Overview
Next webinar date will be announced in due time
Free on Zoom
The traditional talent management is a bureaucratic and often very exclusive process. As such, it has often a decisive impact on the retention and engagement of people in the organization. According to a recent Gartner study, only 32% of the current employees are seeing their future in their current organization. And we have not touched the languishing feeling that has increased as an impact of the pandemic. (NY Times: Languishing is a sense of stagnation and emptiness.) There are some predictions of a potential post pandemic exodus of employees. All this, elevates an urgency to talk about the next level of Talent Management and the impact it creates in the organization.
- How endless discussion about who is in which talent box have a positive impact on engagement, performance, or retention?
- What if leaders would instead, invest their precious energy and time into developing their teams and boosting collaboration?
- Join me in the webinar to voice out the Myths of Talent Management. Let's explore what engaging Talent management can look like.
What do you get
- Some of the best examples of Talent management models and practices linked with your business strategy and context
- Showcase what exclusive outcome Talent Management may produce in the organization
- Case study about the next level of Talent Management
- Explore together the positive impact of an inclusive approach in Talent Management
- Deep dive in how to focus on the teams as part of Talent Management

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Learn how to raise talents in your team without sad faces in others with Executive Coach and HR Consultant Gorana Sandrić.

Gorana Sandrić
Hi, I’m Gorana, your Career Coach with a passion for helping you get the best out of yourself and your business. I also believe that there is a human way of leading self, individuals, teams, and organizations.
For over 20 years, my career was in corporate organizations cutting across different industries and different senior international HR roles. Those experiences are my strong base in which I practiced, designed, integrated, and implemented people practices in both engineering and commercial-driven industries.
I managed diverse international teams, achieved high results in the matrix organizations, was part of integration teams after the merge, and partnered with top executives and senior leaders. And I gradually became a thought leader in HRM.