Index – Starting a Talent Development Program

Index

3Cs (competence, commitment, and confidence), 139

4Cs for developing others, 123–124

70-20-10 guideline for learning, 18–19, 50, 84, 104

A

accountability

employees, 22–23, 85

managers and supervisors, 13

action learning, 161–162

agility, 165

alignment, 67–68, 93, 120

Alvarez, Ralph, 39

artificial intelligence (AI), 165–166

automation, 50

B

barriers to applying what has been learned, 44

barriers to program creation

assessing, 52

perceptions about training, 43

preparing for roadblocks, 48

return on investment, lack of, 43–44

time constraints, 42

blended learning, 109, 163

board. See talent development board

Booher, Dianna, 20

British Telecom Dare2Share example of a successful training program, 44–45

budgeting for talent development. See also cost(s)

as an investment opportunity, 72

cost-benefit analysis, 76, 137–138, 151

costs included within the budget, 73–74

estimating costs, 74

managing the budget, 75–76

organizational construct models, 72–73

relative cost table, 75

setting a reasonable budget, 75–76

ways to save money, 76

“Building a Culture of Learning” (ATD whitepaper), 16, 40, 115

Burkett, Holly, 156–157

business case, building a, 59–61

The Business Case for Learning (Phillips), 24

Buzan, Tony, 90

C

careers

career development discussion guide, 53

job turnover and Millennials, 40

Carliner, Saul, 152

Carson, Bea, 161–162

Center for Creative Leadership (CCL), 159–160

challenges, facing, 1–2

commitment from senior leaders and employees, 72

Communicate Like a Leader (Booher), 20

communication plans, 117, 129, 176

competence, commitment, and confidence (3Cs), 139

consulting skills, 85–86

content, determining, 81–83, 114

cost(s). See also budgeting for talent development British Telecom Dare2Share example, 44–45

cost-benefit analysis, 76, 137–138, 151

included within the talent development budget, 73–74

relative cost of employee development, 75

Credicorp example of talent development from a systems perspective, 141

culture, learning

assessing current barriers to a, 52

“Building a Culture of Learning” (ATD white-paper), 16, 40, 115

creating and managing, 15–17

high-impact, 41–42

Kohler example, 115

lifelong learning, 22–23, 45–47

practical reasons for strengthening, 41

strategies and tactics for building, 30–31

D

data collection approaches, 150

design plan options, 104

design principles for learning communities, 177–179

Drucker, Peter, 157

Dupuit, Jules, 137

E

ebb’s supervisor’s employee development ideas checklist, 125–126

evaluation plan

benefits of an, 134

best practices, 143

comparisons of learning evaluation methods, 146

competence, commitment, and confidence (3Cs), 139

cost-benefit analysis, 137–138, 151

Credicorp example, 141

data collection approaches, 150

demonstrating a return on investment, 43–44, 61, 132

evaluation considerations for formal learning, 147

getting started with an, 136–137

Kirkpatrick Model, 135–136

looking at the entire system, 140–141

measuring informal learning, 142

measuring success, 24, 66, 71, 132–134

metrics, 61

questions that turn evaluation into action, 145

questions to consider, 144

readiness for evaluation assessment, 33

sample evaluation plan, 148–149

standards, 71

expectations

current, 168–169

future, 169–170

F

The Fifth Discipline (Senge), 15–16

financial issues. See budgeting for talent development; cost(s)

formal learning

alignment questions, 120

delivery options and support, 105–106

evaluation considerations, 147

follow-up and application of training, 107–108

linking to organizational goals, 106–108

the future

action learning, 161–164

agility and flexibility, 165

artificial intelligence (AI), 165–166

blended learning, 163

core topics, 159–160

critical skill requirements, 159–160

data overload, 160

gamification, 162

industry and workforce changes, 166–167

learning community of practice, 163–165

microlearning, 162

the organization of, 165–170

tools and methods, 160–161

G

gamification, 162

goals

career development discussion guide, 53

organizational, aligning employee development to, 67–68, 93

governance

policy, 69–71, 94–95

standards, 71

guiding principles, 64–65

H

Hart, Jane, 160–161

Hess, Edward, 48

high-performing organizations, preparedness of, 13–14

Hofmann, Jennifer, 163

human capital trends, 159, 165–170

human performance improvement (HPI), 140

I

impact of talent development

competence, commitment, and confidence (3Cs), 139

on employees, 138–139

on the organization, 139

implementing the plan

blended learning, 109

coordinating with other activities and departments, 118

decisions to make, 102

design plan options, 104

establishing a communication plan, 117, 129

formal learning, 105–108

on-the-job learning, 112–115

post-implementation, 119

pre-implementation stage, 58–59

questions to consider, 119

rollout plans, 116–118

social learning (learning from others), 109–111

individual development plans (IDPs), 17, 32, 113

informal learning. See social learning (learning from others)

interviewing employees and leaders, 62–63, 90

J

job aids, 180

job turnover, 40

K

Kapp, Karl, 162

Kelleher, Herb, 84

Kirkpatrick, Wendy, 134

Kirkpatrick Model (four levels of evaluation), 135–136

Knowles, Malcolm, 83–84

Kohler example of a learning culture, 115

L

leader, becoming a, 167

learning

70-20-10 guideline, 18–19, 50, 84, 104

action, 161–162

blended, 109, 163

culture (See culture, learning)

delivering, 2–3

formal, 105–108, 720, 147

gamification, 162

how to learn, 22–23

Kirkpatrick Model (four levels of evaluation), 135–136

lifelong, 22–23, 45–47

“Meet the Modern Learner” (infographic), 84

microlearning, 162

movement away from formal training, 10–11

on-the-job, 13, 16–17, 112–115

philosophy or guiding principles, 64–65

self-directed, 22

social (learning from others), 109–111, 121, 142, 152

learning community of practice, 163–165, 177–179

Learning for the Long Run (Burkett), 156–157

learning management software (LMS), 77–78

“learning organization,” 15–16

Lindenberg, Stacy, 77–78

M

make or buy decisions, 79–80

managers and supervisors

4Cs for developing others, 123–124

accountability for employee development, 13

approaches to development, 23, 85

coaching and development skills, 19–22

communicating with, 49

ebb’s supervisor’s employee development ideas checklist, 125–126

supporting, 46

managing a talent development department checklist, 96

choosing learning management software, 77–78

identifying a team, 77

infrastructure systems and tools, 79

internal vs. external resources, 79–80

McMillon, Doug, 42

“Meet the Modern Learner” (infographic), 84

mentoring, 47

metrics, 61

microlearning, 162

Millennials

job turnover, 40

skill development availability, 3

mind maps, 61, 88

mobility

content availability on mobile devices, 159–160

workplace learning, 2–3

N

Neal, Bruno, 71

needs assessment, 81–83, 97–98, 102–103

next steps

looking for ways to improve, 156–157

sustainability stages, 156–157

Nilson, Carolyn, 74

O

on-the-job learning

content selection, 114

delivery options and support, 112–114

implementation plan, 115

organizational construct models, 72–73

Organizational Culture and Leadership (Schein), 15

organizational readiness checklist, 26–29

organizational strategy and goals tying talent development to, 13–15, 67–68, 93

organizational values, 47–48

P

perceptions about training, 43

performance

human performance improvement (HPI), 140

zones, 122

Phillips, Jack, 24

Phillips, Patti, 24

policy, 69–71, 94–95

Q

questions to ask, 11–12, 25–26, 51, 86, 120, 170–171

Quiktrip example of talent development, 43

R

research

building a business case, 59–61

interviewing employees and leaders, 62–63, 90

SWOT analysis, 61–62

return on investment, 43–44, 61, 132

risks, encouraging, 18

roles of trainers, evolving, 49

rollout

map template, 127–128

plans, 116–118

S

Schein, Edgar, 15

Schlenker, Brent, 64

Senge, Peter, 15–16

skills, coaching and development, 19–22

social learning (learning from others)

curation plan for content, 111

delivery options and support, 109–111

fifteen quick ways to learn from others, 121

informal evaluation worksheet, 152

measuring, 142

talent development department’s role in, 111

and technology, 108–109

social media plan, creating a, 109–111

standards, 71

starting a new program

advantages of, 13–14

aligning employee development to organizational goals, 67–68, 93

coordinating with other activities and departments, 118

employee commitment, 72

evaluation plan, 24

executive support for, 23, 49, 72

mindset roadblocks, 48

organizational readiness checklist, 26–29

pre-implementation stage, 58–59

preparations before a roll out, 45–48

reviewing engagement surveys, 23

strategic plan

conducting research for the, 59–63

distributing the, 66–67

identifying those served by the program, 65

strategic direction, 66

template, 91–92

writing the, 63–66

strategic priorities, 61, 87

stretch assignments, 122

support services, 115–116

sustainability

annual updates, 158

creating a governing body, 157–158

importance of communication and accountability, 159

keeping senior leaders involved, 158

maintenance required, 157

stages, 156–158

stages checklist, 172

SWOT analysis, 61–62, 89

T

taking responsibility for skill development, 85

talent development

aligning employee development to organizational goals, 67–68, 93

background knowledge required, 6

barriers to program creation, 42–44

benefits to your employees, 39–40

benefits to your organization, 38–39

brand and consistent look, 117

British Telecom Dare2Share example, 44–45

defined, 10–11

department management, 76–80, 96, 167–168

governance, 69–71

impact of, 139–141, 167–168

meeting current expectations, 167–169

mobility, 2–3

questions to ask, 11–12, 25–26, 51, 86, 120, 170–171

Quiktrip example, 43

shared responsibility for, 19–20

strategy, 14

support services, 115–116

from a systems perspective, 140–141

top six trends, 2

talent development board

sample charter, 174–175

worksheet, 173

time constraints, 42

tools for support

4Cs for developing others, 123–124

alignment checklist, 93

alignment questions for designing formal learning, 120

assessing barriers to a learning culture, 52

building a learning culture, strategies and tactics for, 30–31

career development discussion guide, 53

communication plan template, 176

communication plan tips, 129

comparisons of learning evaluation methods, 146

cost-benefit analysis template, 151

data collection approaches, 150

design principles for learning communities, 177–179

ebb’s supervisor’s employee development ideas checklist, 125–126

evaluation considerations for formal learning, 147

fifteen quick ways to learn from others, 121

IDP responsibilities chart, 32

informal evaluation worksheet, 152

interview questions to ask, 90

job aids, 180

mind maps, 88

needs assessment process and planning, 97–98

organizational readiness checklist, 26–29

policy example, 95

policy template, 94

questions that turn evaluation into action, 145

readiness for evaluation assessment, 33

rollout map template, 127–128

sample evaluation plan, 148–149

strategic plan template, 91–92

strategic priorities template, 87

the stretch zone, 122

sustainability stages checklist, 172

SWOT analysis, 89

talent department checklist, 96

talent development sample charter, 174–175

talent development worksheet, 173

trends

human capital, 159, 165–170

staying current with, 49–50

top six, 2

workplace, 50

V

values, organizational, 47–48

VUCA world challenges, 38

W

writing a strategic plan, 63–66