TM - June 2008 - (Page 63) LEARNING continued from page 41 People, Process, Technology Ever-tightening budgets are forcing many HR departments to fulfill training duties with less staff, and they must think and act creatively to provide the most qualified trainers with the least amount of resources invested. This puts a greater emphasis on distributing the learning function throughout the organization. It is important for talent management executives and HR leaders to identify the key subject matter experts throughout the organization. Talent leaders need to identify the relevant departments responsible for establishing and upholding best practices and choose the appropriate trainer candidates based on who is performing those relevant tasks. This also reduces the likelihood of conflict or disruption in the training cycle because the subject matter expert is doing the training and will be seen as a proponent of the training. In this scenario, train-the-trainer instruction takes on special significance because subject matter experts are not experienced trainers. As a result, staff may need to focus on training fundamentals first. It’s also important for HR leaders to share with company executives and managers that subject matter experts need time to work with the materials to be able to provide the best educational experiences. The expectation often is that experts can leave their jobs, train their co-workers and then go back to work. It’s more than simply taking people “off the line” while they share their knowledge. Training the trainers is only effective if they’re given the time to learn the new programs/systems prior to becoming the trainers. In large organizations at the forefront of enterprise-learning best practices, learning functions are distributed widely for the greatest impact and effectiveness. Programs should strive for this wide distribution so talent managers can take advantage of all the knowledge and expertise that exists within the organization — not just in HR. In the long run, the considerable up-front work of training the trainers and subject matter experts can help ease the burden of learning program management and provide the talent management team with more time for core tasks such as building skills, aligning practices and assimilating new employees in support of organizational goals. Robb Powell is president of Gradepoint, an enterprise learning company based in Detroit, Mich. He can be reached at editor@talentmgt.com. DASHBOARD continued from page 58 source of accurate and timely workforce information to better plan needs, manage costs and make informed strategic decisions. There are several steps they can take to prepare for growth: 1. Redefine processes first. The key to success is clearly defining processes and how they connect with processes in other departments, business units and divisions. A detailed initial analysis prior to implementing a solution will help talent managers map technology to specific business requirements and not just automate inefficient manual processes. Also, talent managers may want to consider re-engineering certain processes to achieve greater success via technology deployment. 2. Integrate and align employee data. Avoid siloed implementations that fragment the data. Integration should include a system of record for core employee data. Consider the benefits of going beyond a simple connection to an HRMS, and work to fully integrate all other employee-related information into a single system. Include competencies, skills, experience, certifications, performance and compensation history, career goals, development plans, employee records and other talent data. 3. Communicate from the top down. When rolling out new technology, an organization should encourage company-wide participation in all initiatives by leading from the top down. If the CEO uses the technology, everyone will use it. Also, regular communication before, during and after technology rollout is integral. Like all major deployments, involve all constituents and make them a part of the process. 4. Measure it. Measurement is the first step to improvement. One of the most important benefits of implementing an integrated HCM strategy is the plethora of reports and analyses available when all the data is connected. When implemented correctly, analytics will offer a new level of depth and insight into all aspects of people management. Understanding historical trends also is critical to future success, but organizations also must predict workforce trends and model industry best practices. Data may help here, as well. It is critical to remain flexible throughout strategy development and execution to create a system of talent management processes that match the organization and meet its business needs now and into the future. Christopher Faust is executive vice president global strategy at Softscape, an HCM technology company and the author of the annual “State of the Global Talent Nation” report. He can be reached at editor@talentmgt.com. June 2008 talent management magazine www.talentmgt.com 63 http://www.talentmgt.com
Table of Contents Feed for the Digital Edition of TM - June 2008 TM - June 2008 Editor’s Letter Contents Human Performance Leading Edge Foundations The New Components of Compliance Candid Culture: Embracing Employee Complaints Transitioning to a New Era: C&B at Nonprofits Three Ways to Build Successful Manager-Employee Relationships Implementing Successful Learning Programs The Succession Fix Fifth Third Bank: Putting People First Zaxby’s: Making Employees’ Jobs as Palatable as Its Menu Workforce Readiness: Preparing Personnel to Meet Business Goals Kelley Blue Book: Writing the Book on Performance Management Advertisers’ Index Editorial Resources Full Potential TM - June 2008 TM - June 2008 - (Page Intro) TM - June 2008 - TM - June 2008 (Page Cover1) TM - June 2008 - TM - June 2008 (Page Cover2) TM - June 2008 - TM - June 2008 (Page 3) TM - June 2008 - Editor’s Letter (Page 4) TM - June 2008 - Editor’s Letter (Page 5) TM - June 2008 - Editor’s Letter (Page 6) TM - June 2008 - Editor’s Letter (Page 7) TM - June 2008 - Editor’s Letter (Page 8) TM - June 2008 - Contents (Page 9) TM - June 2008 - Contents (Page 10) TM - June 2008 - Contents (Page 11) TM - June 2008 - Human Performance (Page 12) TM - June 2008 - Human Performance (Page 13) TM - June 2008 - Leading Edge (Page 14) TM - June 2008 - Leading Edge (Page 15) TM - June 2008 - Foundations (Page 16) TM - June 2008 - Foundations (Page 17) TM - June 2008 - The New Components of Compliance (Page 18) TM - June 2008 - The New Components of Compliance (Page 19) TM - June 2008 - The New Components of Compliance (Page 20) TM - June 2008 - The New Components of Compliance (Page 21) TM - June 2008 - The New Components of Compliance (Page 22) TM - June 2008 - The New Components of Compliance (Page 23) TM - June 2008 - Candid Culture: Embracing Employee Complaints (Page 24) TM - June 2008 - Candid Culture: Embracing Employee Complaints (Page 25) TM - June 2008 - Candid Culture: Embracing Employee Complaints (Page 26) TM - June 2008 - Candid Culture: Embracing Employee Complaints (Page 27) TM - June 2008 - Candid Culture: Embracing Employee Complaints (Page 28) TM - June 2008 - Candid Culture: Embracing Employee Complaints (Page 29) TM - June 2008 - Transitioning to a New Era: C&B at Nonprofits (Page 30) TM - June 2008 - Transitioning to a New Era: C&B at Nonprofits (Page 31) TM - June 2008 - Transitioning to a New Era: C&B at Nonprofits (Page 32) TM - June 2008 - Transitioning to a New Era: C&B at Nonprofits (Page 33) TM - June 2008 - Transitioning to a New Era: C&B at Nonprofits (Page 34) TM - June 2008 - Transitioning to a New Era: C&B at Nonprofits (Page 35) TM - June 2008 - Three Ways to Build Successful Manager-Employee Relationships (Page 36) TM - June 2008 - Three Ways to Build Successful Manager-Employee Relationships (Page 37) TM - June 2008 - Three Ways to Build Successful Manager-Employee Relationships (Page 38) TM - June 2008 - Three Ways to Build Successful Manager-Employee Relationships (Page 39) TM - June 2008 - Implementing Successful Learning Programs (Page 40) TM - June 2008 - Implementing Successful Learning Programs (Page 41) TM - June 2008 - The Succession Fix (Page 42) TM - June 2008 - The Succession Fix (Page 43) TM - June 2008 - The Succession Fix (Page 44) TM - June 2008 - The Succession Fix (Page 45) TM - June 2008 - The Succession Fix (Page 46) TM - June 2008 - The Succession Fix (Page 47) TM - June 2008 - The Succession Fix (Page 48) TM - June 2008 - The Succession Fix (Page 49) TM - June 2008 - Fifth Third Bank: Putting People First (Page 50) TM - June 2008 - Fifth Third Bank: Putting People First (Page 51) TM - June 2008 - Zaxby’s: Making Employees’ Jobs as Palatable as Its Menu (Page 52) TM - June 2008 - Zaxby’s: Making Employees’ Jobs as Palatable as Its Menu (Page 53) TM - June 2008 - Zaxby’s: Making Employees’ Jobs as Palatable as Its Menu (Page 54) TM - June 2008 - Zaxby’s: Making Employees’ Jobs as Palatable as Its Menu (Page 55) TM - June 2008 - Workforce Readiness: Preparing Personnel to Meet Business Goals (Page 56) TM - June 2008 - Workforce Readiness: Preparing Personnel to Meet Business Goals (Page 57) TM - June 2008 - Workforce Readiness: Preparing Personnel to Meet Business Goals (Page 58) TM - June 2008 - Workforce Readiness: Preparing Personnel to Meet Business Goals (Page 59) TM - June 2008 - Kelley Blue Book: Writing the Book on Performance Management (Page 60) TM - June 2008 - Kelley Blue Book: Writing the Book on Performance Management (Page 61) TM - June 2008 - Kelley Blue Book: Writing the Book on Performance Management (Page 62) TM - June 2008 - Kelley Blue Book: Writing the Book on Performance Management (Page 63) TM - June 2008 - Kelley Blue Book: Writing the Book on Performance Management (Page 64) TM - June 2008 - Editorial Resources (Page 65) TM - June 2008 - Full Potential (Page 66) TM - June 2008 - Full Potential (Page Cover3) TM - June 2008 - Full Potential (Page Cover4)
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