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• Be prepared

  Richard Oyen on October 29, 2009 | 0 Permalink | Reply
  

  In business, we learn early on that preparation is key to success. As much as we get excited to launch new strategies or programs, we know we will hit roadblock after roadblock if we do not take the time to plan ahead. Remember that your approach to talent development is subject to the same rules. Talent development is, after all, a complex set of initiatives touching numerous departments, processes, and people. Failure to prepare for the way your programs will impact all of these arenas will surely result in failure of the overall effort.

  Yet even as many organizations grasp the importance of laying the groundwork, they have difficulty starting with ground zero. In talent development, ground zero is Human Resources. We are the department that owns much of the responsibility and legwork inherent to learning, performance, and compensation. So as companies seek to align objectives and processes across an entire organization, they must remember to first set the example for those they seek to change.

  I know—this sounds daunting. HR has many, many processes at work, and often many balls in the air. But that’s exactly why it matters so much. All of these tangents must be strategically streamlined, not only so they map to company strategy, but also so they simply make sense and are more efficient.

  Frequently, this level of alignment will require additional skillsets, or even additional players. And that’s okay. Don’t be afraid to acknowledge the fact that you are expanding your company’s mindset when it comes to the workforce and productivity. You are building a foundation for growth. You’re making an investment in your organization’s future that requires time and effort.

  Another thing to keep on your radar is your ultimate talent development goal. In our latest eBook chapter, we focus on the idea of preparing your HR group prior to implementing a new talent development program. One of the points we stress is understanding where your organization stands on a “maturity” graph with respect to its objectives.

  I feel strongly that this is a vital tool you should use when embarking on your talent development program. Think about the difference it makes when, for example, you take a golf lesson and have your swing analyzed. It is often amazingly helpful to have a fresh perspective on what we are doing right—and where we have room for improvement. Our Talent Development Maturity Model gives you a simple way to gauge your strategic sophistication. Most of us fall somewhere between administrative use of talent development components and a tactical approach to software usage. Yet we strive to also incorporate greater efficiency and ultimately hammer home the strategic value of our company talent. As you move forward, and understand where your organization fits on the graph, you can take great strides in preparing adequately for the changes to come in your organization.

   

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• Bosses beware: Your employees might be plotting behind your back

  Richard Oyen on September 1, 2009 | 0 Permalink | Reply
  

  No, they’re not out to hurt you—but they might desert you. We’ve been talking to customers for quite some time about the importance of employee engagement and building lasting employee loyalty during these belt-tightening times. And just this past Sunday, USA Today writers Laura Petrecca and Anita Bruzzese reminded us why engagement is so vital:

  The boss’ perception: Given the rough economy, workers are thrilled just to have a steady paycheck. The employee’s reality: Many are frustrated, secretly seeking new opportunities — and soon could be scooped up by another company as the economy recovers.

  In their article, titled “Economic Recovery Gives Frustrated Workers Job Options,” Petrecca and Bruzzese inform companies that there is actually a large discrepancy between the satisfaction that managers believe their employees have—and what the employees themselves will tell you on the sly. Many workers feel rebuffed by poor communication from management, particularly about layoffs. They have suffered through paycuts and loss of benefits as budgets hit lockdown status. Shockingly, this can make them feel somewhat bitter. Let’s just say that a lot of resumes have been polished in the past nine months. People will always seek the greener grass.

  So what should you do if you think your workforce is on the verge of jumping ship? Can you regain loyalty?

  Absolutely. The USA Today writers cite expert opinions that employers “should have strong retention strategies, such as helping workers develop new skills and allowing flexible work schedules.” We at SumTotal completely concur.

  Here’s our take on what companies should do right now:

  • By aligning employee goals to corporate strategy, you ensure that workers have a map in front of them for driving worthwhile business results. At the same time, you give managers the ability to measure performance objectively and keep everyone focused on the right tasks at the right time.
      
  • By giving employees plans for career development, you prove to each individual that you see their value to the organization and their potential for future success. You also give them the opportunity to expand their competencies and grow their own opportunities.
     
  • By rewarding them with appropriate compensation—both monetarily and through incentives such as stock plans, skills training, flexible scheduling options, and even personal expressions of gratitude—you motivate them to stay put and forge ahead.
     
  • And by offering managers increased development options as well, you strengthen their leadership abilities while helping them better guide and communicate with their employees. Strong leaders make a strong team.

  Take heed, employers everywhere. As the economy shows signs of picking up, don’t let your employees pick up and leave. Never take your talent for granted. This is the best time to optimize your talent development strategies, hands down.

   

• Cultivating a high-performance culture

  Richard Oyen on August 17, 2009 | 0 Permalink | Reply
  

  In my role, I’m often asked to define the real benefits of unified talent development. You know, the ones that go beyond the numbers and affect real people in their day-to-day work environments.

  My response? There might be no greater benefit than the creation of a high-performance work culture. Consider this the utopia of talent development, where employees are driven, engaged, skilled, fairly compensated, and successful. Everyone is either in the right role and succeeding at it, or on a clear path to get there. Workers unite as a team in shared values and productive behaviors. And the business as a whole is thriving, growing, and improving because of this environment. A highly productive workforce, after all, breeds a high-performing business. Wouldn’t that be great!

  No utopia is easily within reach, of course. I remind our customers, and those who would be customers, that arriving at this destination requires effort—and once you are there, ongoing maintenance is critical. Still, a high-performance culture is not some pipe dream. This is an ideal that’s definitely doable, and one you should most definitely work to achieve.

  Before you embark, though, ask yourself what kind of corporate culture you currently have (and if you think you don’t have one, read this article for some help). Every business has their own unique way of doing things, and a system for rewarding or correcting certain behaviors. And every employee is different as well. Many emotional factors come into play when you’re dealing with human beings, which Gartner blogger Kathy Harris recently described. All of these elements, or values, contribute to your business culture.

  Bottom line: If you don’t like the results you’re currently seeing, chances are that your organization needs some culture shock. Taking a laissez-faire environment to new heights of productivity requires guidance, patience, and planning. You’re not simply dealing with strategies and products—you’re dealing with people. And your people are your greatest asset.

  Want more information? We’ve got a new white paper available that offers roadmaps to help you, and of course, our unified talent development suite is specifically designed to ignite greater performance in your workplace.

  Have feedback, questions, or ideas? Please post your comments for us.

   

• Why workforce alignment matters

  Richard Oyen on July 23, 2009 | 0 Permalink | Reply
  

  Do you remember being at a childhood party and playing the annoying game of telephone? (Surely I’m not the only one who had to endure this!)

  Here’s how it went: You sat with your friends in a line, and the person at the front of the line whispered a secret message in the ear of the person right behind them. The message was then passed down from person to person, in whispers, until it reached the end of the line. And the great ‘fun’ of the game (in theory, because it was never actually that much fun) was that the person who ultimately revealed the secret message was never, ever correct. What started out as “I think Jane Doe has a stuffed teddy bear in her room every night” usually ended up as “I eat plain dough and don’t care, that’s right.”

  My point in dredging up this childhood memory is simple:

  • Trickle-down communication is miscommunication.
  • Miscommunication results in misalignment.
  • Misalignment leads to missed opportunities.

  Anyone in business today can attest to this. If you expect your executive goals and strategies to eventually make their way to the factory floor through second hand messages or other diluted forms of communication, you can also expect that those strategies will arrive garbled and inaccurate. And this is a huge problem for businesses.

  When employees across various departments and organizational levels aren’t operating from a unified strategy, it makes it next to impossible to come together to work toward common objectives. You can’t help employees establish goals with any purpose because you don’t know the overarching drivers behind their goals. And if you do set goals, they’re likely to be out of synch with company goals or inaccurate, which disengages your employees. Just read the results of this 2008 survey from Salary.com to see what happens to productivity when employees feel disengaged. In other words, you are wasting valuable resources and squandering the potential of your workforce.

  In our current economy, the last thing in the world you can afford is to be wasteful—particularly when it comes to your talent. The most effective way to reach your business goals is by developing your talent. And the way to start developing your talent is by first ensuring that employees are aligned with business strategies and objectives. Everyone has to be on the same page before you can move ahead.

  In a nutshell, this means:

  Creating a unified business strategy, and then making sure all employees understand that strategy, clearly and accurately. No games of telephone here!

  Ensuring all employees are in the right jobs, with the right skills, at the right times, in order to push the business strategy forward.

  Continuously setting, tracking, and re-evaluating organizational and individual goals with the sole purpose of furthering the company’s objectives. Having the ability to cascade goals in your performance management solution helps tremendously.

  Prioritizing critical tasks and eliminating or refining any non-strategic activities, so employees stay focused.

  Regularly assessing performance against goals to hold workers accountable, and providing that feedback to employees.

  Putting it all together with other aspects of talent development, such as learning and compensation, so employees are engaged and equipped to reach objectives.

  Check out these links for more details:

  • When Workforce Goals Meet Corporate Strategy
  • The Pillars of Performance Management
   

• Defining the talent development space

  SumTotal on June 24, 2009 | 1 Permalink | Reply
  

  Welcome to the Talent Development blog. In this blog, we’ll feature forward-thinking ideas on talent development from other SumTotal staff members and industry gurus. Our goal? To generate valuable discussion, answer questions, and raise your curiosity. Talent development, after all, is a burgeoning new field. It seemingly resides under the umbrella of human resources—but at heart, there’s a lot more involved.

  There’s also a lot of confusion. Take, for example, the basic Wikipedia entry for talent development, which inaccurately equates the term with “human resource development” and half-heartedly defines it as “an organization’s ability to align strategic training and career opportunities for employees.” Is that all it is? Of course not. The entry also cites a reference who claims talent development only centers on a company’s top 10 percent of employees. Is this true? Not really.

  So what is talent development? As a company, SumTotal offers this definition: the strengthening of employee productivity through automated and integrated learning, performance, and compensation solutions to drive business results on a daily basis.

  But what does that mean when applied to your business? Is it strictly about HR acting for the benefit of your workers? And is talent development the same as talent management?

  Not quite. Unlike talent management—which often approaches the tasks related to recruiting and managing employees from the perspective of meeting HR objectives—effective talent development is about alignment of your existing workforce with business goals. It’s about finding and opening the right doors for your workforce, so they are engaged and ready to reach their full potential. It’s about creating and nurturing a high-performance culture, where employees are developed for leadership, success is rewarded, and key people are easy to retain. And it’s about reducing the risk you face in terms of regulatory or continuing education compliance, so you can eliminate inefficiencies and unnecessary fines. Ultimately, it is one of the foundational items of any executive’s agenda.

  In other words, talent development is a much broader, and more holistic, set of initiatives. It spans learning, performance, and compensation management—but more importantly, it unites these elements in virtuous synergy, where your business supports and develops your workforce, just as your workforce supports and develops your business.

  The bottom line: Your entire company is involved in talent development, and your whole business reaps the advantages in tangible, concrete ways.

  We’ve barely scraped the surface of what talent development entails and what the right
  talent development solutions can accomplish—but in the weeks ahead, we’ll delve deeper into various segments. With your help, we look forward to growing this blog into a trusted, viable source for accurate information on the topics that matter most to you.

   
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    Aaron on October 8, 2009 Permalink
    

    Great, I look forward to reading the blog!