In this issue's Spotlight feature, Laura Heaton, vice president of talent development at Penske Transportation Solutions, summarizes her talent development team's mission: "From a talent development perspective, it's crucial that we have an environment where our employees have the skill sets and mindsets they need to perform meaningful work and have opportunities to grow their careers." That mission resonates with me as I reflect on the purpose of ATD's premier content for talent development leaders—to give you the information and tools you need to perform optimally in the workplace and grow professionally in your careers.
This issue of CTDO offers a signature blend of progressive trends in the field and evergreen topics to help you hone your craft. First read about the way Heaton and her team at Penske ensure employees have the skills to drive the business forward. Then explore Hot Topic, and learn the eight components for building a talent ecosystem. Which are part of your organization's talent ecosystem, and which will you consider going forward?
Angst Index explores artificial intelligence and how to implement it at a systems level in talent development. Stella Lee encourages TD leaders to take ownership of this technology by becoming AI and data masters, advocating for data governance, and engaging in the procurement process. That process is about connecting AI strategy to the business to ensure it is a must-have approach that improves key outcomes.
In Perspectives, listen as two TD executives describe how they are leading with agility by championing scenario planning and risk-taking. Tamar Elkeles says leaders can learn to become more agile when organizations reward and recognize those who demonstrate risk-taking and do not settle for complacency.
For some legacy best practices such as financial acumen for TD professionals, check out Executive Know-How. Speaking the business language is a skill that many TD leaders can ever sharpen for greater effectiveness. Ajay Pangarkar and Teresa Kirkwood provide a primer on relevant costing and forecast and budget considerations.
Also, this issue's Confessions From the C-Suite details one TD leader's initial failure to get accurate stakeholder feedback. Measuring and evaluating the success of a learning initiative relies on the sponsor's input. This exec learned that persevering to gain correct data is paramount to a project's success.
As a TD executive, you do some of the most challenging and rewarding work. Helping people become better versions of themselves, develop their skills, and achieve their career goals is critical to their self-actualization and the organization's health. I hope you have found inspiration from CTDO throughout the years as well as best practices to help you do your job better. It is a pleasure learning with and from you.
Read more from CTDO magazine: Essential talent development content for C-suite leaders.