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From Training to Talent: The Next Frontier for Learning Professionals

From Training to Talent: The Next Frontier for Learning Professionals. Larry Israelite, Ph.D. Vice President, Human Resource Development The Liberty Mutual Group. The Questions have Changed. How many? How much? How deep? . Topics for Discussion. A Few Questions A Few Rules

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From Training to Talent: The Next Frontier for Learning Professionals

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  1. From Training to Talent:The Next Frontier for Learning Professionals Larry Israelite, Ph.D. Vice President, Human Resource Development The Liberty Mutual Group

  2. The Questions have Changed • How many? • How much? • How deep?

  3. Topics for Discussion A Few Questions A Few Rules A Few, Seemingly Indispensible, Practices A Few Things to Do to Move Ahead

  4. Question 1 – What is Talent Management? *The American Society for Training and Development (ASTD) and i4cp “A holistic approach to optimizing human capital, which enables an organization to drive short- and long-term results by building culture, engagement, capability, and capacity through integrated talent acquisition, development, and deployment processes that are aligned to business goals.”*

  5. Question 1 – What is Talent Management? *Inside Larry’s head “The collection of things companies do that help employees do the best they can each and every day (in support of their own and the company’s goals and objectives).”*

  6. Larry’s First Rule of Talent Management “Talent management does not belong to nor is it the sole domain of human resources departments.”

  7. Question 2 – Who is the Talent? Let’s Vote • Executives • All managers • High-potential talent • Employees in ‘pivotal’ roles • Skilled employees • All employees

  8. Question 2 – Who is the Talent? Let’s Vote • Executives 60% • All managers 58% • High-potential talent 48% • Employees in ‘pivotal’ roles 38% • Skilled employees 31% • All employees 18%

  9. Larry’s Second Rule of Talent Management Everyone (everyone!) is the talent

  10. Question 3: What are TM Activities or Practices? Lets make a list:

  11. Question 3: What are TM Activities or Practices? The survey says: ActivityPercentage* Performance management 63.7 Learning/training 61.7 Leadership development 59.1 High-potential employee development 52.8 Individual professional development 44.4 Recruitment 43.2 Engagement 40.0 Compensation and rewards 39.9 Succession planning 39.2 Retention 38.4 Organizational development 37.9 Assessment 37.9 Competency management 37.0 Team development 35.5 Career planning 34.8 Critical job identification 32.7 Integrated HR management systems 28.0 Workforce planning 27.3 Diversity initiatives 24.8 Acquisition of outsourced or contract talent 18.4

  12. Question 3: What are TM Activities or Practices? The survey says: ActivityPercentage* Performance management 63.7 Learning/training 61.7 Leadership development 59.1 High-potential employee development 52.8 Individual professional development 44.4 Recruitment 43.2 Engagement 40.0 Compensation and rewards 39.9 Succession planning 39.2 Retention 38.4 Organizational development 37.9 Assessment 37.9 Competency management 37.0 Team development 35.5 Career planning 34.8 Critical job identification 32.7 Integrated HR management systems 28.0 Workforce planning 27.3 Diversity initiatives 24.8 Acquisition of outsourced or contract talent 18.4

  13. Larry’s Third Rule of Talent Management Anything we do…

  14. Larry’s Fourth Rule of Talent Management Disregard the rules

  15. Indispensible Practices • Clear Outcomes • Executive Support • Designed Processes • Measures and Metrics

  16. Indispensible Practices The Source • Cisco • McDonalds • Avon Products • The Liberty Mutual Group • Children’s Healthcare of Atlanta • Ciena

  17. Indispensible Practices - Outcomes • The challenge – fear of commitment • The goal – give purpose to the work • The value • The foundation for the work • The basis of ‘the story’ • The platform for design • The object of measures

  18. Indispensible Practices – Executive Support • Level 0 No illusion of support • Level 1 Lip Service • Level 2 Support and presence • Level 3 Deep commitment

  19. Indispensible Practices – Designed Processes Four Questions • What talent decisions do you want to make? • What data do you need and from whom do you need it? • How will the data be collected? • How will the data be reduced, analyzed and organized to enable good talent decisions?

  20. Indispensible Practices – Measures and Metrics Measure • The experience • The results • The impact

  21. A Way Forward • There is no ‘big bang’ • Try not to go it alone • Follow these simple steps: • Choose a place to begin • Enlist support • Get started, but start small • Learn from your mistakes

  22. Choose a Place to Begin • In your organization • what are ‘the things?’ • which of them has the ‘greatest potential for helping employees do their best..?’ Talent management is “the collection of things companies do that help employees do the best they can each and every day.”

  23. Choose a Place to Begin – part 2 Then consider… • What is currently being done? • How is it perceived? • Is there a critical business issue? • Are there any natural sponsors or allies? Then do something!

  24. Enlist Support • Socialize your ideas • Speak business • Tell a compelling story • Describe the issue • Identify possible causes • Clarify the contribution of better talent management • Lay out the plan • Create business allies • Don’t ignore HR

  25. Get Started Remember to think… • Small, not big • Simple, not complex • Easy, not hard • Business, not HR

  26. Learn from Your Mistakes Manage projects Conduct after action reviews Do be afraid of what you learn

  27. And in the End… Be business focused Be well prepared Be business focused Be realistic Be business focused Look for small wins Be humble

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