Barber integrated talent management

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Strategic Learning and Development for Improved Workforce Performance was presented to the Western NC chapter of SHRM. Based on best practices research this presentation uses a case study to show how the entire talent cycle can be aligned around common competencies, processes and systems.

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Barber integrated talent management

  1. 1. Strategic Learning & Development for Improved Workforce Performance Paul Barber | Western NC SHRM | August 10, 2011
  2. 2. Today’s Objectives You will be better able to: • Appreciate the business drivers and benefits for integrated talent management • Think more strategically and act as a catalyst to align people, process and technology • Foster a learning culture that supports workforce readiness and develops leaders • Partner with executive management for more effective talent management
  3. 3. Five Emerging Trends 1. Informal and Continuous Learning will transform corporate L&D with the learner at the center 2. Deep Specialization and Career Development are driving Integrated Learning and Talent Management Strategies 3. New models of Leadership Development will emerge, forcing HR organizations to rethink and reengineer many of their leadership programs 4. Talent Mobility Strategies will become highly strategic, often replacing the traditional approach to succession management 5. Integrated Talent Management can have significant business impact © 2011Bersin & Assoc.
  4. 4. Integrated Talent Management ©2010 Bersin & Associates
  5. 5. Learning &Talent Management Many building blocks… Where did we start?  People  Process  Technology Alignment is the key to integration 5
  6. 6. Defined Competencies & Values Competencies Values
  7. 7. Aligned Performance Management Challenges • Untimely and/or incomplete assessments • Lack of quality feedback to employees • Home grown system generated paper documents Integrated Solution • Redesigned process • Robust, user-friendly system • Aligned with leadership competencies • Trained managers to plan and conduct reviews Results – Improved review quantity & quality
  8. 8. Aligning Talent Planning, Assessments & Leadership Development Bench strength through Talent Planning Through Coaching & Action Learning Teams Through 360-degree Feedback
  9. 9. 1. Identify Bench Strength Annual Talent Planning Process for Managers • Rate Performance & Potential Well suited for current role Expandable within current function Promotable beyond current function • Identify Readiness for Promotion • Determine Risk of Loss and Impact of Loss How Talent Planning works  Performance based on goal achievement  Potential aligned to competencies  System generates Talent Matrices  Ratings calibrated by executive management  ID potential successors for Key Positions
  10. 10. 2. Assess Strengths & Opportunities • Customized 360-By-Design from Center for Creative Leadership • Aligned with competency model • Behavioral ratings by manager, peers, subordinates and others • For Individual Development, not performance management
  11. 11. 3. Developing Leaders 1. Employee – owns his/her development 2. Leadership Coach – drafts development plan based on 360, performance appraisal & career interests 3. Manager – provides OTJ coaching, support, stretch assignments 4. Action Learning Teams – provide opportunity to grow as a leader while collaborating on a business project
  12. 12. Growing Leaders At All Levels Executive Emerging Leaders Front Line Leaders Where do you start?
  13. 13. Front Line Curriculum Foundational Courses • Understanding Yourself & Others (DISC) • Essentials of Leadership • Coaching for Success • Valuing a Fair & Legal Workplace • Managing Performance for Success • Talent Selection Strategies As Needed • Coaching for Improvement • Resolving Conflict • Leading Change • Team Transitions Front Line
  14. 14. Leaders Teaching Leaders Executive Development Partnered with Linkage, Inc. Carefully selected 14 leaders each year Over 1/3 promoted Alumni mentor next level Year Long Intensive Program 360° Assessment & Development Coaching Peer Mentoring GILD Global Institute for Leadership Development Distance Learning Excellence in Leadership & Management Action Learning Teams
  15. 15. Excelling Leaders Year-Long High Potential Program Program Design • 24 high potentials • Hogan assessment • IDP’s • Assigned LTL mentor • Book clubs coached by LTL alumni • Quarterly workshops • Action Learning Team projects focused on community service Outcomes  Supported business goals  Developed capable next level leaders  Action Learning projects developed innovation, problem solving and decision making  Built influential cross functional relationships  Shared learning with others in the organization modeled collaboration
  16. 16. Integrating Learning & Development With Talent Management at TSFG 2004-05 Talent Development Focus > Leadership competencies defined > Talent Planning Begun > Aligned Performance Management > Front line curriculum implemented 2006 Learning Foundations > Learning Management System > Learning Design capability > Leaders Teaching Leaders begun 2007 Corporate University Chartered > Learning Council – aligned with the Business > Launched Online Career Guide 2008-10 Becoming a Learning Organization > Blended learning implemented > Common metrics established > Excelling Leaders begun
  17. 17. Integrate People, Process & Technology Our experience at TSFG validates best practices identified by Bersin ©2010 Bersin & Assoc.
  18. 18. Turning to Other Trends… 1. Informal and Continuous Learning will transform corporate L&D with the learner at the center 2. Deep Specialization and Career Development are driving Integrated Learning and Talent Management Strategies 3. New models of Leadership Development will emerge, forcing HR organizations to rethink and reengineer many of their leadership programs 4. Talent Mobility will become highly strategic, often replacing the traditional approach to succession management 5. Integrated Talent Management can have significant business impact
  19. 19. Leadership Development Trends • Virtual collaboration is becoming commonplace • Action learning takes the lead: cohorts, real world assignments • Business simulations are becoming common • Empowerment, innovation, technical leadership and functional expertise are coming back • Leaders teaching leaders is as important as ever Enterprise Learning & Talent Management 2011: Building the Borderless Workplace. Bersin & Associates
  20. 20. For more information contact Paul Barber 864-270-5150 paul-barber@att.net

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