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How to Streamline Talent Management

Wednesday, October 28, 2015
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If you are a talent development professional, you may be experiencing a shift in what is expected of you in your organization. To become more strategic and business-oriented, most HR departments are undergoing significant transformations. Whether or not talent development is a part of HR, the profession is undergoing a similar evolution. And it makes sense, because talent development is crucial in helping organizations develop and optimize their talent, retain and engage their employees, and adopt agile business practices. 

To achieve organizational goals, traditionally siloed talent development and HR processes have become more integrated, with an eye on maximizing efficiency and effectiveness and thus enhancing employee engagement and retention. Many times, integration begins in the talent development function, with processes like performance management, succession planning, and onboarding working with HR processes like workforce planning, talent acquisition, and rewards and compensation. 

How often do you meet with your colleagues in non–talent development functions to ensure your processes are optimized? How often do you meet with them to discuss what types of people they are hiring, if they’re hiring internally or externally, what new hires will be paid, and when they are starting their jobs? How are you “connecting the dots” and finding points of integration in your functions? And, how do you know if anything you’re doing is successful? What measures do you use? 

If you like thinking strategically and are being challenged to be more integrated with others in your workplace, ATD’s Integrated Talent Management Certificate Program is for you. This program describes what you can do at your level to integrate the talent management processes you are responsible for, based on your organization’s strategy. Most organizations are making this transformation and learning from others who face similar challenges, who may be further along or behind, helping to bring realism into the program. Peer coaching and consulting also help participants apply the lessons of the program on the job. 

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Integrating talent management processes and functions can be a challenge, but understanding it in context of organizational objectives and alignment helps organizations chart a path forward to success. 

For more information or to register for this course, visit www.td.org/IntegratedTalentMC.

About the Author

As principal of Barbara Goretsky Consultancy, Barbara provides consultative services to corporate clients in the areas of talent and leadership development, executive coaching, learning programs in HR-related topics, and team development and effectiveness. At her previous position with Northrop Grumman, she was responsible for supporting the corporate leadership development strategy, with particular emphasis on designing, developing, and running Northrop Grumman’s core leadership development programs. Additionally, she designed the CEO’s annual leadership conference, 360-degree feedback processes, coaching and mentoring initiatives, and various competency models.  Barbara holds a BA and an MA from the Pennsylvania State University in journalism and speech communications, and a second master’s degree in human resources from American University. She is also a graduate of UVA’s Executive Education Program on Management Development, TRW’s HR Executive Programs at Cornell University and the University of Michigan, and Northrop Grumman’s HR Leadership Program at UCLA, and is certified as a Senior Professional in Human Resources and an Associate Certified Coach. 

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