Technical Succession Planning for Knowledge Workers: Recruiting, Training, Retaining Knowledge Workers and Transferring their Technical Knowledge

Human Resources & Recruitment Leadership & C-Suite

Date: 13 Apr '21
Time: 3:00pm to 4:00pm (GMT-06:00) Central Time (US and Canada
Price: Under 250 USD$

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Managers have an obligation to get the best value for the money they invest on behalf of their organizations. That is as true for the human side of the business as it is for making investment decisions about machines, technology, or even capital. Systematically and strategically picking the best people, and developing them to make them even more productive, is not something to be put off until a rainy day. It is not something that would be “nice to do” when time permits. It is, instead, essential to gaining and sustaining competitive advantage. While traditional succession planning programs have focused on attracting, developing, retaining and positioning the best High Potential (HiPo) workers, technical succession planning focuses on attracting, developing, retaining, positioning and transferring the knowledge of the best High Professional (HiPro) workers. HiPros are the “go to” people, the in-house experts, on business processes, problems, customers or issues. Traditional succession planning and traditional talent management programs have ignored the critically-important HiPro group. 


Attend this program to discover a new dimension to succession planning that goes beyond preparing people for vertical promotions “up the organization chart” and prepares people for “horizontal promotions” in a dual career ladder system “across the continuum of professional expertise.”


I.    Introduction

  • Overview
  • Objectives
II.    Implementing a Technical Talent Planning and Management System

  • A model to guide technical talent management systems
  • New thinking on technical talent models
  • The critical importance of competency models in technical talent management
  • Recruiting and selecting the best technical talent
  • Identifying key hipros
  • Appraising and developing the best technical talent
  • Positioning the best technical talent
  • Retaining the best technical talent
  • Transferring the knowledge of technical talent: Approaches
  • Activity 
III.    Conclusion

  • Summary 
  • Final Q & A


  • Review how technical talent management differs from, and is similar to, traditional—that is, management-focused—talent management
  • Prepare a project plan to implement a technical talent management system
  • Identify and develop technical competencies 
  • Examine the essential components of a performance management system as part of a technical talent management effort
  • Determine how to identify HiPros
  • Describe how to leverage the knowledge of HiPros and how to transfer that knowledge
  • Review effective recruiting and retention strategies for HiPros


  •  Technical managers (such as engineering, IT, accounting, R & D)
  •  HR managers who serve technical/professional departments or organizations


William J. Rothwell

William J. Rothwell, Ph.D., SPHR, SHRM-SCP, CPLP Fellow is President of Rothwell & Associates, Inc. He has worked in HR for more than 40 years and has also worked as a consultant for more than 50 multinational corporations--including Motorola China, General Motors, Ford, and many others. In 2012 he earned ASTD’s prestigious Distinguished Contribution to Workplace Learning and Performance Award, and in 2013 ASTD honored him by naming him as a Certified Professional in Learning and Performance (CPLP) Fellow.

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