Elearning - February/March 2009 - (Page 20)

atrainingstrategy 2. CREATING DEMAND FOR TALENT-DRIVEN LEARNING The second major role for L&D in an integrated talent management strategy is the creation of strategic development programs, most of which are focused on talent-driven learning. (See Fig. 3.) Too many training organizations focus — sometimes exclusively — on performance-driven programs. Performance-driven learning is important, to be sure. These are the programs that teach people how to use systems, adopt processes, comply with regulations, and run the company. But such programs don’t address a company’s strategic talent needs. Talent-driven programs are usually complex and longlasting. They often must be multi-tiered to encompass employees at all levels, blended with coaching and other forms of training, and potentially continue throughout an employee’s tenure. In most companies we’ve analyzed, leadership development is highest priority for talent-driven learning. Most companies have a dearth of manager- and supervisor-level candidates. But we’ve seen other critical talent needs. Companies such as Caterpillar, Textron and The Boeing Co. require engineering and manufacturing excellence; Edward Jones and Cisco demand sales expertise; and at EDS and Deloitte, project leadership is critical to business success. When an organization embarks on integrated talent management, L&D must create the career learning tracks and other development programs to support the company’s overall talent strategy. 3. ADOPTION OF INFORMAL OR ON-DEMAND LEARNING The third major role for training professionals in an integrated talent management strategy is the development and support of e-learning, informal learning, and on-demand learning programs. For example, consider what must happen when a company starts refining its performance management and appraisal processes. In order to accomplish such a goal, it’s imperative to teach managers how to coach employees, how to evaluate and assess people, and how to help employees develop skills and capabilities. Where will they go to get this help? In today’s world, formal training is becoming 20 February/March 2009 Elearning! Fig. 2: Competency models for Talent Management Fig. 3: Performance vs. Talent Driven Learning

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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