Chief Learning Officer - May 2006 - (Page 34)
CO0506.qxd 4/18/06 1:22 PM Page 34 clo profile Allstate's Ensuring
Opportunities Cari McLean Adding value to the business is extremely
important at Allstate Insurance Company. In fact, senior executives want
evidence that the company's learning and development programs are
providing measurable value to the business. Approximately two years ago,
Allstate Chief Learning Officer Dave Groff set out to do just that. With
more than 20 years of experience, Groff has held similar roles with Deere
& Company, Kodak and Corning. But as chief learning officer for Allstate,
Groff is not only responsible for enterprise-wide learning and
development, but also succession planning, organization- al development
and effectiveness, performance management, and integration with staffing,
selection and compensation. Therefore, it is no surprise that he developed
a strategic architecture to guide improvements and investments for all
talent manage- ment initiatives at Allstate. In order to prove the
program's value as well as improve the overall vision and per- formance of
Allstate's comprehensive learning and development program for the orga-
nization's 38,000 employees, 14,000 agents, financial specialists and
their licensed sales professionals, Groff decided that simply examining
the learning and development organization was not enough. Thus, he
developed an all-encompassing proposal for a new vision and performance
plan for Allstate's entire talent management system to uncover
opportunities for improvement. We reframed the original question of how we
could try to improve the way in which we deliver education and training to
looking at the broader opportunities. We wanted to find the opportunities
to deliver education and training better, and how to better manage the
flow of people from entry-level positions on up, Groff explained. So that
entailed what we call the Talent Management Architecture. Allstate's
Talent Management Architecture integrates seven key processes affecting
the management and development of talent. The strategic seven components
include the overall business needs, capability requirements, assessment
practices, development planning practices, education and training
practices, work-related learning practices, and progression and mobility
practices. According to Groff, under each of these seven strategic
components, the human processes associated with them are identified as
well. For example, under assessment practices, we may have something like
performance May 2006 management, multi-rater tools, assessment centers,
team assessments, self assessments, etc., Groff explained. Also, under
work-related learning, for example, we have things I www.clomedia.com I
Chief Learning Officer like action learning, mentoring, taskforce
participation, board participation, commu- nities of practice and more.
Groff said Allstate is in its second year of realizing the integration
among a wide range of these human capital processes. We started with
articulating and getting a clearer view of the strategies of the company
and then articulating the sets of capabilities that would be required to
reach those set business strategies successfully, Groff said. So we
developed competency models for key roles within the organization, and we
are now in the process of embedding these models into the various human
capital processes in the company. 34 34
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Table of Contents for the Digital Edition of Chief Learning Officer - May 2006
Editor's Note
Table of Contents
Letters to the Editor
Take Five
Selling Up, Selling Down
Imperatives
Strategies
Guest Editorial
Learning Solutions
Robbins-Gioia University
Environment
Deloitte & Touche USA
CLO Profile
Productivity
Washington Gas
Case Study
Human Capital
Health Care Service Corp.
Tactics
Blue Cross and Blue Shield of Florida
Business Intelligence
In Conclusion
Advertiser's Index
Editorial Resources
Chief Learning Officer - May 2006
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