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Patti McCord

A Balanced Issue

ATD developed the talent development framework and puzzle to help practitioners understand the different components of talent development and how organizations can build their own frameworks to address their unique needs. This blog series explores each component of the talent development framework, why it’s important to the field, and what resources ATD offers to practitioners who want to learn more.Evaluating Learning ImpactEvaluating learning impact involves the use of learning metrics and analytics to measure the effectiveness of learning solutions. In Utilization Focused Evaluation: The New Century Text, Michael Quinn Patton defines evaluation as “the systematic collection of information about the activities, characteristics, and outcomes of programs to make judgments about the program, improve program effectiveness, and/or inform decisions about future programming.” Evaluating learning impact has long been considered a daunting task. And, as a recent ATD study shows, only 35 percent of talent development professionals “reported that their organizations evaluated the business results of learning programs to any extent.” A different approach is needed. First talent development professionals who want to evaluate learning impact must know what specifically they want to measure and how they want to measure it. According to learning expert Patti Shank, the biggest mistake many make in evaluating the impact of learning is just testing recall. Just because people have learned something does not necessarily mean that they’ll apply it or understand its importance on the job. Real assessment comes from observation, providing feedback, and evaluating results. There are several models to evaluate learning, such as Kirkpatrick’s Four Levels and Phillips’ Evaluation Model. Kirkpatrick’s Four Levels is likely the most commonly known evaluation model, with a four-level program that follows a path of reaction, learning, behavior, and results. The fourth step is the most important, because the results show outcomes and overall effect of the learning in practice. Regardless of the evaluation strategy used, when collecting data, it is also important to use a variety of tools such as surveys, interviews, and analytics to get a full picture. To be competent at evaluating learning impact, the ASTD Competency Study (Updated now to ATD Talent Development Capability Model™)  identifies skills that talent development professionals need to exhibit:• Identify customer expectations.• Select appropriate strategies, research design, and measures.• Communicate and gain support for the evaluation plan.• Manage data collections.• Analyze and interpret data.• Apply learning analytics.• Make recommendations to aid decision making.Measuring learning impact encourages higher-quality work, resource prioritization and allocation, and accountability. Measurement data are invaluable to organizations that are strategically using talent development efforts to achieve growth and efficiency objectives. Competency in evaluating learning impact is imperative to becoming a real business partner in the organization.We’ve assembled some additional resources to explore:• Use analytics to improve your organization’s evaluation of learning. • Discover new ways of measuring learning. • Learn how improving performance management can help learning impact. • Measure learning using evaluation and not testing. • Consider a new way to look at Kirkpatrick’s four levels. • ATD Research: Evaluating Learning: Getting to Measurements That Matter•Evaluating the Impact of Training by Scott B. Parry• For more information on training delivery and other major components of talent development, check out the ASTD Handbook, 2nd Edition (Updated now to the TDBok™ Guide, 2nd Edition). • Take a deeper dive into evaluation with ATD’s Evaluating Learning Impact Certificate Program.

The ATD Talent Development Framework: Evaluating Learning Impact

Approximately one in eight individuals in the workplace is neurodivergent, or “different brain,” writes Beth McCormack in her issue of TD at Work, “Welcome Neurodiversity.” In her guide, McCormack offers a three-prong strategy for incorporating inclu

Broadening the Talent Tent

ATD developed the talent development framework and puzzle to help practitioners understand the different components of talent development, and how organizations can build their own frameworks to address their unique needs. This blog series explores each component of the talent development framework, why it’s important to the field, and what resources ATD offers to practitioners who want to learn more.Employee EngagementEmployee engagement is a critically important topic for talent development professionals. Gallup’s engagement survey shows that only 13 percent of global employees are engaged. This leaves 87 percent unengaged, indifferent, or actively disengaged. Statistics like this are alarming, especially when considering that employee engagement may determine the eventual success of a company. Gallup’s research shows employees who are actively engaged bring more discretionary effort to their work and contribute more in terms of innovation and growth. A culture of engaged employees may result in lower turnover, fewer safety incidents, lower absenteeism, and higher productivity, to name a few benefits. ATD’s research for the talent development framework shows that employee engagement is a core component for talent development efforts in many companies. Employee engagement grows when there’s one objective in mind: to put the employee first. Employees who are treated with respect and loyalty feel valued by the organization. Understanding the top five barriers to engagement is beneficial for talent development professionals. According to Andrew Graham of Forum Corporation, unappreciative or unhelpful management is the single most demotivating factor in the workplace. When employee engagement is a known strategic goal for the company, working toward it becomes a daily objective. Engagement first comes by acknowledging basic needs such as belonging, enjoyment, and recognition, and then overcoming them through education, balance, and demonstration. Investing in employee engagement and talent development practices may have a more cost-effective and meaningful result than new compensation and benefit plans, according to an ATD study. We’ve assembled some additional resources to explore:• Learn why employee engagement is so essential to your organization. • Take the first step in creating a world-class and engaged workforce.• Take the steps to overcome barriers to employee engagement. • Calculate the return on investment for your employee engagement program.• Evaluate your employee engagement strategy.• Measuring the Success of Employee Engagement by Patti P. Phillips, Jack J. Phillips, and Rebecca Ray• The Manager's Employee Engagement Toolbox by Peter Garber• Coaching Employee Engagement Training by Peter Garber• Motivating Employees in the Digital Age by Sharlyn J. Lauby• Creating Engaged Employees by William J. Rothwell• For more information on training delivery and other major components of talent development, check out the ASTD Handbook, 2nd Edition (Now TDBoK™ Guide, second edition).

The ATD Talent Development Framework: Employee Engagement

 ATD developed the Talent Development Framework and the TD Puzzle to help practitioners understand the different components of talent development, and how organizations can build their own frameworks to address their unique needs. This blog series explores each component of the talent development framework, why it’s important to the field, and what resources ATD offers to practitioners who want to learn more.CoachingCoaching as a component of talent development is growing in popularity and acceptance. In the workplace, coaching may be done by a number of people, from a professional coach to a manager or a more experienced colleague. Coaching, when effective, results in improved performance. According to the ATD Competency Study, coaching applies a systematic process to improve others’ ability to set goals, take action, and maximize strengths. According to Annabelle Reitman and Sylvia Ramirez Benatti, coaching is formally focused with somewhat narrow perspectives toward specific goals or results. While managers can certainly develop coaching skills, a professional coach’s job is to equip the person receiving coaching with tools to develop their performance and empower them to achieve specified results. It is a systematic process for continual improvement. The ATD Competency Model identifies 11 coaching skills talent development professionals should possess:• Establish coaching agreement.• Establish trust and intimacy with the client.• Display coaching presence.• Demonstrate active listening.• Ask powerful questions.• Use direct communication.• Create awareness.• Design learning opportunities.• Develop goals and plans.• Manage progress and accountability.• Meet ethical guidelines and professional standards. Coaching can completely revitalize a work environment. Using coaching techniques, measurable improvements can be observed within a company. The measurements—whether steps toward a goal or skills that have been improved on—are mile markers against which to measure upcoming successes. This is critical because the data reflect growth in value and skills. Employees who achieve goals they set and see improvement as a result of coaching stay motivated to continue improving performance. Coaching is a valuable process for talent development that can drive real value in organizations. We’ve assembled some additional coaching resources to explore:• Learn the difference between mentoring and coaching.• Try a new approach using questions as a coaching method.• Take a closer look into performance coaching in the workplace.• Improve your human capital by learning how to train and coach leadership teams.• See how coaching can lead to visible success for your company.• Listening more intently can help coaching efforts.• Coaching Certificate• ASTD Handbook, 2nd Edition. • ATD’s Best On Coaching by ATD Press• Coaching Training by Lisa Haneberg• Coaching Basics, 2nd Edition by Lisa Haneberg• Measuring the Success of Coaching by Jack J. Phillips, Lisa Ann Edwards, and Patti P. Phillips• The Coaching Approach: A Key Tool for Successful Managers by ATD Research

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