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Norma Dávila is a certified career development strategist who guides clients through targeted introspection and self-assessments to identify strengths and interests before embarking on career changes. Her approach to career coaching positions her clients to gain the self-confidence to present themselves as the best candidate during job interviews. Norma, a certified resume writer by PARW/CC, adapts her advice to best suit client professional experience and aspirations. A firm believer in the value of networks, she steers them to optimize every personal or virtual opportunity to connect with others. A natural talent developer, Norma focuses her practice on entry-level and midcareer professionals across the entire employee life cycle, and has supported employees from industries including banking, technology, telecommunications, pharmaceutical, medical devices, dairy products, aerospace manufacturing, retail sales, risk management, automotive sales, energy, waste management, and funeral services. She is recognized for communicating complex ideas in easy-to-understand terms to all audiences and introducing concrete examples to which they can relate. Norma specializes in designing and delivering learning experiences that lay the groundwork to acquire and strengthen competencies and skills on topics such as team development, business writing, customer service, performance management, employee communications, and transition management. She is a Society for Human Resource Management Senior Certified Professional, and has a bachelor’s degree in psychology from Yale University and master’s and doctoral degrees in psychology from the University of Chicago.Norma is a partner in the Human Factor Consulting Group, senior consultant for AON, and subject matter expert, program facilitator, and program translator for SHRM specializing in Latin America. This Certified DDI Facilitator is field editor for ATD Links and co-author with Wanda Piña-Ramírez of Effective Onboarding (ATD Press, 2018), Cutting Through the Noise: The Right Employee Engagement Strategies for You (ASTD Press, 2013) and Passing the Torch: A Guide to the Succession Planning Process (ATD Press, 2015) as well as of articles in TD, T&D, The Public Manager, and multiple blogs. She has presented at ATD’s International Conference & Exposition, SHRM’s Talent Management Conference, SHRM’s Conference Preview Workshops, ATD’s México Summit, and Ellevate, among others.

Norma Dávila

Few organizations manage the different pieces of onboarding well, and most new hires fail to receive clear messages about what their manager and organization expects from them.

Why Onboarding Fails

December 2018 - TD Magazine

Something as important for the business as onboarding demands measuring.

Let’s Talk About Onboarding Metrics

Wanda Piña-Ramírez and Norma Dávila offer some advice for navigating the office politics that come with most succession planning initiatives.

Office Politics Pulling the Right Strings in Succession Planning

This book highlights the importance of knowledge transfer and succession planning in a time of fierce competition for talent, an aging workforce, and a critical shortage of people with the right set of skills. 

Passing the Torch

A clear definition of the scope of succession planning increases the likelihood of obtaining the desired results.

Defining the Scope of Succession Planning

I hope everyone is excited about the ATD 2015 International Conference & Exposition coming up next week. As the manager of ATD's Management Community of Practice, I'm excited to see those of you that I've worked closely with—and to meet those of you that are new to the community. More importantly, I’m pleased to announce that we have two new books launching at the conference. The first book is Connection Culture by Michael Lee Stallard, which outlines powerful employee engagement strategies. Michael will share some of these strategies during his session, TU405 - Connection Culture: A New Approach to Boosting Employee Engagement. The second book, Passing the Torch by Wanda Pina Ramirez and Norma Davila, covers succession planning. You can chat with the authors during a short high-level, rapid-fire panel session on Sunday, May 17 4:30-5:30 in the Community Theater. As always, if you want to meet and talk about the Management Community of Practice at the conference,  including discuss the possibility of contributing content and new ideas on services and events you'd like to see ATD produce, please feel free to contact me at rlippock@TD.org. See you there!

Management Community: What You Can Look Forward to at ATD 2015

March 2015 - TD Magazine

Managers must be involved in succession planning to avoid being unprepared when a key player suddenly leaves.

Essential Continuity

In a previous blog, we posed some questions to help readers think about what is “succession planning” when you move on to something else—either inside or outside of your business.  Any thoughts on who would take care of everything in your absence?Consider the following scenario…Sam built her department from the ground up after convincing senior management of the importance of having an internal entity to oversee all company projects and implement a standard methodology to complete them. What started as a one-woman operation in which she assessed needs, prepared proposals, and delivered services internally, became a two-person operation when an undergraduate student from a nearby college joined her as an intern in exchange for the experience. After Sam proved the worth of her department to the company, it became a five-person team with the support of three employees “borrowed” from other departments.  Ten years later, the department has 45 employees organized in clusters and strong online capabilities that enable the team to support clients anywhere and anytime. Sam has the support of several supervisors, but is thinking about moving on.   What happens next will be the result of the choices that Sam makes at this crucial moment. Although succession planning does not need to be scary, we know from experience that everyone’s emotions will be running high.As a manager, Sam should always know who would be her successor when she left. If she has waited until now to find out, she is facing a crisis. If the potential successor is ready and interested in the position, Sam will be able to focus on the transition until she departs. However, if no one is ready at this time, Sam may have to propose bringing someone from outside of the company.  (And we say “propose” because in a situation like Sam’s, the final decision of who will be her successor is not entirely her own.)Have you experienced a situation similar to Sam’s? Share your thoughts in the comments below.

Succession Planning Is Key for Business Continuity

March 2014 - Global-HRD-Newsletter-Spanish

Dos expertas Puertoriqueñas, Norma Dávila y Wanda Piña-Ramírez  responden a nuestras preguntas sobre el concepto de “employee engagement” o compromiso de los empleados en sus organizaciones. Basado en su reciente libro publicado por la ASTD: “Cutting through the Noise”- “Vayamos al grano”.

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