Introducing new talent to an established organization can be difficult for many reasons. Seasoned employees may view the incoming new hires as "too green" or as not having the required skills to contribute in a meaningful way. They may worry about having to "waste time" teaching the newbies things that they should already know or get aggravated when the new employees are not familiar with "the way we do things around here." Additionally, it is difficult to know if the right new hires are being put into the right positions for their interests, abilities and talents. After all, a resume and an interview can only tell a hiring manager so much about the person they are bringing on board, and often talented employees are simply being put into a role that is not a good fit. In this hour-long webinar, business analyst and PMP-certified project manager Dan Stober will walk you through a four-step plan to ensure that you hire the right people for your team, from assessing talent to providing continuous learning and establishing a mentorship program.

1. A Four-Point Plan for
Developing Durable Project
Management Talent
with Dan Stober

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About the presenter • Dan Stober
 Business analyst and PMP-certified project manager
 More than 15 years of project management experience
 Has 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

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Agenda
 Intro
 What Makes Talent Management Difficult?
 The Four-Point Plan
 Step One: Hire Right
 Step Two: Teach to Develop
 Step Three: Continuous Learning
 Step Four: Mentorship
 Executive Involvement in Project Success
 Q&A

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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 talent
 Make the link between educating your organization and
project success
 Get senior management on board to project
management workforce development
 Select the correct training for your workforce

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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 engaged
 Why?
*Dale Carnegie Training, 2015

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Intro: Why Talent Management Matters
 Drivers of lack of engagement
 Relationship with direct manager
 Belief in senior leadership
 Organizational pride

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Intro: What Makes Talent Management Hard?
 No immediate tangible benefits - long lead time
 People don’t believe talent development is what they
are paid to do
 When revenues go down, so does focus on
development
 Companies enter the “talent war”
 Management by exception is the norm
 Talent management, when present, is not aligned with
organizational strategy

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Step One: Hiring the Right Person as PM
 Define the job before hiring the PM
 Conduct a role analysis
 Perform competency mapping
 Define the expected outcomes from the position

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Step One: Hiring the Right Person as PM
 Plan a recruiting strategy
 Involve key employees who will interact with the PM
 Hiring manager must be involved with HR

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Step One: Hiring the Right Person as PM
 Use a checklist; make it systematic
 Review credentials and applications carefully
 Prescreen candidates: salary expectations, etc.
 Phone interview
 Know what questions to ask in the interview
 Don’t hire someone because he or she is just like you
 Benchmarking! Assessments against those who have
been successful

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Step Two: Apprenticeship Works
 Apprenticeship enables employers to grow talent
in-house
 Pick employees who are in it for the long haul
 Start the PM with simple projects and direct guidance
 Develop the skills that the PM needs to be successful
 Provide formal and informal training opportunities
 Apprentices become committed and loyal
 Train to your unique environment
 Other employees learn by teaching

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Step Three: Continuous Learning
 Changes in industry happen too fast to rely on old skills
 Embrace new technology
 Understand trends
 Don’t be afraid to innovate
 Collect, analyze, and share information

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Step Three: Continuous Learning
 Learning cannot be an afterthought
 Integrate learning into every project
 Learn by doing
 Skills
 Leadership
 Professional development

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Step Three: Continuous Learning
 Define the core skills that matter in the organization
 Hard skills
 Soft skills
 Leadership
 Communication
 Negotiation

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Step Three: Continuous Learning
 Learning is a retention tool
 Retain talent
 Retain those who developed your IP
 Reduce churn, a severe organizational disrupter

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Step Four: Coaching and Mentoring
 Get buy-in from seasoned employees
 Hold leaders accountable for success of subordinates

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Coaching and Mentoring
 Coaching is focused on improving a specific skill
 A coach is “one who instructs or trains”
 Mentoring is about providing long-term support and
guidance
 According to Merriam-Webster’s Collegiate Dictionary, a
mentor is “a trusted counselor or guide”

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Difference between Coaching and
Mentoring
 Coaching and mentoring are not synonymous
 Coaching is task-oriented, performance-driven, and
often short-term
 Mentoring is relationship-oriented, focused on personal
guidance, and is often long-term

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Value of Coaching and Mentoring
 Learners can expand their business acumen, skills, and
value to the organization
 Mentoring strengthens bonds between personnel
 Companies 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

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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 quickly
 Developing camaraderie and trust relationships

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Conclusion
 Hire right
 Train through apprenticeship
 Develop a learning culture
 Coach and mentor

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Learn More
Recommended Global Knowledge
Courses
 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
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Questions?

24. Thank You for Attending
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