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Paula J. King served both as a successful corporate leader and founding dean of the School of Business and Leadership at St. Catherine University in St. Paul, Minnesota. She has extensive experience developing people, leading strategy, creating innovative leadership development programs, and administering new academic programs in universities. Paula has deep knowledge and wisdom about what it takes to succeed in today’s organizations, and has developed emerging leaders for more than 20 years in the corporate, nonprofit, and higher education sectors. She is a connector and relationship builder, and has been recognized for her creativity, innovation, and partnership skills.

Paula King

January 2016 - The Public Manager

Paula Ketter outlines what readers can expect in the January 2016 issue of The Public Manager. 

Examining Lingering Issues in Government

May 2015 - TD Magazine

Successful Global Growth Hinges on Having the Right Talent

Spring 2015 - The Public Manager

The power of technology to enact social change is turning everyone into an actor, not a spectator, in policy making.

Social Change Is at Our Fingertips

UMU Founder and CEO Dongshuo Li and ATD President and CEO Tony Bingham discussed the findings of ATD&rsquo;s AI in Talent Development and Learning: Next Phases research report in a December 2023 webinar.

ATD and UMU Discuss Latest AI in Talent Development Research

October 2017 - TD Magazine

Taking the Transformation Reins

Design for Learning: Break It Down Into Recognizable Elements

Anthem’s eligible 55,000 full-time and part-time associates have a new employee perk: no-cost college degrees. Specifically, any Anthem employee who works 20 hours or more per week and has been employed with the company for at least six months can pursue an Associate’s or Bachelor’s degree through a new national partnership with College for America (CfA) at Southern New Hampshire University. Anthem’s tuition reimbursement plan will cover the full price of the online degrees.Tuition reimbursement is a growing benefit among many companies, and health insurer Anthem Inc. is just the latest big employer to offer its workers a no-cost college education.  “Anthem is committed to offering its associates a robust benefits package that goes beyond salary and health benefits,” says Jose Tomas, chief human resources officer at Anthem, Inc., in a written statement. Gene Rodriguez, an Anthem spokeswoman, explains to Bloomberg Business how Anthem began the pilot program with College for America in 2013. Since its launch, nine employees have earned Associate’s degrees. “Our partnership with College for America has proven successful for our associates who participated in the pilot program in New Hampshire and we want to build on that success by providing opportunities for education, development, and career advancement to all our associates,” notes Thomas. College for America partners with employers to offer a competency-based, online curriculum that is engineered to align with business needs. For instance, the school offers Associate’s degrees in general studies, with focuses on business or healthcare, and Bachelor’s degrees in communications and healthcare management. More importantly, the program helps associates fit a fully-accredited college degree into the busy lives of working adults. For example, students are encouraged to progress through their education by completing projects at their own pace. “This is a tremendous win-win for Anthem and its associates.  As an employer, Anthem is building talent and the skills needed for promotion in its workforce while associates earn an accredited degree that will help them get ahead in their life and career without taking on debt,” said Paul LeBlanc, president of Southern New Hampshire University.  “SNHU’s partnership with Anthem will educate thousands of associates and is a model for aligning employer demand with the kind of competency-based, workforce-applicable higher education we have pioneered at College for America.” Join the free webcast Wednesday, June 10, Bridge the Skills Gap With Competency-Based Education, to learn how Anthem and CfA are working together to advance the careers and lives of working adults while developing a thriving workforce.

Anthem Partners with College for America to Offer Free Degrees to Employees

The time is now for talent development professionals to experiment with artificial intelligence, according to UMU founder and president Dongshuo Li and ATD President and CEO Tony Bingham.

What Are You Waiting for With AI?

With the release of its new Talent Development Capability Model, the Association for Talent Development serves TD professionals with the most comprehensive compilation of skills, concepts, and strategies necessary to fulfill their roles. It is important to emphasize that those efforts can achieve maximum impact only when guided by a comprehensive talent management (TM) strategy.ATD’s new model groups capabilities into three domains: building personal capability, developing professional capability, and impacting organizational capability. Talent strategy and management is one of the model’s 23 capabilities and resides in the impacting organizational capability domain.A TD professional with capability in talent strategy and management will need knowledge of:talent management functions (for example, workforce planning, acquisition, employee development, performance management, and compensation and rewards)succession planning and talent review processes (for example, assessment, scenario planning, talent mobility, and critical roles identification)methods to identify the critical requirements of tasks, jobs, and roles (for example, job analysis, competency modeling, and leadership competency development),talent acquisition strategies and concepts (for example, talent mobility, employment branding, sourcing, passive and active recruiting, and onboarding), and approaches for identifying and developing high potential talent.According to Capabilities for Talent Development (ATD Press), to fulfill capability requirements, TD professionals need to be skilled at:creating and aligning the talent development vision and strategy with the organizational and business vision and strategydesigning and implementing strategic plans for talent development projects, programs, or functionsidentifying anticipated constraints or problems affecting talent development initiatives (for example, resource deficiencies or lack of support)establishing and executing a marketing strategy to promote talent developmentcommunicating how talent development strategies and solutions support the achievement of targeted business and organizational resultscommunicating the value of learning and professional developmentdeveloping workforce plans that articulate current and future talent and skill requirements designing and implementing a performance management strategy.Among TD veterans recognized for leadership in this area is Martha Soehren, who transitioned from CTDO to senior vice president of HR at Comcast in November as she prepares for a July 2020 retirement. Throughout her career, Soehren has appreciated the importance of a multifaceted talent management strategy built on fundamentals.“For a TM strategy to work effectively, it must be embraced from the top down,” she insists. “Over time, it evolves from the bottom up, especially in the evaluation of talent and the determination of successors for key roles within the organization.” She adds that it’s important to build a “holistic support system” for such activities rather than conduct them on a piecemeal basis.Those activities must be tightly connected to development, Soehren says. “Regardless of whether that development is formal or informal, internal or external, high potential or broad-based, there must be a way to help build future capabilities so that people can progress and align with both short- and long-term objectives.”But most importantly, she believes, talent management and development must be rigidly aligned with the business.“That’s not easy and people don’t always do it,” Soehren observes. “After all, it’s difficult to build those relationships that get you a ‘seat at the table.’ We have to earn that seat by showing that we’re learning the business, that we’re operationally focused, that we ‘get’ L&D, and that we achieve measurable impact to support our initiatives.”Soehren believes that some TD professionals are often “so tied up with the didactics of L&D that they overlook the connection between learning impact and business impact.” She says some have even abandoned the practice of measuring TD impacts entirely because their companies don’t expect a return-on-investment of training.“That’s sure not my world,” she muses. Comcast’s senior executives expect to know the precise difference that learning makes for employees and hold her accountable. The scenario includes a heightened priority regarding inclusion of women and people of color in the workforce.Sometimes that accountability can surface in ways one can’t envision, such as in 2014 when Comcast announced its intent to acquire Time Warner. Comcast University was ordered to identify top talent within Time Warner for possible reassignment to new roles within the combined company. For six months, Soehren and teammates visited Time Warner markets to meet with key talent and high potentials for the proposed new organization.The merger was ultimately quashed by the U.S. Justice Department but not before Soehren and colleagues learned some valuable lessons. Among them: “When you’re going through that period of analysis, you have to evaluate the best and the weakest of both companies so that you emerge with the best of the best,” she reports.She says that’s not an easy process because “you must accept that your own team isn’t composed of all A players, and that this is an opportunity to up your game for your organization.”Soehren also has strategic thoughts about the future of her profession. “In the world of L&D, we haven’t nailed down what it means to work and lead within a global, digital organization. Learning leaders have a great opportunity to define what that looks like and set the stage for success—not just for the learning organization but for business leaders too,” she says.“Learning leaders, trainers and program managers will all be operating and training differently. They will have to learn a new kind of software set and other technologies. As a result, I believe most L&D professionals will become learning coaches and learning builders.”

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