Objectives
To develop an understanding of the psychological aspects around human capital development, cultural agility, and the impact and effectiveness of different global talent management strategies.
Description
This course explores the interaction between personality, leadership types, and individual learning styles. Course participants will evaluate the psychological concept of talent and study the criteria for attracting, retaining and developing talent globally. Participants will also consider the effectiveness and fairness of global talent management strategies and their impact at individual and organizational levels.
Target audience
Depending on the background of the participants, the course is suitable for intermediate to advanced levels in the broader field of learning and development, and especially (strategic) human resource development. This course is especially valuable for participants interested in cultural aspects of global talent management (with a focus on Japan).
Learning outcomes
On completion of the course participants will be able to:
- Critically evaluate criteria for global talent management effectiveness
- Discuss the construct of talent
- Critically evaluate factors which contribute to success and failure in learning and development
- Review the implications of cultural personal development and organizational success
Course Introduction
This course is designed as an introduction to the psychology of people management and elaborates on how to develop staff in a global, dynamic and competitive environment.
The course is structured into the following lessons:
| Course structure | Lesson |
| Section C1: The Psychology of Talent and Giftedness | |
| – Operationalization of the Concept of Talent Management | C1 |
| Section C2: Identifying Talent, Competencies, and Appraisal | |
| – Individual and Collective Talent | C2 |
| – The Role of Job Analysis in Global Talent Management | C3 |
| Section C3: Developing Human Capital: Success and Failure in Learning | |
| – Developing Human Capital: Success and Failure in Learning | C4 |
| – Cultural Intelligence (CQ) | C5 |
| Section C4: Mobility and Cultural Agility | |
| – Mobility and Global Talent Management | C6 |
| – The Development of Cultural Agility | C7 |
| Section C5: Global Mindset | |
| – Global Mindset in Japan | C8 |
| – Global Talent Management Between Globalization and Tradition (At the Example of China) | C9 |
| – Social Capital in Global Citizenship | C10 |
| Section C6: Global Talent Management Strategies | |
| – What do Younger Talents Want? | C11 |
| – The Benefits of Reverse Mentoring | C12 |
| – Global Talent Gender Gap | C13 |
| – Overcoming Language Barriers | C14 |
| – Promoting Cross-Cultural Cooperativeness | C15 |
| Section C7: Developing Cultural Empathy | |
| – Developing Cultural Empathy | C16 |
| – How Cultures Shapes Different Types of Empathy | C17 |