ATD Blog

Introduction to Integrated Talent Management Scorecards

Monday, August 19, 2013

How do you define integrated talent management (TM)? How does your company define it? Even though the phrase has been in vogue for many years, there seems to be a lack of clarity on the definition. In the soon-to-be-released ASTD Press book, Integrated Talent Management Scorecards: Insights from World-Class Organizations on Demonstrating Value (DeTuncq & Schmidt, September 2013) integrated TM is defined as “united functions with a common goal of building employee capabilities to increase business performance.” But even when you have a common definition, the functions that organizations place under the TM umbrella tend to vary from business to business.

What functions would you put under the TM umbrella? What human capital or human resource functions does it make sense to integrate to be able to effectively build employee capabilities to increase business performance? Our webcast on September 5 presents a TM model that integrates workforce planning, talent acquisition, performance management, learning and development, succession management, and retention and engagement. The premise is that united or integrated TM functions can provide better solutions that will have a greater impact on business results than TM functions that operate in silos. And why might that be?

I’m sure you can come up with many reasons. You probably have worked in silos in human resources or other departments—and how well did that work? With a great deal of effort, communication, and collaboration it can work. But when TM functions are integrated you can eliminate redundancy, remove duplication of effort, and reduce the time it takes to develop and implement solutions. In addition, an integrated TM organization can be held accountable for the end-to-end delivery of TM solutions that affect business results. And an integrated TM organization can better align its goals with the strategic goals of the business—that is difficult to do when all of the functions are operating in silos.


How can a TM organization demonstrate its value to the organization? We recommend using an Integrated TM Scorecard Model that has three tiers of micro and macro scorecards: TM Initiative Micro Scorecards, TM Functional Macro Scorecards, and a TM Organizational Macro Scorecard. More to come on these scorecards next week in the next installment of our blog on integrated TM scorecards.

Let us know your thoughts on integrating the TM functions: What have been your experiences working in silos versus working in an integrated TM organization?

About the Author

Lynn Schmidt has more than 20 years of experience as a talent management and organization development leader in large organizations across multiple industries. She also has more than 15 years of experience as an executive coach and received her coaching credential from the International Coach Federation. Lynn is a sought-after presenter on topics such as leadership development, succession management, learning scorecards, and coaching, and is the author of several publications, including Integrated Talent Management Scorecards. Previously, Lynn was a talent management director at Group Health Cooperative and was responsible for succession management, leadership development, coaching, leader onboarding, and performance management. Lynn has a BS in business administration, an MBA, an MA in human and organizational systems, and a PhD in human and organizational systems. She received the Talent Leadership Award at the World HRD Congress in Mumbai, India, for her contributions to the field of talent development.  

About the Author

Toni Hodges DeTuncq is president of THD & Company, Inc. For the past 20 years, she has concentrated on measuring human performance. Toni has conducted and managed operational systems and group evaluations for corporate, defense-contracting, and government organizations. Toni currently provides consulting services and skill enhancement workshops to help organizations establish accountable and effective evaluation programs. Her current and most recent clients include Bank of America, BAE Systems, BMW Manufacturing, the U.S. Army, and the National Aeronautical Space Administration (NASA). Toni was selected as one of nine "Training's New Guard—2001" by ASTD, and in 2000 the ROI Network named her "Practitioner of the Year." She has published numerous articles, was the editor of Measuring Learning and Performance (ASTD), author of Linking Learning and Performance: A Practical Guide to Measuring Learning and On-the-Job Application (Butterworth-Heinemann), and co-author of Make Training Evaluation Work (ASTD). Most recently, she is co-author of Integrated Talent Management Scorecards (ASTD), available in September 2013.

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