Training Industry Magazine - Summer 2014 - (Page 9)
EMERGING
TA L E N T
PIPELINES
Talent and organization development
functions often have to push the business
function to develop training programs. So,
it was refreshing to see a senior leader in
our blood services business at the American
Red Cross approach the L&D department to
create and launch a leadership development
program for future leaders.
The business need for this request was based
on some critical concerns:
* Succession: identifying future talent who
could assume key leadership positions.
* Talent development: creating a sustainable
program that focuses on leadership
experiences important for success in
broader leadership positions.
* Retention: investing in the talent pool for
retention of talent and further learning.
THERE IS ASSISTANCE
AND GUIDANCE ALONG
THE WAY, BUT THE
EXECUTION OF THE
PLAN RESTS WITH THE
PARTICIPANT.
As we start the third year of our strategic
process at the American Red Cross, LEAD
(Leadership Education and Development) has
the support and engagement of the senior
executive team, key business leaders and
most importantly, our employee population.
LEAD isn't a program, but a strategic process
with deliberate components focusing on
identification and development of our
emerging talent pipeline.
Participants are evolving as leaders across
the organization. LEAD is viewed as the
mechanism to develop and share talent across
businesses, and our cohort of 70 employees
view it as an investment in their future.
Here are the key components making LEAD a
unique strategic process:
* Engaging executive champions: The
leaders of our largest lines of business are
the program champions. They partner with
our talent and organization development
team on all facets of design and delivery.
* Leaders teaching leaders: External speakers
are rarely used. Our broader leadership team
has been our best source of knowledge and
partnership. We engage them in business
leader panels where they not only share
their personal leadership story, but also
demonstrate leadership in real time.
* Participants apply versus being selected:
An open application process is conducted
(based on defined program criteria) every
year. At the end of each year, participants are
evaluated against leadership competencies
and are invited to continue. Not every
participant continues year-to-year.
* Group coaching cohorts: Internal certified
coaches work with small groups of
participants in the first-year to provide peer
coaching modules. These coaching cohorts
are facilitated by an internal certified coach,
but the LEAD participants quickly step up
and provide peer coaching for each other.
* Business-driven action learning projects:
Midway through the first-year, LEAD
participants are assigned to project teams
and spend four months working on a
critical business issue (selected by the
T R A I N I N G I N DUSTR Y MA GAZ INE - SUMMER201 4 I WWW.TRAININGINDU S T RY . C OM/ MAGAZ I NE
- KATHLEEN SACK
Developing
senior team). With the action learning (AL)
topic sponsor's support, the teams work
the issue with a final deliverable to present
specific recommendations to the full
executive team. Based on the outcomes of
the recommendations, the senior leaders
determine what and how recommendations
move forward. The AL project experience
reinforces teamwork, project management
skills, importance of building networks, and
enhances cross-business knowledge.
* Participants managing their careers: The
second-year of the program focuses on
individual career plans. Participants create
a plan, validate it with their boss and own
the implementation. There is assistance and
guidance along the way, but the execution
of the plan rests with the participant.
Since the development of LEAD, we have
learned to course correct when needed and to
quickly make those adjustments. As business
priorities change, LEAD has enabled our
emerging talent to flex their leadership muscle
in new and different ways that positively
impact the American Red Cross.
THIS ISSUE'S GUEST EDITOR
Kathleen Sack is vice president of
talent and organization development
at the American Red Cross. She
has successfully designed and
implemented enterprise-wide talent
management systems, large-scale
leadership development programs and
performance management processes
in a variety of industries. Email Kathleen.
9
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Table of Contents for the Digital Edition of Training Industry Magazine - Summer 2014
From Where I Sit
Table of Contents
Guest Editor: Developing Emerging Talent Pipelines
The Inherent Inertia of Training
Stop Harping on Generational Differences
Learning to Live the Brand
Leading through a Merger and Acquisition
Organizational Change through Applied Learning
Influencing without Line Authority: A Key Skill for Virtual Project Managers
The Currency of Trust: The Difference between Flourishing and Floundering
Building Buy-in for Learning Investments
Sales Winners Sell Differently: How Selling Is and Isn't Changing
From Mind-Full to Mindful: The Intention/Instruction Intersection
The Implications of Organizational Forgetting
Casebook: ADP: Improving Sales Process Effectiveness
Sustaining Training's Impact
Managing at the Speed of Business
Becoming an Authentic Leader
What's Online
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