Day 40: Talent Strategy & Management → Official Website of Craig Engstrom, Ph.D.

talent-maangement_orig → Official Website of Craig Engstrom, Ph.D.

Training Content

Topics Covered:
3.4.A Skill in designing and implementing performance management strategy.
3.4.B Skill in developing a talent strategy that aligns to organizational strategy to influence organizational outcomes in a positive direction.
3.4.C Skill in designing and implementing strategic plans for talent development projects, programs, and/or functions.

Key Points

Linking TD Goals to the Organization’s Strategy
Do a task analysis: The task analysis describes the competencies the role requires for successful execution.

Aligning these goals to organizational strategy typically includes the full range of requirements for learning and development:

Help the organization comply with regulations
Deliver basic capability
Replicate the organization’s success model
Provide tactical support
Strategic partnership

The Value Proposition of Talent Development
A value proposition is a statement that communicates why a customer should buy from the seller. For talent development, the value proposition is the same: Why should customers get their learning and development from TD professionals? >> www.td.org/insights/creating-a-unique-value-proposition

Ensure Continued Alignment
TD professionals should ensure that daily talent development activities are closely aligned to organizational objectives.

Depending on the size of the organization, TD professionals may or may not be a part of this process; however, they do have multiple options for customizing alignment:

Prepare by reading the organization’s strategic plan, business plans, or any other documentation available. Take notes to confirm understanding and identify questions.
Meet with senior executives and stakeholders to discuss the organization’s strategic objectives and how talent development may help achieve those objectives.
If there is a talent strategy, be a part of that process. If that is not possible, read and understand the strategy so TD objectives can align with them.
Begin analyzing the information from interviews with any executives and stakeholders. Meet with TD staff to determine which strategic objectives talent development could positively influence. Determine the internal capabilities talent development has and whether outside assistance would be required.
Review recommendations with the stakeholders to confirm understanding of the goals and receive feedback on approach.
Once confirmed, decide on the measures for each goal (Biech 2018).

TD professionals should develop strategic goals, objectives, and an action plan:

Strategic goals should align with the organization’s goals and clearly support its critical issues. Talent development needs the capabilities, funding, and information required for the strategy to succeed. The risks should be clear and there should be plans to avoid or minimize them.
Objectives focus on details and provide more specific tasks that must be accomplished. Both goals and objectives should be specific and measurable.
Action plans take the planning one step closer to reality by providing the critical details to achieve the strategies. They answer the questions of who will do what and by when, as well as identifying key programs and initiatives, providing a timeline, and assigning resources to tasks.

Full-Cycle Strategy Planning (See: https://www.td.org/insights/elevating-your-role-in-strategy-planning-how-to-get-off-the-sideline-and-into-the-game)

The Business Review provides a structured, metric-driven evaluation of the current state and future opportunities of each key business line.
The Talent Review provides a structured, metric-driven evaluation of individual leaders.
The Succession Planning Review helps to ensure leader continuity in critical organizational positions.
The Leader Development Planning Review helps organizations build individualized plans for leaders to help enhance their leadership capability.