Training Industry Quarterly - Summer 2013 - (Page 3)
FROM WHERE I SIT | DOUG HARWARD
Many would say that talent management is a mature approach to building
and sustaining a strong talent pipeline for companies.
Additionally, the term was popularized from a McKinsey publication in 1998
entitled, “War on Talent.” This study looked at organizations from around the
globe and the best practices among global companies for how they manage a
comprehensive talent management strategy.
According to the study, there are six practices that must be aligned to make
an effective talent management strategy: talent review, recruiting, training,
performance management, retention, and compensation and rewards.
Training Industry, Inc.
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Julie Winkle Giulioni
ALL TRAINING PROFESSIONALS HAVE A RESPONSIBILITY
TO ALIGN THEMSELVES WITH THE OVERALL CORPORATE
MISSION, WHICH INCLUDES THE CORPORATE OBJECTIVE
FOR TALENT MANAGEMENT
Tamara J. Erickson
COVER ART: © DSGPRO | istockphoto.com
EDITORIAL BOARD firstname.lastname@example.org
Understandably, training is the most relevant of these to our readers. But
from where I sit, talent management is still a very misunderstood strategy
among training professionals. We don’t always know how we fit into the
overall strategy since human resources (HR) has the overall responsibility of
talent management. And, training is much larger than just HR.
Why? That’s because training lives in many organizations inside the company.
For example, sales training usually resides in the sales organization, product
training in the marketing, sales or customer service organization, and IT
training within the IT group.
Shawn Andrews, Senior Training Manager, Global Medical Affairs,
Robert Campbell, VP of Learning, Cerner Corp.
Derek Cunard, Dean, American Heart University, American Heart
Vince Eugenio, Senior Director of Talent and Organization
Development, The Weather Channel
Carol Gajus, Ph.D., Assistant Vice President, HR Talent
Management, Fifth Third Bank
Nancy Gustafson, Workforce Learning and Development Manager,
American Red Cross
Lorna Hagen, Vice President, Human Resources, Ann Taylor
Jeanette Harrison, Vice President, Enterprise Learning &
Development, Pitney Bowes
So, why is that an issue? Well it depends on who you ask. But, the issue I find is
that training organizations within the same enterprise are not always aligned
with how they fit into the overall corporate strategy for talent management.
The bottom line is that all training professionals have a responsibility to align
themselves with the overall corporate mission, which includes the corporate
objective for talent management.
John Hovell, Manager, Learning Operations and Technology, BAE
The biggest lesson we’ve learned since the early days of talent management
is how difficult it is to develop a comprehensive and sustainable talent
management strategy. It requires many moving parts to work in unison.
Krys Moskal, Vice President, People Development, Pearson
Doug Harward is CEO of Training Industry, Inc., and a former learning leader
in the high-tech industry. Email Doug.
Training Industry Quarterly, Summer 2013 / A Training Industry, Inc. magazine / www.trainingindustry.com/TIQ
Kaliym Islam, Vice President, Depository Trust & Clearing Corp.
Barbara Jordan, Chief Learning Officer, Jackson Hewitt Tax Service
Karen Kocher, Chief Learning Officer, Cigna
Meredith Lubitz, Vice President, Talent Management, Dow Jones
Laura Moraros, Vice President, Sales Learning & Development,
Scott Neeley, National Training Manager, Newell Rubbermaid
Scott Nutter, General Manager of Flight Operations Research,
Quality and Training, Delta
Steve Sitek, Head of Learning, Education & Communications, Ethics
& Compliance, Novartis
Kee Meng Yeo, Director, Global Learning and Development, Amway
Table of Contents for the Digital Edition of Training Industry Quarterly - Summer 2013
Training Industry Quarterly - Summer 2013
From Where I Sit: Talent Management: An Emerging Business Strategy
Table of Contents
Guest Editor: Lessons from Shakespeare
Dealing with Trust Issues
Younger Boss, Older Worker
Four Skills Needed in the Future Workplace
Survive & Thrive with Performance Support
How to Optimize Behavior Change for Business Impact
Addressing the Skilled Trade Crisis
Cultural Differences in Training
Gender Communication in the Workplace
Meeting the Needs of Gen Y Learners
A Leaders 'Crashless' Course: Helping Employees Drive Career Development
DeVry: Growing Talent with Blended Learning Solutions
Live Face-to-Face Training Still Leads the Way
Training Industry Quarterly - Summer 2013