Paul Barber | Western NC SHRM | August 10, 2011

Strategic Learning & Development

for Improved Workforce Performance

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

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.

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

Competencies

Values

Defined Competencies & Values

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

Aligning Talent Planning, Assessments

& Leadership Development

Bench strength through

Talent Planning Through 360-degree

Feedback

Through Coaching &

Action Learning Teams

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

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

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

Growing Leaders At All Levels

Executive

Emerging Leaders

Front Line Leaders

Where do you start?

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

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

Peer Mentoring

GILD - Global

Institute for Leadership

Development

Distance Learning

Excellence in Leadership & Management

Action Learning

Teams

360° Assessment & Development

Coaching

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

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

Integrate People, Process & Technology

©2010 Bersin & Assoc.

Our experience at TSFG

validates best practices

identified by Bersin

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

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

For more information contact

Paul Barber

864-270-5150

paul-barber@att.net