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People, Culture, and Performance: Strategies from Silicon Valley

  • USD 13,000

  • classroom only
  • United States (Stanford) |
  • Date not specified
  • Certificate

Talented people are your company’s most valuable asset and, bottom line, your key to success. Silicon Valley companies have proven this again and again. People, Culture, and Performance: Strategies from Silicon Valley helps you rethink, reinvent, and retool your approach to talent management, using a startup mindset and models for scaling up performance.

There’s no better place to learn about innovative talent management than on the Stanford Graduate School of Business campus, in the heart of Silicon Valley. Apply design thinking principles and processes to re-imagine how jobs and organizations can be structured. Learn how to create an ownership culture that drives top performance and innovation. Explore how diversity can be leveraged as a competitive advantage. And discover how data and people analytics can impact everything from hiring to incentives.

This one-week people-centric program brings world-class Stanford GSB faculty together with Silicon Valley leaders, founders, and funders. You’ll also collaborate with other senior executives like you who are inspired to improve their company’s talent strategy, culture, and performance.

Program Benefits

  • Gain insights, strategies, and tools to think more creatively and holistically about talent management — beyond headcount, legal, liability, and compensation issues
  • Discover best practices on talent growth, culture, and performance by looking at some of the most innovative companies in Silicon Valley
  • Experience how the design thinking process can drive innovation in all aspects of talent management
  • Learn how data analytics can inform management’s thinking regarding hiring, performance, incentives, and talent development
  • Discover why diversity enhances performance and helps you compete
  • Develop a personal action plan to implement what you’ve learned
  • Network and exchange ideas with like-minded peers and Silicon Valley practitioners

Who Should Attend

  • Senior leaders who have a stake in their company’s talent strategy, culture, and overall business performance
  • Business leaders, functional heads, HR leaders, or entire teams who are inspired to bring new ideas and perspectives to talent management — from any size company, any industry, and any country
  • Those with SVP, VP, and director titles who have responsibility for human resources, talent management, talent development, or other functional areas such as engineering, sales, R&D, etc.

Faculty

Jeffrey Pfeffer
The Thomas D. Dee II Professor of Organizational Behavior
Hayagreeva Rao
The Atholl McBean Professor of Organizational Behavior and Human Resources
Charles A. O’Reilly
The Frank E. Buck Professor of Management
Sarah A. Soule
The Morgridge Professor of Organizational Behavior; Senior Associate Dean for Academic Affairs; Professor of Sociology (by courtesy), School of Humanities and Sciences

*Program faculty is subject to change

Upcoming

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