Talent Management: Learning’s Critical Role in Integrated Talent Management
Talent Management: |EXECUTIVE SUMMARY|
Most organizations can improve in the critical area of integrated talent management, or ITM. Despite the importance that todayâs leaders attach to this issue, this new ASTD study finds that many organizations report significant challenges implementing and sustaining TM principles and practices. There is a great deal that organizationsâand especially learning professionalsâcan do to help create excellent talent management systems that will generate competitive advantages, for their organization, in the years to come.
This report, Learningâs Critical Role in Integrated Talent Management (hereafter, the Study), builds on the ASTD report, Talent Management Practices and Opportunities. In that study, the research team found that âintegrating talent management components more effectivelyâ is a major opportunity for organizations. But it also found companies were typically lacking in coordinated approaches that effectively integrate the components that comprise talent management.
This Study is intended to help address this lack of coordination, with an emphasis on investigating the role of learning professionals and learning practices in improving integrated talent management. As in the previous report, ASTD partnered with the Institute for Corporate Productivity (i4cp) to help determine what distinguishes high performers from low performers in the area of talent management.
Specifically, we investigated a number of crucial issues, including:
⢠how the primary components of integrated talent management fit together
⢠what distinguishes high performers from low performers in terms of how they integrate their talent management systems
⢠who has responsibility for the various components of integrated talent management
⢠the specific roles that learning professionals play in all the key ITM components
⢠how learning professionals design and deliver learning so that it supports excellent ITM
⢠the strategies of learning professionals in areas such as leadership development and high potential programs
⢠how learning connects with performance management, which is one of the keystones of high performance integrated talent management systems
⢠which specific ITM practices are most common and which are most strongly related to high performance
⢠the primary barriers to successful ITM
⢠the future of integrated talent management.
Not only is this Study based on an analysis of responses from 1,690 business and learning professionals, it includes interviews and case studies of high-performing integrated talent management organizations.
Aspects of integrated talent management that are elucidated by this Study include that high-performing organizations tend to integrate talent management components more than low-performing organizations. Meanwhile, low performers are more likely to say they
do not integrate certain components at all. Another major finding is that, even where learning executives do not âownâ a major ITM component, such as recruitment or succession planning, they do play critical roles such as âpartnerâ and âfacilitator.â Additionally, many of
the most effective practices in the area of ITM are not widely used in todayâs organizations. By understanding the nature of these practices, organizations can gain real advantages in todayâs market place.
ASTD RESEARCH ON TIME, ON TARGET, ON DEMAND
VOLUME 2 ⢠NO. 8
Related Talent Management Information:
https://mcdonaldsalesandmarketing.biz/category/talent-management/
https://mcdonaldsalesandmarketing.biz/human-capital-management/
https://mcdonaldsalesandmarketing.biz/category/instructional-design/
https://mcdonaldsalesandmarketing.biz/category/learning-theories/
https://mcdonaldsalesandmarketing.biz/category/how-to-transfer-training-learning/
https://mcdonaldsalesandmarketing.biz/category/blended-learning/
https://mcdonaldsalesandmarketing.biz/category/personal-learning-environments-2/
https://mcdonaldsalesandmarketing.biz/personal-learning-environments-ples/
==================================================================
Learning Optimized, Behavior Changed, Performance Advanced
My deliverables to you are: (I) Improved Learning Outcomes and Increased Competence; a. Retention to fluency (95% vs. 28%), b. Behavior change through accountable reinforcement, c. Improved application, d. Advanced individual performance and e. Advanced organization performance.
You will ensure that every person reaches true mastery* in the shortest amount of time. Mastery* produces people who have the adaptive reasoning skills required to effectively apply knowledge to new situations.
*Mastery is required where appropriate information application is critical to achieve a desired outcome; For example, Education: K-12, Higher, Corporate, Government; Medical; Medical Continuing Medical Education â Performance Improvement; Safety; Sales Performance; Aviation; Military; Individual Certifications and Individual Continuing Education.
McDonald Sales and Marketing, LLC, Specialties:
Appropriate Application; Â Behavior Change;Â eLearning;Â Â Employee Selection and Employee Development;Â Â Human Capital Management;Â Individual Performance Improvement;Â Learning Performance Improvement;Â Â Learning Retention and Reinforcement Improvement;Â Â Organization Performance Improvement; Â Workforce Development and Productivity;Â Verbal Skills Simulation and Reinforcement;Â Â Sales Performance Improvement;Â Â Web-Based (SaaS/Cloud) Solutions
To Discuss how these Solutions will add value for you, your organization and/or your clients, Affinity/Resale Opportunities, and/or Collaborative Efforts, Please Contact:
Tom McDonald, tsm@centurytel.net; 608-788-5144; Skype: tsmw5752
