Event Details

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• Topic: Talent Management Case Study
• Speaker: Dr. Deidra J. Schleicher

Dr. Deidra J. Schleicher (Ph.D. 1998, Penn State) is currently an Associate Professor of Management and Mays Research Fellow in the Mays Business School at Texas A&M University. She regularly teaches courses on managing human capital to MSHRM students, MBAs, and especially executive audiences and has been frequently recognized as a distinguished instructor. Her research, teaching, and consulting experiences focus primarily on the areas of performance management, talent management, and employee development, with secondary interests in employee attitudes and engagement. Her published research has appeared in numerous top-tier journals, and she has served as an associate editor at the Journal of Management and the Journal of Applied Psychology. Other honors received include Fellow of the Society for Industrial and Organizational Psychology (2017), Fellow of the Association for Psychological Science (2017), University Faculty Scholar at Purdue University (2008-2012), and the Association of Former Students Distinguished Teaching Award at Texas A&M University (2016). In 2014 she was elected to the five-year leadership track for the Human Resources (HR) Division of the Academy of Management and is currently serving as Chair of the HR Division (2017-2018). 

Dr. Schleicher’s previous talk for BVSHRM, July 2017, was on the topic of Talent Management, in which she highlighted both the challenges and keys to success associated with effectively managing talent in today’s organizations. In her second talk, she will expand on these issues by exposing attendees to a Harvard Business School case, “Wolfgang Keller at Konigsbrau-TAK.”  This case exemplifies many of the challenges of talent management, including the inherent conflict and the necessary alignment with organizational strategy. Dr. Schleicher will facilitate this discussion and provide several key take-aways about talent management from this case. Learning objectives include (1) understanding the key aspects of talent in organizations and the differences between employee performance and employee potential; (2) awareness of the determinants of “high-potential” status in organizations and risks for derailment of high-potentials; (3) identification of best practices (including feedback, development, and coaching) in the management of talent in organizations; and (4) awareness of the strategic imperative of talent management and how best to align talent management practices with strategic organizational objectives.    

• Menu: Lasagna, chef's vegetable, garlic bread, and salad

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