a four-point plan for developing durable project management talent

A Four-Point Plan for Developing Durable Project

Management Talent

with Dan Stober

© 2015 Global Knowledge Training LLC. All rights reserved. 04/18/2023

About the presenter • Dan Stober

Business analyst and PMP-certified project managerMore than 15 years of project management experienceHas performed business analysis and project

management for the U.S. government, where he managed projects in the United States, the Middle East, and Europe

As practice lead for project management and business analysis at Global Knowledge, Dan manages the project management and business analysis training portfolios


Agenda

IntroWhat Makes Talent Management Difficult?The Four-Point Plan

Step One: Hire RightStep Two: Teach to DevelopStep Three: Continuous LearningStep Four: Mentorship

Executive Involvement in Project SuccessQ&A


After completing this webinar, you will be able to:

See the value of hiring the right staff for your project management needs

Understand why organizations fail to develop talentMake the link between educating your organization and

project successGet senior management on board to project

management workforce developmentSelect the correct training for your workforce


Intro: Why Talent Management Matters

Employee engagement: Functional and emotional commitment to an organization

$11 billion (!) is lost by organizations annually due to employee turnover (churn)

Companies with engaged employees are up to 200% more effective

71% of all employees are NOT fully engagedWhy?

*Dale Carnegie Training, 2015


Intro: Why Talent Management Matters

Drivers of lack of engagementRelationship with direct managerBelief in senior leadershipOrganizational pride


Intro: What Makes Talent Management Hard?

No immediate tangible benefits - long lead timePeople don’t believe talent development is what they

are paid to doWhen revenues go down, so does focus on

developmentCompanies enter the “talent war”Management by exception is the normTalent management, when present, is not aligned with

organizational strategy


Step One: Hiring the Right Person as PM

Define the job before hiring the PMConduct a role analysisPerform competency mappingDefine the expected outcomes from the position



Plan a recruiting strategyInvolve key employees who will interact with the PMHiring manager must be involved with HR



Use a checklist; make it systematicReview credentials and applications carefullyPrescreen candidates: salary expectations, etc.Phone interviewKnow what questions to ask in the interviewDon’t hire someone because he or she is just like youBenchmarking! Assessments against those who have

been successful


Step Two: Apprenticeship Works

Apprenticeship enables employers to grow talent in-house

Pick employees who are in it for the long haulStart the PM with simple projects and direct guidanceDevelop the skills that the PM needs to be successfulProvide formal and informal training opportunitiesApprentices become committed and loyalTrain to your unique environmentOther employees learn by teaching


Step Three: Continuous Learning

Changes in industry happen too fast to rely on old skillsEmbrace new technologyUnderstand trendsDon’t be afraid to innovateCollect, analyze, and share information



Learning cannot be an afterthought Integrate learning into every projectLearn by doing

SkillsLeadershipProfessional development



Define the core skills that matter in the organizationHard skillsSoft skills

Leadership Communication Negotiation



Learning is a retention toolRetain talent Retain those who developed your IPReduce churn, a severe organizational disrupter


Step Four: Coaching and Mentoring

Get buy-in from seasoned employeesHold leaders accountable for success of subordinates


Coaching and Mentoring

Coaching is focused on improving a specific skillA coach is “one who instructs or trains”

Mentoring is about providing long-term support and guidanceAccording to Merriam-Webster’s Collegiate Dictionary, a

mentor is “a trusted counselor or guide”


Difference between Coaching and Mentoring

Coaching and mentoring are not synonymousCoaching is task-oriented, performance-driven, and

often short-termMentoring is relationship-oriented, focused on personal

guidance, and is often long-term


Value of Coaching and Mentoring

Learners can expand their business acumen, skills, and value to the organization

Mentoring strengthens bonds between personnelCompanies that coach and mentor have a much higher

success rate and better retention of employees than companies that do not

According to one survey, 76 percent of the Fortune 100 use mentoring and coaching to retain staff and ensure uniformity of knowledge between personnel


Why Coach or Mentor?

Coach to provide specific skills or uniformity of direction and concepts

Mentor to guide someone through his or her professional development

Coaching and mentoring can help with:Exchanging knowledge and experience Developing skills more quicklyDeveloping camaraderie and trust relationships


Conclusion

Hire rightTrain through apprenticeshipDevelop a learning cultureCoach and mentor


Learn More

Recommended Global KnowledgeCourses

Coaching and Mentoring Team Members Coach, Coach, Coach Active Leadership for IT Professionals Performance Management Continuous Improvement Active Leadership Establishing and Managing the PMO Project Management, Leadership, and

Communication

Request an On-Site Delivery We can tailor our courses to meet your

needs We can deliver them in a private setting

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Questions?

Thank You for Attending

For more information contact us at: www.globalknowledge.com | 1-800-COURSES | [email protected]

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