Anyone who is a leader or aspiring leader in talent development understands that while the job comes with the opportunity to shape both talent and business, there is a laundry list of responsibilities. In fact, a recent study conducted by ATD Research and the Institute for Corporate Productivity (i4cp) found that the talent development leader’s role is expanding in nearly 90 percent of organizations.
I know you’re probably thinking: “How can I possibly handle more, my to-do list and inbox are already bursting!” To make work feel (at least a little) more manageable, ATD has identified five essential tools for designing and managing the talent development department’s strategy. These are go-to references that make it easy to find the information, advice from other leaders, and tools you need quickly. And best of all—you can find them all at the ATD 2017 International Conference & Exposition for a big discount.
First, in the ATD Talent Management Handbook, more than 30 contributors cover the full talent development cycle: attracting, engaging, optimizing, and growing talent. Top thought leaders provide key insights and practical applications. This book is a perfect resource for your everyday talent questions in a broad range of areas. For example, you can read chapter 5 to learn how to improve your onboarding programs, and check out chapter 13 to better understand talent analytics and reporting.
Next, the newest ATD and i4cp research report, Chief Talent Development Officers: Driving Strategy and Business, explores how the roles of talent development leaders are expanding, and how top CTDOs develop themselves. The report includes detailed profiles of four leading CTDOs and interviews. These leaders advise current and aspiring leaders to keep growing and learning, be chief learning engineers, make learning fun, and balance competing priorities.
The third must-read publication is an ATD Research case study: Deloitte: Where Learning, Culture, and Engagement Meet. A workplace where learning is valued benefits both the individual and the organization. Organizations with strong learning cultures and frequent knowledge sharing are more competitive, agile, and engaged. This case study takes an in-depth look at Deloitte’s talent development programs, particularly those at Deloitte University (its corporate university) and how its leaders built a culture of learning.
Talent leaders must align learning with organizational strategy and business needs and ensure talent development has a seat at the table. The fourth publication ATD recommends to any current or aspiring talent development leader is Strategic Learning Alignment. This book teaches you how to access your current level of alignment, understand your organizations business goals, and engage with business leaders.
Finally, talent development professionals must play a critical role in leading workforces effectively during major transitions. “Leading When There’s Too Much Change” provides practical advice and job aids for navigating the messy world of change management, including guidance for accessing change readiness, tips for reducing and preventing change overload, suggestions for helping employees embrace change, and tools to identify and address change burnout.
Together, these publications retail at more than $600—but at the ATD 2017 International Conference & Exposition, this bundle will be more than 70 percent off at the ATD Store. (This deal is only available in-person at the conference, May 21-24 in Atlanta.)
