hands. In order to facilitate this, organizations need to offer a process, tooling and coaching to their employees. Jan and his team have successfully assisted Alcatel-Lucent Belgium in putting a career project on the rails to deliver exactly this process, tooling and coaching. Feedback from employee side, management side and HR side is extremely positive thanks to the professional and practical implementation material and guidelines.”

Marc De Boom

HR Director for the Benelux and Nordics Alcatel-Lucent

“Jan acted as a strategic sounding board while we created a talent management framework. His broad expertise – based on both academic models and practical experience – along with his flexible and empathic approach provided lots of added value and support in the development of a clear and coherent vision for talent management at Securex. In this vision, we made thorough use of “capability thinking” in order to counterbalance traditional "gap" thinking (developed from competency management). Jan's knowledge of the "capability approach" contributed to our in-depth and innovative reflection on detecting and managing talent at Securex."

Frank Vander Sijpe

HR Talent Manager Securex

This high-level Master-class is dedicated to developing and implementing an integrated talent management strategy. We’ll explore innovative strategies and practices that leverage the power of the organization’s talent for optimal impact and striking results. The Requisite Organization model provides clues for discovering where improvements in talent and organization design are most pivotal to strategic success. Those pivot points enable us to plan and phase an optimal approach to strategically targeting talent management investments. Key in this is the understanding how to match the 'size of persons' with the 'size of roles'.

During the program you will get answers to various key questions:
How can I discover strategic pivot points for Talent Investment ? How and where can talent processes support the ongoing reorganizations ? How can I create a diverse leadership pipeline from the inside out ? What are the state-of-the-art talent measurements that help me unleash employees' potential ? How can I conduct and execute an effective talent review process ? How can I re-design performance management as the cornerstone of an effective talent management process ? How can I develop a coaching structure in which senior management takes the lead ?