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.

1. Strategic Learning & Development
for Improved Workforce Performance
Paul Barber | Western NC SHRM | August 10, 2011

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. 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. Integrated Talent Management
©2010 Bersin & Associates

5. Learning &Talent Management
Many building blocks…
Where did we start?
 People
 Process
 Technology
Alignment is the key to integration
5

6. Defined Competencies & Values
Competencies
Values

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. Aligning Talent Planning, Assessments
& Leadership Development
Bench strength through
Talent Planning
Through Coaching &
Action Learning Teams
Through 360-degree
Feedback

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. 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. 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. Growing Leaders At All Levels
Executive
Emerging Leaders
Front Line Leaders
Where do you start?

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. 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. 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. 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. Integrate People, Process & Technology
Our experience at TSFG
validates best practices
identified by Bersin
©2010 Bersin & Assoc.

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. 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. For more information contact
Paul Barber
864-270-5150
paul-barber@att.net