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In a business environment where the only constant is change, all firms face a profound challenge: How do you leverage your human capital to gain competitive advantage?

This program examines the strategic impact of human resources and delivers dynamic frameworks that enable your organization to adapt quickly to changing conditions and to seize new opportunities as they emerge.

Program tuition includes private accommodations, all meals, and course materials.
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Program Overview

Managers today must be effective at simultaneously monitoring current performance, managing incremental innovation, and leading more revolutionary change efforts. Managing Talent for Strategic Advantage explores how to manage this delicate balancing act by emphasizing methods to align HR strategy with the overall business strategy.

Led by the top professors and authors in the field, the program teaches participants how to utilize human resource levers—such as culture, compensation, and performance management—to build competitive advantage and drive success.

SAMPLE SCHEDULE
Faculty Director
Other Faculty
Hayagreeva Rao
Hayagreeva Rao

Atholl McBean Professor of Organizational Behavior and Human Resources; Director of the Managing Talent for Strategic Advantage Executive Program; Codirector of the Customer- Focused Innovation Executive Program/p>

Hayagreeva Rao has published widely in the fields of management and sociology and studies the social and cultural causes of organizational change. In his research, he studies three sub-processes of organizational change: a) creation of new social structures, b) the transformation of existing social structures, and c) the dissolution of existing social structures. His recent work investigates the role of social movements as motors of organizational change in professional and organizational fields.

Francis J. Flynn

Paul E. Holden Professor of Organizational Behavior; The Hank McKinnell-Pfizer Inc. Director of the Center for Leadership Development and Research; Codirector of the Executive Leadership Development Program

Roderick M. Kramer

William R. Kimball Professor of Organizational Behavior

David F. Larcker

James Irvin Miller Professor of Accounting; Professor of Law (by courtesy), Stanford Law School; Codirector of the Directors' Consortium Executive Program; Director of the Corporate Governance Research Program; Senior Faculty of the Arthur and Toni Rembe Rock Center for Corporate Governance at Stanford

Margaret A. Neale

Adams Distinguished Professor of Management; Director of the Managing Teams for Innovation and Success Executive Program Director of the Influence and Negotiation Strategies Executive Program; Codirector of the Executive Program for Women Leaders

Charles A. O'Reilly III

Frank E. Buck Professor of Management; Director of the Leading Change and Organizational Renewal Executive Program

Jeffrey Pfeffer

Thomas D. Dee II Professor of Organizational Behavior

Jesper B. Sørensen

Robert A. and Elizabeth R. Jeffe Professor; Professor of Organizational Behavior; Professor of Sociology (by courtesy), School of Humanities and Sciences; Director of the Center for Social Innovation; Codirector of the Executive Leadership Development Program; Susan Ford Dorsey Faculty Fellow

Robert I. Sutton

Professor of Organizational Behavior (by courtesy); Professor of Management Science and Engineering, School of Engineering; Codirector of the Customer-Focused Innovation Executive Program

Key Takeaways
  • Concepts and frameworks that help you directly link human resources with your organization's vision and competitive strategy
  • Sophisticated understanding of how to manage human resource policies and practices in ways that add the most value to your organization
  • Knowledge of how to implement change and manage organizational transition as your firm adapts to new market conditions
  • Ability to identify the customer value proposition and link it to your organization's culture
 
 
 
 
 
 

Highlighted Sessions

Evidence-Based Talent Management
This session will explore how companies can profit from evidence-based management and how they can tell hard facts from dangerous half-truths from complete nonsense. It will show how, by taking an evidence-based approach, managers can avoid some of the most dangerous half-truths associated with hiring the best people, designing reward systems, and practicing leadership.

The Challenge of Change
This session will explore how managers can balance this tension and use the cultures in their organizations as a competitive advantage. The emphasis will be on thinking about culture as a social control system defined by norms that are linked to critical strategic objectives and can be managed through executive leadership.

Who Should Attend?

This program is designed for human resource executives and managers, as well as directors, general managers, corporate planners, and other functional executives with at least 10 years of management experience and an interest in human capital management. It is appropriate for individuals from organizations of any size and in any industry.
SAMPLE Participant Mix
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This course was conceptually outstanding and presented with power and energy. It brought HR to the very point where it starts to add value to the business — by creating competitive advantage.
– Thomas Foery
Director of Human Resources
Cablecom GmbH
This program provided very inspiring ideas at a strategic level, ideas which made me rethink what role HR should take in an organization. This was an important learning experience for my organization and for my career.
– Alice Law
Management Training and Development Manager
MTR Corporation
The main point was the alignment between strategy, key success factors, culture, and the role of HR. I'll transfer much of this learning to my company. The teaching was very, very good!
– Wolfgang Elenz
Executive Director Human Resources Lawyer
Vetter-Pharma Fertigung GmbH
Without a doubt, the Stanford Business School has assembled a group of some of the best business minds in the country and, fortunately, has decided to share that resource with the outside business community.
– Michael Coticchia
Director of Human Resources and Risk Management
Bearings, Inc.
In this program intuition, experience, and academia converge for a powerful message: HR has a strategic role in creating, building, and sustaining a successful, great organization.
– Nick Horiaitis
Employee Relations Director
AT&T; Wireless
 
 

Facilities

 
 
 
 
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Stanford University
The Stanford campus is world renowned for its natural beauty, Spanish mission-style architecture, and temperate climate. With more than 8,180 acres (3,310 hectares), Stanford's campus ranks as one of the largest in the United States. Participants in Stanford's Executive Programs become part of a quintessential university setting, residing together, walking or biking to classes, and enjoying access to Stanford University facilities.
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The Knight Management Center
Opened in spring 2011, the Knight Management Center has transformed the Stanford Graduate School of Business into a vibrant and unified indoor-outdoor, living and learning community. Participants will take classes at this new state-of-the-art campus, which features tiered classrooms with extensive floor-to-ceiling glass, the latest in audiovisual technology, numerous breakout and study rooms, outdoor seating areas to encourage informal discussion, and an open collaboration lab that employs hands-on and design thinking techniques.
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Schwab Residential Center
Designed by renowned Mexican architect, Ricardo Legorreta, the Schwab Residential Center gives residents ample privacy while promoting collegial interaction through shared lounges, outdoor meeting areas, a library, and an exercise room.

CONTACT

Courri Brady
Associate Director, Programs and Marketing
Phone: 650.721.9471
Email: [email protected]