Chief Learning Officer - October 2008 - (Page 55)

Chief Learning Ofﬁcer magazine is proud to present its “We believe that LMS integration will be the most common integration in the next few years, driven by both the development-planning processes as well as the growing need for succession-planning applications. Automating development plans and implementing any type of competency-based talent management requires organizations to synchronize competency, course catalog and course-completion data between LMS and performance management systems. “Only by integrating the two systems can one get a ‘complete’ view of any employee’s performance, competencies, training history, certiﬁed skills and certiﬁcations. This is one of the reasons we believe that many customers will choose to purchase a performance management system that integrates ‘out of the box’ with their LMS.” Through integrated talent management solutions, employers can tie learning not only to employee performance, but also to other business processes such as career and development planning. As employees and their managers map performance and career goals, they can identify learning activities that will help them achieve their goals and measure completion of those activities. In addition to linking with performance and careerplanning functions, learning can and should be integrated with succession planning, which has emerged as one of today’s greatest organizational imperatives. In an October 2007 survey of 526 C-suite executives by SHRM, 75 percent of respondents identiﬁed succession planning as a signiﬁcant challenge. Succession planning provides a systematic approach for executives and managers to identify, assess and develop their staff to ensure they are prepared to assume critical roles in the company. To be most effective, succession planning should operate as a part of an end-to-end process that includes training, development and performance appraisals. Not only must executives or managers be able to identify the individuals with the skills, experience and performance ratings to qualify for speciﬁc positions, but they also must be able to develop learning plans that build the skills and competencies over a projected period of time. Not All Integration Is Created Equal Beyond the essential business process described above, a true talent management solution also must support data and user-interface integration. Not only should the solution share basic HR data (e.g., name, address, position, etc.) to reduce administration and link learning management with other HR functions, but integrated solutions also should eliminate data silos and duplication through a uniﬁed data model. True data integration does not occur when disparate learning and HR applications are cobbled together. True integration between learning and HR functions means redundant data entry and data silos are eliminated and that all components of the integrated solution operate from one data model. Integration, however, does not 2008 CHIEF LEARNING OFFICER BUSINESS INTELLIGENCE INDUSTRY REPORT Gain valuable insight from 2,000 of the most esteemed senior learning executives. This is your chance to uncover the critical trends, issues, ideas and learning methods that are shaping the future of the industry. It’s an opportunity you simply cannot afford to miss. Now available! Order your copy today! Available at www.clomedia.com/report http://www.clomedia.com/report http://www.clomedia.com/report

Table of Contents Feed for the Digital Edition of Chief Learning Officer - October 2008

Chief Learning Officer - October 2008 Editor’s Letter Connections Business Impact Best Practices Effectiveness Guest Editorial How Fast Is Your ‘B’ Team? Hampton Hotels CLO Profile Save the World, Make a Buck: Seven Ideas From the Nonprofit Sector Developing Leaders at Amnesty International Learning Measurements: It’s Time to Align Aligning Measurement to Business Success Training Employees With Special Needs How to Reach Disabled Learners Hands Off: Facilitating Informal Learning Who Owns Informal Learning? Case Study Business Intelligence Advertisers’ Index Editorial Resources In Conclusion

Chief Learning Officer - October 2008

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