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Rethinking the loyalty and engagement of talents

Rethinking the loyalty and engagement of talents

In a working world in which retaining and mobilizing employees has never been so difficult, what can we act on to protect our teams from the widespread trend toward disengagement?
333a – Synopsis (8 p.) Recruitment and Retention
Adapting in the age of on-demand talent

Adapting in the age of on-demand talent

Nowadays, as self-employment experiences a new surge, companies must adjust to this new situation. How can you attract, develop and retain staff members you no longer “own”?
280a – Synopsis (8p.) Future of Work
Promote and retain talented women

Promote and retain talented women

Despite recent measures in favor of gender diversity, the fact remains that the proportion of female talent decreases as one moves up the hierarchy. How can we remedy this situation?
258b – Synopsis (8p.) Diversity and Inclusion
Make use of everyone’s talents

Make use of everyone’s talents

Each of us has specific talents that enable us to excel in certain activities. How can you organize yourself to identify the individual qualities of your team members and build on them?
250a – Synopsis (8p.) Performance Management
Valorizing and retaining your experts

Valorizing and retaining your experts

As experts take on an increasingly crucial role in companies, their career development requires a differentiated approach. How can we set up dedicated channels to make them feel valued and retain this strategic human capital?
321a – Synopsis (8 p.) Talents and Careers
Choosing the right leaders in turbulent times

Choosing the right leaders in turbulent times

How can one choose future leaders, who will renew the business without alienating its identity? Rather than defining an ideal profile, mixing various styles and experiences is the best way to face today's and tomorrow's challenges.
221a – Synopsis (8p.) Talents and Careers
Diversify career management

Diversify career management

The working world has changed. Flexibility and personalization are the new watchwords in career management. How can you adapt career paths for increasingly diverse employee profiles?
204a – Synopsis (8p.) Talents and Careers
Creating the conditions for successful mentoring

Creating the conditions for successful mentoring

Mentoring is a valuable lever for employee development. How can we exploit its full potential?
337b – A look at the news (2 p.) Learning and Development
Brilliant, over-performing employees… How should we manage them?

Brilliant, over-performing employees… How should we manage them?

Managing outstanding employees creates real challenges in terms of integration and support. How can you take inspiration from the experience of coaches of legendary sports teams to manage these “star” employees?
323a – Synthèse (8 p.) Manager-coach
Reaching an executive management position

Reaching an executive management position

Becoming a senior executive does not only involve taking on extended responsibilities: the conditions of success are often different from what we expected. How can you best prepare for these new demands?
283a – Synopsis (8p.) Job Transition
Furthering diversity

Furthering diversity

Knowing that diversity is a source of performance, many companies try to attract more personnel with varied profiles. Yet, they also need to be able to really take advantage of this diversity. How can you integrate these staff without erasing their differences?
281b – Synopsis (8p.) Diversity and Inclusion
Joining the leadership team—what are the stakes?

Joining the leadership team—what are the stakes?

Being appointed to a senior executive position or entering the executive committee sounds like a consecration. But the transition often proves much more difficult than imagined. How can you prepare for this major change?
266a – Synopsis (8p.) Leader's Positioning
Employees 3.0: how to manage them?

Employees 3.0: how to manage them?

The digital revolution has fundamentally changed staff members’ expectations: less formal and more personalized relationships, greater flexibility in career choices… How can you evolve your HR management accordingly?
265a – Synopsis (8p.) Management Styles
From manager to leader

From manager to leader

High-performing managers are sometimes surprised when they don’t get a promotion or are evaluated below their expectations. Indeed, even in operational positions, managers must demonstrate leadership qualities such as strategic perspective, the ability to influence others and to lead change.
241a – Synopsis (8p.) Job Transition
Surround yourself with the best

Surround yourself with the best

50 to 70% of recruiting decisions turn out to be unsatisfactory. Yet it is possible to do significantly better, for recruiting can be learned. What lessons can we draw from the experience of recruiting professionals?
235b – Synopsis (8p.) Recruitment and Retention
Rethink leadership

Rethink leadership

Faced with the challenges and constraints of the 21st century, managers have to adjust their roles and attitudes. How to adapt leadership to the demands of the working world of the future?  
218a – Synopsis (8p.) Shared Leadership
Take advantage of the potential of older workers

Take advantage of the potential of older workers

The global population is aging. However, companies still have trouble fully capitalizing on their over-fifty workforce. How can you elicit the full potential of older workers?
210a – Synthèse (8 p.) Diversity and Inclusion
Gender diversity for better performance

Gender diversity for better performance

Beyond ethical considerations, how can you capitalize on the complementary leadership styles of men and women to reinforce organizational performance?
196a – Synopsis (8p.) Diversity and Inclusion
Get the most from your consultants

Get the most from your consultants

Businesses increasingly rely upon outside consultants, but are often disappointed with inconclusive results or difficult-to-manage relationships. How can you make the most of your consultants?
253a – Synopsis (8p.) Performance Management
Generation Z: What to expect?

Generation Z: What to expect?

Generation Z, born in the years 1990-2000, is now arriving on the job market. Beyond prejudice, how can you take the specific characteristics of these young employees into account and successfully integrate them into your business?
250b – Synopsis (8p.) Diversity and Inclusion
Preserve critical know-how

Preserve critical know-how

A large part of a company’s strengths resides in the tacit know-how of many individuals. This know-how is not easy to identify and formalize. How can you avoid losing this invaluable capital?
243b – Synthèse (8 p.) Learning Organization
Taking a job abroad

Taking a job abroad

A move abroad constitutes a challenging time. Cultural differences, especially, are manifested in a more complex way than foreseen. How can one decipher their impact more effectively to succeed in this job transition?
233b – Synopsis (8p.) Job Transition
The keys to a successful job transition

The keys to a successful job transition

Job transition is a hazardous moment. Especially, care must be taken not to rely too much on past strengths, as the new role may require new attitudes. How to make this transition successfully?
229a – Synopsis (8p.) Job Transition