In this paper, Failing to Learn: Why Learning is Critical to Strategic Talent Management, we will discuss five areas of talent management, demonstrate how absence of a learning component can hold an organization back, and show how an organization can benefit from seamlessly integrating learning management with its talent management processes.
Many organizations, regardless of size or industry, are turning to talent management technology solutions to achieve a significant business impact. Research has shown that companies with intermediate to advanced levels of talent management performed better financially during the recession as well as generated higher revenue per employee and lower overall voluntary turnover. With this in mind, it is not surprising that organizations are turning to talent management and integrated suites of solutions.
The irony is that most talent management solutions are missing the one critical component that will make that business impact a reality - learning. A CedarCrestone HR Systems Survey showed that the learning management application in any combination with other talent management applications is linked to the strongest revenue growth. However, too many businesses make the mistake of selecting talent management solutions that offer few, if any, learning capabilities; or worse still, they try to "cobble together" various learning solutions with their other talent platforms.
Failing to have learning management as an essential part of talent management is a critical misstep to avoid. However, many organizations don't understand how learning management can make the difference between an efficient tactical process and true strategic HR.
Why Learning is
Failing to Critical to Strategic
Learn Talent ManagementFailing to Learn Why Learning is Critical to Strategic Talent Management Failing to Learn Why Learning is Critical to Strategic Talent Management
Introduction "Failing to have
Many organizations, regardless of size or industry, are turning to learning managementtalent management technology solutions to achieve a significant
business impact. According to Bersin & Associates research, companies as an essential part of
with intermediate to advanced levels of talent management performed talent management is better financially during the recession as well as generated higher 1revenue per employee and lower overall voluntary turnover. With this a critical misstep to
in mind, it is not surprising that organizations are turning to talent avoid. However, many 2management and integrated suites of solutions.
The irony is that most talent management solutions are missing the organizations don't
one critical component that will make that business impact a reality - understand how learning. A CedarCrestone HR Systems Survey showed that the learning
management application in any combination with other talent learning management
management applications is linked to the strongest revenue growth. can make the However, too many businesses make the mistake of selecting
talent management solutions that offer few, if any, learning capabilities; difference between
or worse still, they try to "cobble together" various learning solutions an efficient tactical with their other talent platforms. process and true Failing to have learning management as an essential part of talent
management is a critical misstep to avoid. However, many organizations strategic HR."don't understand how learning management can make the difference
between an efficient tactical process and true strategic HR. In this
paper, we will discuss five areas of talent management, demonstrate
how absence of a learning component can hold an organization back,
and show how an organization can benefit from seamlessly integrating
learning management with its talent management processes.
1 O'Leonard, Karen. 2009 Talent Management Factbook. Bersin & Associates, July 2009.2 Levensaler, Leighanne; and Laurano, Madeline. Talent Management Systems 2010, Bersin & Associates. September 2009.
| 2 |Failing to Learn Why Learning is Critical to Strategic Talent Management
Onboarding: Don't Throw New Hires into the Deep End
It's common knowledge that the first year of employment is critical to
employee retention. According to an Aberdeen Group study, 86 percent
of new hires decide within the first six months of employment whether or 3not to leave the company.
As a result, many companies are automating the completion of typical
forms and paperwork to make the entire process much less of a headache.
Automatic routing of information and pre-populating forms with relevant
new hire information creates a first impression with the onboarding
employee that they have joined an efficient, smoothly functioning
organization. It also reduces compliance risks from forms that are missing,
incomplete or inaccurately filled out.
However, the real benefits of onboarding go well beyond processing
paperwork. A strong learning component is essential to forge a lasting
relationship with a new employee and speed their time to competency
and productivity with the organization. Without learning, a new hire's
success with an organization becomes a much more "sink or swim"
proposition. As Kevin Wheeler, a consultant and thought leader in
human capital acquisition and development, points out, increasing speed
to competence and productivity must be key features of any onboarding
program. "Inexperienced employees, especially college hires, can have
long learning curves that can be significantly shortened with good upfront 4 education, he wrote." Social learning initiatives that help employees
quickly connect and collaborate in informal ways in the workplace can
greatly facilitate development.
3 2008 Onboarding Benchmark Report (Boston: Aberdeen Group), Janu... [download for more]
