Learning development a key differentiator

White Paper
26th
July 2013
Learning & Development as a key differentiator for Talent Management
Talent management describes the process through which employer anticipate
their human capital needs and set about meeting them or it is the systematic
attraction, identification, development, engagement/retention and deployment of those
individuals with high potential and who are of particular value to an organization.
Integrated talent management encompasses processes for performance
management, compensation reviews, succession management, leadership development
and recruiting. These core processes span an employee’s lifecycle — from recruiting and
on-boarding to establishing goals, from managing current performance to career
development. Learning and development is the foundation for all of these processes. As
companies focus more and more on effective talent management, training professionals
need to align their role in developing and executing an integrated talent management
strategy and this can be done by;
1. Developing competency models for talent management:
One of the key ingredients for an integrated talent management strategy is competency
management.Recruiters and staffing analysts use core competencies, common to all
employees, in their recruiting and evaluation processes. Managers must have job-level
competencies to assess an employee’s current performance, as well as his/her potential
for other roles. And finally, leadership competencies define the unique characteristics
for leadership within the organization and are used to assess and develop leaders at all
levels of the organization.
L&D professionals need to usethese competency models to build training programs and
interventions. In Lanco’s context it is its Leadership Framework LEO which acts as a
pivot around which the entire HR sub system revolves.
2. Creating demand for talent-driven learning
The second major role for L&D in an integrated talent management strategy is the
creation of strategic development programs, most of which are focused on talent-driven
learning. Too many training organizations focus — sometimes exclusively — on
performance-driven programs. Performance-driven learning is important, to be sure.
These are the programs that teach people how to use systems, adopt processes,
comply with regulations, and run the company.But such programs don’t address a
company’s strategic talent needs. Talent-driven programs are usually complex and
long-lasting. They often must be multi-tiered to encompass employees at all levels,
blended with coaching and other forms of training, and potentially continue throughout
an employee’s tenure. These leadership programmes must be is critical to business
success.

White Paper
26th
July 2013
When an organization embarks on integrated talent management, L&D must create the
career learning tracks and other development programs to support the company’s
overall talent strategy. In Lanco’s context the programmes are built at 4 different levels
based on the LEO framework. Both short term and long term interventions are also
been planned to cater to the needs of the HIPO’s and Senior Managements
development requirements.
3. Adoption of informal or on-demand learning
The third major role for training professionals in an integrated talent management
strategy is the development and support of e-learning, informal learning, and on-
demand learning programs.
In today’s world, formal training is becoming less and less important — and less cost
efficient. The broad availability of corporate portals, wikis and social networks has made
it possible for employees at any level to learn on-demand.The jobof a training
professional is to build and facilitate an informal, on-demand learning environment.
Some of the important tools you should consider include expert directories,
communities of practice, rapid e-learning (in which content developed and published by
experts), and wikis.
Informal learning content should be organized around the competencies and
development goals established as part of your company’s integrated talent
management strategy. While the talent management team will likely focus on
establishing key new career paths and capability models, L&D should be spending its
time building and promoting the informal learning systems, content and communities to
support the talents and skills required.
Basis this at Lanco a dedicated focus has been made to build a learning platform
through its LMS and Knowledge Management portals both aiming at Self learning
model.
4. Designing and supporting the career development process
One of the most immature parts of integrated talent management is the process of
development planning.This process is complex. Managers must gain a clear
understanding of the organization’s needs as well as an individual’s capabilities and
desires. Training professionals should participate in the development of this process and
help make sure tools and programs are available to make this process easier for
managers and employees.
The job of the L&D professional is to understand these development needs, build the
career paths, and work with the talent management team to make sure they are
embedded in the talent management process.
5. Coaching and supporting the talent management team

White Paper
26th
July 2013
People engaged in talent management are often given very broad responsibilities and
must create and implement processes that impact all levels of the company. The
training professionals have the skills in change management, communications, and
program design and delivery that are critical to the initiative. When the talent
management team is ready to roll out a new performance management or succession
process, they should be there to help.
For a successful talent Management Framework the impetus lies on how well the talent
development piece is integrated with the overall framework? Organizations utilize a vast
array of development methods in talent management. There is clearly a connection
between the kinds of skills being developed and the methods adopted – such as
technical versus leadership versus professional. Methods also vary according to the
stage of career development of those to whom they are applied. A useful categorization
of different approaches is the degree of formality. Some talent development approaches
rely on very formal methods while others are very informal, and this is often related to
different focuses and different stages in careers as illustrated below.
Talent Management as an Enabler for higher Productivity and smart work
Having a clear Talent management Strategy help the organization to deliver higher
productivity by;
1. Building the competence of employees;
a) Through regular L&D initiatives [Technical, Managerial, Behavioral,
Leadership & Business Capability]
b) Cross Functional Projects

White Paper
26th
July 2013
c) Action Learning Projects
d) Self-Learning
2. Making employees committed by;
a) Aligning them with the Vision: a sense of direction or purpose
b) Giving them an Opportunity: an ability to grow, develop, and learn
c) Timely Rewarding & Recognizing: a fair wage or salary for work done
d) Giving them Continuous Feedback: an ability to see the outcome or effect
of work done
e) Building a Community: peers, bosses, and leaders who build a sense of
community
f) Offering an environment of Transparent Communication: knowing what is
going on and why
3. Bringing the employees to a level where their contribution is a direct result of
their performance & commitment;
a) Inducting & Hand holding him to be part of the big picture
b) Building a career path and paving ways and means on how to achieve it
c) Developing him/her on values of the organization and build a career
development plan for his success
d) Give adequate resources [Men, Material, Machine] for him to taste success
e) Engaging employees to bring the element of fun @ work
Learning as a tool to engage and motivate employees
For any talent management framework to realize its full potential, all its elements need
to be coupled with learning [development of employees/talent] as an important sub set.
The overall Talent development process thrives on the L&D strategy of the organization.
Employee engagement and motivation can be peaked when learning opportunities;
1. Build Technical Competencies& skillset of employees thereby enriching them to
do well in their current & future roles
2. Build Leadership Competencies so that they can assume future roles of Business
Leaders & Functional Leaders
3. Enhance their intrinsic capabilities to achieve the unachievable
4. Create an edge in them vis a vis their peer groups within the organization and
outside

White Paper
26th
July 2013
Identifying Top Talent for the right assessment
Identifying potential is an essential part of talent management, and policies aimed at
developing skillsneed also to include mechanisms for talent identification and
deployment. This involves an adoption of a clearly defined Leadership Framework or a
Competency Matrix. The Identification of the talent should primarily be done through a
series of assessments crafted by keeping the organization’s leadership/ competency
framework in mind. These assessments can include;
a) 360˚ Feedbacks
b) Personality Style inventories
c) Learning Style Inventories
d) Leadership Style inventories
e) Group Discussions
f) Role Plays & Simulation
All of above should finally cull out the ―talent‖ keeping in view what the Leadership
Framework of the organization demands.

Learning development a key differentiator

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