It’s ironic that, even as you put forth effort into crafting a talent development strategy for the good of the entire organization, you also face the challenge of stating your case and gaining approvals. There you are, trying to make improvements across the board, and everyone wants to know why and how and what will it cost and what it will mean for my group?

Still, that’s the reality of organizational checks and balances—so bear this in mind when you plan your talent development efforts. You’ll need to make a business case with easy-to-spot benefits for all the departments on your roadmap. And that means taking stock of who is affected, and what those organizational components are seeking in terms of efficiency, features, technology, and payoff.

Every company differs, of course. But most departmental needs center around the same concepts. The fourth installment of our eBook, “Making the Business Case for Talent Development,” covers some of the basic questions you’re bound to hear.

For example:

  • Your CFO wants to know, “Where’s the ROI?” You’ll need to take the time and effort to calculate real numbers that prove the worth of your initiatives. We offer a few tips here and in this white paper.
  • Line managers will ask, “Are you making things easier or just making busy work?” Think about their pain points, and make sure your strategies are designed to maximize efficiency of learning and performance processes on a day-to-day level. Workforce Management has some good advice regarding how to really add efficiency—including ensuring that you cut out process steps or add self-service technology that empowers them.
  • Employees resoundingly inquire, “How will his benefit my career?” Remember that talent development is about employee productivity, engagement, and career advancement—both for the good of the company and the good of each individual team player. Find concrete ways to reassure your workforce that your new talent development solutions are designed to further their growth, help them acquire skills, and assist them on their career paths. The company does not succeed without their success. And if you’re wondering where you stand on employee engagement (and how much work you might have ahead of you), take a look at the Q12 from Gallup, which helps gauge how connected employees feel to their jobs. How would your employees stack up?

As always, the most vital component of your business case—and a huge indicator of its outcome—is communication. Communicate, communicate, communicate. Offer regular updates. Make phone calls. And absolutely put in face time with the people who make decisions and filter information throughout various departments.

Here at SumTotal, we like to remind people that there is no substitute for talent, and no better way to achieve company goals than to develop talent. As you make your business case, you have a chance to prove this point. A hefty responsibility? Sure. But one that definitely has rewards. And that is what’s in it for you.