Talent Management and Organisational Capability Development
A structured executive programme on building talent management systems that support strategic priorities and critical organisational capabilities. The content moves from workforce and capability diagnosis to talent segmentation, development architecture, succession planning, mobility decisions, governance, and measurement, with emphasis on practical frameworks that participants can adapt within their institutions.
Talent Management and Organisational Capability Development
A structured executive programme on building talent management systems that support strategic priorities and critical organisational capabilities. The content moves from workforce and capability diagnosis to talent segmentation, development architecture, succession planning, mobility decisions, governance, and measurement, with emphasis on practical frameworks that participants can adapt within their institutions.
المدة
المدة عند الطلب
نمط التنفيذ
حضوري · عن بُعد
الإتاحة
المواعيد عند الطلب
لغة التنفيذ
العربية · الإنجليزية
المستوى
عند الطلب
نظرة عامة على البرنامج
A structured executive programme on building talent management systems that support strategic priorities and critical organisational capabilities. The content moves from workforce and capability diagnosis to talent segmentation, development architecture, succession planning, mobility decisions, governance, and measurement, with emphasis on practical frameworks that participants can adapt within their institutions.
الأهداف
قراءة البيئة المؤسسية وترجمتها إلى موقع استراتيجي واضح.
رسم اتجاه قابل للتنفيذ من قِبل الفرق التنفيذية دون الحاجة إلى إعادة تفسير مستمرة.
مواءمة الهيكل والحوكمة والكوادر خلف الأولويات المعلنة.
قيادة التغيير دون فقدان الاستقرار التشغيلي.
حوكمة التنفيذ عبر مؤشرات تعكس التقدّم المؤسسي الحقيقي.
المخرجات الرئيسية
4 مخرجات
لمن هذا البرنامج
6 فئات مستهدفة
محاور البرنامج
5 محاور
البرنامج اليومي
5 أيام
لغة التنفيذ والمواد
العربية أو الإنجليزية
معلومات عملية
المقر والمواد ولغة التنفيذ
المدة
خيارات التنفيذ
اختر نمط التنفيذ لاستلام المواعيد المؤكدة
لغة التنفيذ
العربية · الإنجليزية
افتراضي مباشر
بالعربية أو الإنجليزية · عند الطلب
نظرة عامة
الأهداف
المخرجات
لمن البرنامج
المحاور
البرنامج اليومي
المنهجية
التنفيذ
نظرة عامة على البرنامج
A structured executive programme on building talent management systems that support strategic priorities and critical organisational capabilities. The content moves from workforce and capability diagnosis to talent segmentation, development architecture, succession planning, mobility decisions, governance, and measurement, with emphasis on practical frameworks that participants can adapt within their institutions.
Examine how talent management connects to institutional strategy, operating priorities, and future capability requirements.
Analyse workforce composition, capability gaps, and role criticality using structured diagnostic approaches.
Interpret role architecture and capability frameworks as tools for workforce planning and talent decisions.
Practise methods for identifying talent through evidence-based criteria, talent review processes, and potential assessment.
Explore development pathways that link learning, experience, stretch assignments, and career progression to capability needs.
Assess approaches to succession planning and internal mobility for business continuity and leadership pipelines.
Review the respective accountabilities of HR, line managers, and governance forums in talent decisions.
Study measures and reporting approaches used to track capability development and talent system effectiveness.
قراءة البيئة المؤسسية وترجمتها إلى موقع استراتيجي واضح.
رسم اتجاه قابل للتنفيذ من قِبل الفرق التنفيذية دون الحاجة إلى إعادة تفسير مستمرة.
مواءمة الهيكل والحوكمة والكوادر خلف الأولويات المعلنة.
قيادة التغيير دون فقدان الاستقرار التشغيلي.
حوكمة التنفيذ عبر مؤشرات تعكس التقدّم المؤسسي الحقيقي.
Develop a draft strategic talent architecture aligned to organisational priorities and critical capabilities.
Produce an initial capability and workforce diagnostic highlighting priority gaps, risks, and role clusters.
Create or refine role and capability framework elements for selected functions or critical positions.
Design a structured talent review template with clear criteria for performance, potential, and readiness.
Map development pathways for priority talent segments using experiential, formal, and role-based interventions.
Prepare a succession and mobility plan for key roles with readiness assessments and risk indicators.
Define manager and HR accountability points across the talent management cycle.
Select a practical set of capability and talent metrics for executive review and ongoing workforce decisions.
مسودة اتجاه استراتيجي خاص بمؤسسة المشارك.
إطار لترتيب الأولويات بين المتطلبات المؤسسية المتنافسة.
خطة لمواءمة أصحاب المصلحة خلال التسعين يوماً الأولى.
هيكل لوحة أداء مرتبطة بالنية الاستراتيجية.
لمن هذا البرنامج
Human resources directors
Talent management leaders
Workforce planning leaders
Learning and development leaders
Organisational development specialists
Senior line managers responsible for critical capabilities
Leaders responsible for succession planning and internal mobility
محاور البرنامج
Strategic alignment of talent management and organisational capability
Workforce and capability diagnosis for critical roles and future needs
Role architecture and capability framework design
Talent identification, segmentation, and review processes
Development pathways and capability-building interventions
Succession planning, internal mobility, and pipeline continuity
Manager accountability, governance, and decision rights in talent systems
Measurement of capability outcomes and institutional talent reporting
البرنامج اليومي
Day 1 — Strategic context and organisational diagnosis: Linking institutional strategy to talent priorities and organisational capability demands; Identifying critical roles, mission-essential capabilities, and future workforce implications; Conducting workforce and capability diagnosis: supply, demand, gaps, and risk; Framing the organisational outputs to be developed during the programme
Day 2 — Role architecture and evidence-based talent identification: Building role architecture that supports workforce planning and capability decisions; Designing capability frameworks for functions, leadership levels, and specialist roles; Establishing talent definitions, segmentation logic, and evidence criteria; Running structured talent review and calibration processes
Day 3 — Development pathways for capability building: Translating capability gaps into talent development priorities; Designing development pathways through assignments, mentoring, learning, and job moves; Connecting individual development with team and organisational capability needs; Planning differentiated interventions for high-potential, specialist, and critical-role talent pools
Day 4 — Succession, mobility, and governance: Building succession plans for critical positions and leadership pipelines; Assessing readiness, risk exposure, and bench strength; Using internal mobility to strengthen capability distribution and career pathways; Clarifying manager accountability, HR stewardship, and talent governance mechanisms
Day 5 — Measurement, reporting, and institutional application: Selecting measures for talent quality, capability growth, succession coverage, and mobility outcomes; Designing executive reporting that supports workforce and talent decisions; Integrating programme outputs into a coherent institutional talent management approach; Reviewing participant draft frameworks, plans, and next-step priorities
منهجية التنفيذ
Strategy-to-talent mapping exercises that connect institutional priorities with critical role groups and capability demands.
Guided workforce and capability diagnostic work using sample data structures, risk categories, and gap-analysis templates.
Comparative analysis of role and capability framework models to help participants shape fit-for-purpose structures.
Facilitated talent review simulations focused on evidence standards, calibration issues, and decision consistency.
Design workshops in which participants build development pathway maps for selected talent segments and capability needs.
Succession and mobility planning clinics using readiness matrices, role-risk assessment, and pipeline scenarios.
Governance mapping activities that clarify accountabilities between HR, line managers, and leadership forums.
Measurement design sessions that translate talent and capability priorities into executive indicators and reporting lines.
منهجية التنفيذ
خيارات التنفيذ
اختر نمط التنفيذ لاستلام المواعيد المؤكدة
تنفيذ داخل المؤسسة
في مقرّكم · أي مدينة
حضوري
أكثر من 125 مدينة · عند الطلب
افتراضي مباشر
بالعربية أو الإنجليزية · عند الطلب
زيارة مهنية
تُرتَّب عند الطلب · عند الطلب
نقاش تنفيذي ميسّر
تحليل حالات مؤسسية
ورش تخطيط تطبيقية
تحتاجون إلى إرشاد؟
يساعدكم مستشارونا في مواءمة الأهداف مع البرنامج ونمط التنفيذ الأنسب.
info@swedtraining.com
+46 70 041 96 65
مراجعة الأقران والمساءلة
الخطوة التالية
Request pricing for Executive Programme in Government Innovation and Public Value
أخبرونا بالمدينة والمواعيد وعدد المشاركين — وسنعود إليكم بعرض متكامل.
Talent Management and Organisational Capability Development
A structured executive programme on building talent management systems that support strategic priorities and critical organisational capabilities. The content moves from workforce and capability diagnosis to talent segmentation, development architecture, succession planning, mobility decisions, governance, and measurement, with emphasis on practical frameworks that participants can adapt within their institutions.
Talent Management and Organisational Capability Development
A structured executive programme on building talent management systems that support strategic priorities and critical organisational capabilities. The content moves from workforce and capability diagnosis to talent segmentation, development architecture, succession planning, mobility decisions, governance, and measurement, with emphasis on practical frameworks that participants can adapt within their institutions.
DURATION
Duration on Request
DELIVERY
Classroom · Online
AVAILABILITY
Dates on Request
LANGUAGE
English · Arabic
LEVEL
On Request
Programme Overview
A structured executive programme on building talent management systems that support strategic priorities and critical organisational capabilities. The content moves from workforce and capability diagnosis to talent segmentation, development architecture, succession planning, mobility decisions, governance, and measurement, with emphasis on practical frameworks that participants can adapt within their institutions.
Objectives
Read the institutional environment and translate it into a clear strategic position.
Set direction that senior teams can act on without constant re-interpretation.
Align structure, governance and people behind stated priorities.
Lead change without losing operational stability.
Govern delivery through measures that reflect real institutional progress.
Key Outcomes
4 outcomes
Who Should Attend
6 audience groups
Programme Modules
5 modules
Daily Structure
5 days
Language and Materials
Arabic or English
Practical Information
Venue, materials, language
DURATION
Delivery Options
Select a delivery mode to receive confirmed dates
Overview
Objectives
Outcomes
Who Should Attend
Modules
Daily Structure
Methodology
Delivery
Programme Overview
A structured executive programme on building talent management systems that support strategic priorities and critical organisational capabilities. The content moves from workforce and capability diagnosis to talent segmentation, development architecture, succession planning, mobility decisions, governance, and measurement, with emphasis on practical frameworks that participants can adapt within their institutions.
Examine how talent management connects to institutional strategy, operating priorities, and future capability requirements.
Analyse workforce composition, capability gaps, and role criticality using structured diagnostic approaches.
Interpret role architecture and capability frameworks as tools for workforce planning and talent decisions.
Practise methods for identifying talent through evidence-based criteria, talent review processes, and potential assessment.
Explore development pathways that link learning, experience, stretch assignments, and career progression to capability needs.
Assess approaches to succession planning and internal mobility for business continuity and leadership pipelines.
Review the respective accountabilities of HR, line managers, and governance forums in talent decisions.
Study measures and reporting approaches used to track capability development and talent system effectiveness.
Read the institutional environment and translate it into a clear strategic position.
Set direction that senior teams can act on without constant re-interpretation.
Align structure, governance and people behind stated priorities.
Lead change without losing operational stability.
Govern delivery through measures that reflect real institutional progress.
Develop a draft strategic talent architecture aligned to organisational priorities and critical capabilities.
Produce an initial capability and workforce diagnostic highlighting priority gaps, risks, and role clusters.
Create or refine role and capability framework elements for selected functions or critical positions.
Design a structured talent review template with clear criteria for performance, potential, and readiness.
Map development pathways for priority talent segments using experiential, formal, and role-based interventions.
Prepare a succession and mobility plan for key roles with readiness assessments and risk indicators.
Define manager and HR accountability points across the talent management cycle.
Select a practical set of capability and talent metrics for executive review and ongoing workforce decisions.
A drafted strategic direction for the participant’s own institution.
A prioritisation framework for competing institutional demands.
A stakeholder alignment plan for the first ninety days.
A performance dashboard structure tied to strategic intent.
Who Should Attend
Human resources directors
Talent management leaders
Workforce planning leaders
Learning and development leaders
Organisational development specialists
Senior line managers responsible for critical capabilities
Leaders responsible for succession planning and internal mobility
Programme Modules
Strategic alignment of talent management and organisational capability
Workforce and capability diagnosis for critical roles and future needs
Role architecture and capability framework design
Talent identification, segmentation, and review processes
Development pathways and capability-building interventions
Succession planning, internal mobility, and pipeline continuity
Manager accountability, governance, and decision rights in talent systems
Measurement of capability outcomes and institutional talent reporting
Daily Structure
Day 1 — Strategic context and organisational diagnosis: Linking institutional strategy to talent priorities and organisational capability demands; Identifying critical roles, mission-essential capabilities, and future workforce implications; Conducting workforce and capability diagnosis: supply, demand, gaps, and risk; Framing the organisational outputs to be developed during the programme
Day 2 — Role architecture and evidence-based talent identification: Building role architecture that supports workforce planning and capability decisions; Designing capability frameworks for functions, leadership levels, and specialist roles; Establishing talent definitions, segmentation logic, and evidence criteria; Running structured talent review and calibration processes
Day 3 — Development pathways for capability building: Translating capability gaps into talent development priorities; Designing development pathways through assignments, mentoring, learning, and job moves; Connecting individual development with team and organisational capability needs; Planning differentiated interventions for high-potential, specialist, and critical-role talent pools
Day 4 — Succession, mobility, and governance: Building succession plans for critical positions and leadership pipelines; Assessing readiness, risk exposure, and bench strength; Using internal mobility to strengthen capability distribution and career pathways; Clarifying manager accountability, HR stewardship, and talent governance mechanisms
Day 5 — Measurement, reporting, and institutional application: Selecting measures for talent quality, capability growth, succession coverage, and mobility outcomes; Designing executive reporting that supports workforce and talent decisions; Integrating programme outputs into a coherent institutional talent management approach; Reviewing participant draft frameworks, plans, and next-step priorities
Methodology
Strategy-to-talent mapping exercises that connect institutional priorities with critical role groups and capability demands.
Guided workforce and capability diagnostic work using sample data structures, risk categories, and gap-analysis templates.
Comparative analysis of role and capability framework models to help participants shape fit-for-purpose structures.
Facilitated talent review simulations focused on evidence standards, calibration issues, and decision consistency.
Design workshops in which participants build development pathway maps for selected talent segments and capability needs.
Succession and mobility planning clinics using readiness matrices, role-risk assessment, and pipeline scenarios.
Governance mapping activities that clarify accountabilities between HR, line managers, and leadership forums.
Measurement design sessions that translate talent and capability priorities into executive indicators and reporting lines.
Methodology
Delivery Options
Select a delivery mode to receive confirmed dates
In-house delivery
At your premises · Any city
Classroom
125+ cities worldwide · On request
Live virtual
Arabic or English · On request
Professional visit
Arranged on request · On request
Facilitated executive discussion
Run this programme in-house
Delivered for your team, adapted to your institutional context and priorities.
Institutional case analysis
Applied planning workshops
Need guidance?
Our advisors help match objectives to the right programme and delivery mode.
info@swedtraining.com
+46 70 041 96 65
Peer review and challenge
Run this programme in-house
Delivered for your team, adapted to your institutional context.
Artificial Intelligence and Institutional Transformation
NEXT STEP
Request pricing for Executive Programme in Government Innovation and Public Value
Tell us your preferred city, dates and group size — we will return a full proposal.