Chief Learning Officer - March 2008 - (Page 50)

human capital Figure 1: Aligning Organizational Interests With Individual Interests Organization-Focused Processes Workforce Planning • Critical Positions • Skills Inventories • Long & Short Term Needs • Goal Management Talent Pipeline • Talent Mobility • succession Planning • Learning & Development • Recruiting & Selection Individual-Focused Processes Career Management Aligning Talent Demand with Supply Individual Learning & Development Job Searching Rewards, Recognition, Promotion Senior learning professionals must provide resources and information to facilitate talent mobility throughout the corporation and enable employees to make informed decisions to manage their careers. nities and apply them to possible future job roles inside the organization? If not, now is the time to take action. So what can a CLO do to influence the way in which career paths are defined, managed and applied by the business? Plenty. Make it Easy for the Employee Employees at most organizations are lucky if development planning is delivered at all. If so, it is typically driven by the calendar — a performance review with one’s manager or a career planning discussion with a leadership development specialist during a succession planning cycle, for instance. But for reasons pointed out earlier, employees would like to be more selfdirected in seeking out opportunities. The key is to make it easy on them. If you are on a talent management committee of some kind today, you likely are considering the role of existing and potentially new technologies in creating an “experience” for individuals who need access to all sorts of resources as they move through their careers. You may even be talking about extending the current self-service models applied to benefits administration to career management. If so, take comfort that you are heading in the right direction, and consider leveraging the design expertise you may have on your staff to make such a career management environment easy to use. Remember that for the employees, it’s all about working in an environment that provides them with all the tools they need to easily manage their careers. For example, learning executives may present the most feature-rich learning management system to the talent management committee for approval to make the technology purchase. However, if it is not intuitive or worse yet does not provide the critical information to fuel its functionality (e.g., intuitive search taxonomy, offerings with clear benefits to the employee, a catalog that reflects competencies the organization needs to develop today), it is not going to provide much value. So what should a career management environ- Collaborate to Lay the Competency Foundation Skills, knowledge and experiences needed by the business to execute on plans should feed every talent management process in your organization. Job candidates should be assessed against them during the talent acquisition process. Employees and managers should be reviewed against them as part of development planning. CLOs should play a role in defining and updating these competencies. To do this entails a performance consulting model used in collaboration with other HR executives — both functional specialists and generalists. This includes playing a role in organizational needs assessments and helping create job descriptions that include defined competencies. What may start as an annual process that falls out of business planning should turn into more frequent, action-oriented meetings that include aggregating and analyzing information collected from a number of different sources (e.g., performance reviews, exit interviews, ad hoc requests from business leaders, etc.). This information can then be used to drive decisions related to competencies as well as job and career opportunities for employees. CLOs may use the outcomes of these to concentrate investments in training offerings, curricula and knowledge networks that map to these competencies. March 2008 I www.clomedia.com I Chief Learning Officer 50 http://www.clomedia.com

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Chief Learning Officer - March 2008 Editor's Letter Table of Contents Imperatives Selling Up, Selling Down Strategies Take Five Learning Solutions The Treasury Board of Saskatchewan: Training the Trainers With Experiential Learning Clo Profile Environment Xerox: Creating a Learning Masterpiece Tactics Capturing the Knowledge of the Workforce Productivity Succession Planning Tips from the U.S. GAO Human Capital Influencing Competency Management Case Study Case Study Business Intelligence Advertisers' Index Editorial Resources In Conclusion

Chief Learning Officer - March 2008

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