People Development & Talent Management Course


Ensuring employees are competent and professional, underpins the performance of any organisation. The people development & talent management course​ will enable delegates to maintain high standards of competence and professionalism, this skill is a key factor in maintaining the superiority of an organisation over its competitors.

Completing this course will help in:

Who is the course for?

This course is targeted at managers in all economic sectors. These managers would typically be managers such as heads of department, section heads or divisional heads, who may have one or more team reporting to them.

Training Outcomes

  • The skills gaps and training needs of staff in the work unit are determined through the training needs analysis.

  • To demonstrate competence against this Specific Outcome, the training needs analysis must be conducted for a unit.

  • The results from the recent performance appraisal are integrated into the training needs analysis.

  • The entity’s talent management strategy was used as a basis for conducting the training needs analysis of staff in the unit.

  • Stakeholder input was obtained to reach an agreement on the interpretation of the results of the training needs analysis.

  • Stakeholders could include other leaders in the work unit, employee representatives, HRD practitioners in the entity and the Skills Development Facilitator.

  • The development needs of staff to be addressed through training and non-training interventions are recorded in the training needs analysis report.

  • The development needs are related to the career development paths of individual staff members in accordance with the requirements of the entity.

  • The development needs are linked to the talent management strategy of the entity.

  • The report on the training needs analysis is communicated to interested parties in a usable format.

  • The types of the learning programmes described in the plan are motivated in terms of the development needs identified through the training needs analysis conducted.

  • The learning programmes could include learnerships, skills programmes, apprenticeships, internships, non-credit-bearing short courses, mentoring, coaching and continuous professional development.

  • The responsibilities for the implementation of the plan and time frames are stipulated to enhance effective implementation.

  • The responsibilities could include preparation, administration and logistics, programme design and development, facilitation, coaching, mentoring, assessment and moderation, recording and reporting learner achievements, and the quality assurance and evaluation of the implementation.

  • The role of the unit manager in relation to talent management and people development within a unit are motivated through practical examples.

  • The plan is aligned to the legal framework and internal requirements relating to skills development.

  • The alignment to the legal framework should include outcomes-based education and training, applied competence, the National Qualifications Framework, internal and external assessment, moderation, Recognition of Prior Learning and quality assurance processes.

  • The commitment to promoting lifelong learning within a learning culture is reflected in the development plan.

  • To demonstrate competence against this Specific Outcome, at least two interventions must be implemented, of which one must be a formal credit-bearing learning programme and one a workplace-based programme.

  • The implementation is monitored to track progress against the people development plan and the quality requirements of the national skills development system.

  • Implementation reports submitted are analysed to evaluate whether the planned objectives and outcomes were achieved.

  • The evaluation of learners and other interested parties is integrated into a final evaluation report with recommendations on improvements.

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