The document discusses strategic workforce and talent development. It advocates moving from tactical HR processes to a holistic approach aligned with business needs. This involves collaboration between HR, managers, and leaders using business data and technology. The document also discusses using the Swedish model of talent development in sports as an example. It emphasizes using feedback and an understanding of required performance to develop a high-performance culture. New approaches like blended learning and crowd-learning using social media are presented as ways to improve skills development through more efficient learning methods. Contact information is provided to discuss conducting an inventory of needs and opportunities to adopt blended learning.

1. Strategic workforceplanning
Strategiccompetence andtalent developmentismuchmore thanjust
puttinga "strategic" label onitsHR work.It is a new wayto use the
toolsand resourcesthatare oftenlackinginthe past.It involvesmoving
away fromtactical and transactionprocessestowardsaholistic
approach whichadaptsthe businessandorganizationaldevelopmentto
itsneedsandpotential.Itincludesbothhardfactors,such as
organizational structure ,processesandtechnology,andsoftfactors
such as culture,leadershipandgoals.Whatare the bestprinciplesand
practicesof your strategicplanning?
”TalentfactoryInc.”
Swedishelite sporthaslongbeenused toutilize limitedresourcesand
do a fantasticjobframe of youngtalentinbothteamsports and
individualsports.Teamsportsoftenhave shortercyclesandamore
evenflowwhileindividualsportssuchas tennisandathleticshave had
longercyclestoget the talentsof worldclass.Of course thisdependson
the numberof practitioners,pattern andexposure mm.Whatis
interestingwiththe sport'sview of talentishow differentbranches
changes experiencesandreceivedhelpfromeachother. Ithave created
a commonbasic model fortalentdevelopment.Forexample,inapre-
season youmightsee interactionbetweendifferentcraft of
physiologists,suchasathletics,strengthsports,wrestlingorboxing wich
couldbe of greatbenefitforskiers,hockeyplayersorfootball players.
Today manyAssociations talkaboutmaking"talentfactory"so
attractive that itreallycouldbe an alternative alsofor"home comers"
whostalledorafter5-10 years of professionalcircuswouldgetaboost
intheircareer.It createsan environmentandanatmosphere where
everyone will enjoyandthose returningfromabroadcanfeel secure or
prepare fora more lucrative contractor to seekanalternative career.In
these cases,itmay require anothermore projectorientedinteraction
between sponsors, coaches, executives, managers and talent scouts, etc.
Like sportconditions,we can see an increasedneedforastrategically
orientedskillswhichcross-functionalcollaborationbetween
management,HR , managers,finance,marketing,IT andother
functionsexercised.Itrequires anintense"clustering"workbetween
the functionstoworkand investmenttodeliverthe expectedresults.
Here,HR oftenfallenshort,because theydonthave accesstobusiness
knowledge orhave sufficientknowledge of the company'scustomers or
business.Strategicworkforce planningrequirescollaborationbetween
HR professionals,managersandleaders.Getaccessto and
understandingof businessdataandanalysisandapplyingadvanced
technologysolutionstointegrate differentsourcesandstakeholders.

2. Crossfunctionalinventory
For long-termcompetence requiresfocusingona value-creating
culture and management:
• What will attractthe target audiences?
• What commitmentisexpectedof ourmanagersandemployees?
• Howdo we create an understandingof the performance required?
What attract the targetgroupsinclude:betterunderstanding,better
educationandbetterteamwork.
If the companywantsto grow,the firstquestionis - How do we attract
the employees?
How dowe engage people?If we canlink performance and
remunerationof amanagementsystemthatenhancesorganizational
strategy?
How to create an understandingof the performanceanddirection?
Whenthere isunderstandingof the performance thatisrequiredisto
be automaticallyable tochoose ahealthybehaviorthanwhen
limitation,discipline,managementorcontrol isnotworking.With
understanding,people canhelptoinspire otherstocreate a culture of
improvement.
You needlotsof discipline todo what isneeded.
o That there isa balance betweenbehaviorandpolicies.
o That management'svisionandgoalsare establishedamongpeople
and to speakthe same "language".
o That feedbackoccursand focusesontargetsand improvement.
o That you practice whatyou preach.Have a highunderstandingof
leadershipandhow tomanage feelingsandbehaviors.
Workforce planningandtalentdevelopmentneedstobecome more
analytical andsystematic,butthatdoesnotmeanyou can treat people
as "objects".Itmeansthat yourun the personnel management program
inline withthe businessstrategygoals.Specifically,the focuson"best
practices"and the responsibilityandauthority.Itwill adaptinthe long
termand free upboth the talentandpotential toachieve the long-term
developmentforthe company'sbusiness.

3. Impact on hr processes.
Withover20 yearsof experience inleadershiptrainingthrougha
varietyof research-basedprograms.Fromhavingworkedwithopen
coursesto establishanddelivercontenttothe Academies,we cannow
see howcompaniesandorganizationstoil,toconcretize andmanage its
total needsforskillsandtalent.
We notice anincreasingneedforspecifictargetedinterventionswith
highefficiencyrequirements,withlessandlesstimeavailable for
relevanteducation.Thishasalsomeantthat traditional analyzesof
needsandsolutionsare nolongerable toimplementsustainable"
businesscase ",theyare simplyoutdated.
Oldideasabout world'sbesteducationandexperienceare nolonger
sufficientbuthashave givenwayto more and more specific
requirementstofocusedareasof concern.
Impact on skills development
In the midstof the paradigmshiftwe cansee a future and a great
opportunityinorganizations'needfortransparencyandcommon
approaches.The basicneedsremain,andone of the mosteffective
waysto change and developpeople'sbehavioristoworkwith
feedback.Inmanagementtrainingexerciseoften onconstructive
feedbackanditis somethingthe participantsappreciatedmost.
Withthe helpof IT technologyandresearchinthe social media,
todaywe have come a longway andcan offerhelpandsupportto
develop future professional environments. Thisappliesbothforshort
quickactionfor more comprehensive effortsforeducation
academies.
”one of the most effective
ways to change and
improve people’s behavior
is to work with feedback…”

4. What are your needs for future skills and talent development?
Blended Learning
What if you coulddevelopawayinwhichpeople inthe workplace feel
motivatedtogive eachotherthe knowledge andfeedback,withoutfor
that matterneededtogoweeklongtraining?
We foundthe answertomany of our questionsaboutthe increasedjob
training,ina modernmix of " blendedlearning"withsocial mediaasa
knowledge carrier. Social mediaresearchshowsthatthe infrastructure
and "crowd-learning"canserve asa bridge to a qualitative andcost
effectivetalent development.
Blendedlearningreferstoa mixture of differentlearningenvironments.
Blended learningcombinestraditional classroommethodswithmore
moderncomputerbasedactivities.Blendedlearningisakindof flexible
learning,butitisnot quite the same.Flexible learningcantake place
entirelyata distance,whileblendedlearningalwayscontainssome
Physical meetings.
The industryhaslong talkedaboutthe needtofindnew waysof
workingtobe able tocorrect lengthandformat forthe more modern
courses.Today,we are usingnew technologytoreachthe visionof an
efficientlearninginacompletelydifferentwaythanbefore.

5. CROWD LEARNING
Newfindingsandstudiesof ourbehaviorsshow ahighratioof social
learningusingPDAsandmobile phones.We are ina major paradigm
shiftfromstationarytomobile content consumption,fromowning
knowledge toofferknowledge,fromteacher-ledtraininginphysical
space to social learning(crowd- learning) invirtualspace
Social patterns and learning
Crowdlearningisa new contemporarywaytoencourage learningin
groupsthroughsocial media.The individualsincludedintrainingor
follow-upinthe Missionmayorquestionsthattheyshouldanswerby
givingoutintoeverydaylife,forexample, visitthe Intranetandreadon,
interview anoldercolleague,observingcustomers,collaborate with
anotherdevice orobserve colleague'smeetingwiththe customer,etc.
The data submittedintext,photoorfilm.Thengive eachother
feedbackandyoualso get feedbackontheirfeedback.
The pedagogywithinthe crowdlearningbasedonthe searchforanswer
and getfeedback.Bytellingotherswhatyouhave observedand
reflectedupon.Itismore reminiscentof whatcanbe achievedina
physical group learningthanatraditional e-learning.
Crowdlearninginvolvessharedlearning,whichinitsbasicreminiscent
”Crowd learning
encourages
learning in
groups through
social media…”

6. of Blake & Mouton“Synergogy”(1984), and isavailable asa fully
developedtechnology,(spin-off fromthe Universityof Lund).The
technologyisnotnew,hasbeenusedanddevelopedover7-8yearsat
university,butsince one yearnow outamong companies.Itisusede.g.
AxisGlobal inductiontraining.
“Synergogy” – self-convincing learning
In behavioral training,there is adesire tobe able toapplyself-convining
learninginothereducational context,forthe group'sabilitytolearn
fromeach other.So far,the developmenthasbeenslowedbythe major
changesinthe practicesof the traditional teacher-ledadministration
and to redoparts of the piece asneededtofitintothe model of
"synergogik".ThroughCrowdlearningwouldseriouslyadaptdifferent
materialsandlearningsituationstodifferenttargetgroup'sneedsand
mission.“Synergogy”has well-documentedstudiesonappropriateways
to workwithlearning.Bygoingfrom"teachersandservice tothe
expandedgrouplearningwithmeasurable synergies"canexhibitboth
higherearningsasa more motivatedlearning.“Synergogy”talkabout
different target groups or learning and practice and differ among others.
a on the knowledge,skillsandattitudesaffectlearningenvironments
and materials.Withthe helpof crowd learning,we now see
opportunitiestoconnecteffective learningwithanefficient
infrastructure.
Platform for social learning
What we can show is a great potential forsavingswhile maintainingor
evenhigherpowerinatrainingeffort.Ourexperienceshowsthatitis
onlynowit issufficientlycost-effective andpractical toallocate the cost
of investmentinskillsandtalent developmentaccordingtothe industry
"10, 20, 70" model inwhich10% accountsfor instructor-ledtraining,
20% coaching/ mentoringand70% clean-jobtraining.
Interested?
To demonstrate the potentials,challengesandexpectedresults
suggestedyouto carry out an inventorywhere we togetherthroughthe
lightsneedsandopportunitiesforyouto adopt"blendedlearning"from
a holisticperspective,basedonyourorganization.
Contact
goran@change.se