Training Industry Quarterly - Summer 2013 - (Page 3)

FROM WHERE I SIT | DOUG HARWARD TALENT MANAGEMENT: AN EMERGING BUSINESS STRATEGY 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. Volume 6 Issue 3 Summer 2013 www.trainingindustry.com/TIQ Publisher Training Industry, Inc. 401 Harrison Oaks Blvd., Suite 300 | Cary, NC 27513 (919) 653-4990 CHIEF EXECUTIVE OFFICER Doug Harward dharward@trainingindustry.com EDITOR IN CHIEF & CHIEF OPERATING OFFICER Ken Taylor ktaylor@trainingindustry.com EDITORS Michelle Eggleston meggleston@trainingindustry.com Nabeel Jaitapker njaitapker@trainingindustry.com DESIGNER Ryan McGuire rmcguire@trainingindustry.com ADVERTISING DIRECTORS North & East: Dan Weller dweller@trainingindustry.com West: Kristin Bolduc kbolduc@trainingindustry.com South: Taylor Cutts tcutts@trainingindustry.com CONTRIBUTING AUTHORS editor@trainingindustry.com Conrad Gottfredson Connie Malamed Ken Blanchard Julie Winkle Giulioni Bob Mosher Scott Blanchard ALL TRAINING PROFESSIONALS HAVE A RESPONSIBILITY TO ALIGN THEMSELVES WITH THE OVERALL CORPORATE MISSION, WHICH INCLUDES THE CORPORATE OBJECTIVE FOR TALENT MANAGEMENT Shawn Andrews Andrew Graham Claire Raines Michelle Blieberg Doug Harward Eric Rodgers Michelle Eggleston Charles Jennings Neil Shorney Tamara J. Erickson Beverly Kaye Ken Taylor COVER ART: © DSGPRO | istockphoto.com EDITORIAL BOARD editor@trainingindustry.com 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, Allergan Robert Campbell, VP of Learning, Cerner Corp. Derek Cunard, Dean, American Heart University, American Heart Association 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 Systems 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, Yahoo! 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 3 http://www.trainingindustry.com/TIQ http://www.istockphoto.com http://www.trainingindustry.com/TIQ

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
Ad Index
Guest Editor: Lessons from Shakespeare
Beyond Training
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
Tweet Suite
Company News

Training Industry Quarterly - Summer 2013