“My main job was developing talent. I was a gardener providing water and other nourishment to our top 750 people. Of course, I had to pull out some weeds, too.”
--- Jack Welch
In the fast-changing global marketplace, the ability to create a steady, self-renewing stream of leaders is the only way for an organization to gain a lasting, competitive edge. Bill Conaty, a GE veteran who helped shape the modern face of human resources, presents strategies to attract and nurture top talent, and develop business leaders. If talent is the leading indicator of whether a business is up or down, a success or a failure (and it is) ... do you know how to accurately judge raw human talent? Understand a person's unique combination of traits? Develop that talent? Convert what supposedly are "soft" subjective judgments about people into objective criteria that are as specific, verifiable, and concrete as the contents of a financial statement? They put people before numbers for the simple reason that it is talent that delivers the numbers. Success comes from those who are able to extract meaning from events and the forces affecting a business, and are able to look at the world and assess the risks to take and the risks to avoid.
During this program you will learn:
· A process to convert subjective judgment about a person’s talent into an objective set of observations that can predict success
· How to assess the capabilities of rising stars and new hires
· How to map out a course for unleashing the full potential of a workforce and taking any business, in any industry, to the next level
Bill Conaty, who helped shape the modern face of human resources, was legendary for his ability to attract and nurture top talent and develop business leaders. As senior vice president for Human Resources at GE from 1993 to 2007, he was responsible for all human resources activities for GE’s 330,000 employees worldwide. One of the most visible achievements was successfully managing the CEO succession and transition process from the legendary Jack Welch to Jeff Immelt, the current Chairman and CEO of GE. Bill is the co-author, with Ram Charan, of The Talent Masters: Why Smart Leaders Put People Before Numbers which relays valuable principles for creating a steady, self-renewing stream of leaders. GE is not only one of the largest and most diversified industrial companies in the world, it is one of the most highly respected as well. GE has been named by Fortune magazine as the “World’s Most Respected Company” for seven of the last ten years on Bill’s watch. Additionally, Fortune ranked GE #1 in developing world-class leaders. In 2004, Bill Conaty was named Human Resources Executive of the Year. The cover story in Human Resource Executive magazine hailed his handling of “one of the most important CEO succession challenges of the century.” In great measure due to the management development and training programs Bill engineered, BusinessWeek declared that GE had “the most talent-rich management bench in the world.” A recent profile in the same magazine praised him for taking “a department that’s often treated as a support function” and turning it “into a high-level business partner.” Bill served as a Trustee at Sacred Heart University for over a decade and currently serves as a Trustee of the Board of his alma mater, Bryant University. He also serves on the Advisory Board of Cornell University’s Center for Advanced HR Studies, where his legacy will continue with the recent endowment of the William J. Conaty Chair in Human Resources.
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