Elearning - February/March 2009 - (Page 19)

Talent Management: A Training Strategy tency management. As Fig. 2 shows, all organizations need four tiers of competencies. Recruiters and staffing analysts use core competencies, common to all employees, in their recruiting and evaluation processes. Managers must have job-level competencies to assess an employee’s current performance, as well as his/her potential for other roles. And finally, leadership competencies define the unique characteristics for leadership within the organization and are used to assess and develop leaders at all levels of the organization. L&D professionals usually have a deep understanding of the core competencies that make a company work. Most likely, you have the background in organizational development to build competency models, and you likely have experience using competency models to build training programs and interventions. KEY AREAS WHERE TRAINING PROFESSIONALS NEED TO FOCUS ITS ENERGIES. BY JOSH BERSIN One of the most important trends in corporate learning and development today is the integration of learning with talent management. In our 2008 research into highimpact learning organizations, we found that more than 45 percent of learning executives rate integration with talent management as one of their top training strategies. Integrated talent management encompasses processes for performance management, compensation reviews, succession management, leadership development and recruiting. These core processes span an employee’s lifecycle — from recruiting and on-boarding to establishing goals, from managing current performance to career development. As our “High-Impact Talent Management” framework shows, learning and development is the foundation for all of these processes. As companies focus more and more on effective talent management, training professionals need to understand their role in developing and executing an integrated talent management strategy. This article points to the key areas where L&D should focus its energies. (See Fig. 1.) 1. DEVELOPING COMPETENCY MODELS FOR TALENT MANAGEMENT One of the key ingredients for an integrated talent management strategy is compe- Fig. 1: High Impact Talent Management Elearning! February/March 2009 19

Table of Contents Feed for the Digital Edition of Elearning - February/March 2009

Elearning - February/March 2009 Contents Editor’s Note News Social Networking Popular Learning Needs Technology On Competency Management IT Employment Drops Trendlines Deals Learning Roles in Talent Management Informal E-Learning and Web 2.0 Cover Story: Learning Your Way to Profits Collaboration Trends, Strategies 12 Wishes for LMSs, LCMSs Tips: Recession-Proofing Your Job Case Study: Military Training Case Study: City of Arlington, Va. New Products Pop Quiz Last Word

Elearning - February/March 2009

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