ASTD-STADA Asia Pacific Conference (Day 2 of 3)

Kevin Oakes of i4cp on Linking Learning and Development with Talent Management

Another exciting day at the ASTD/STADA Human Capitals Conference.  Today’s blog focuses on two topics, social media and talent management.

Social Learning

Tony Bingham, president and CEO of the American Society for Training & Development (ASTD), kicked-off the day on the topic of social media and it’s role in learning and development.

  • Using the iceberg analogy, only 10% of knowledge is derived through formal learning. Yet, most of us learning professionals spend the most time here. Learning professional have to start focusing on informal learning.
  • According a Cisco study, new grads and young professionals will not accept a job if the company policy bans social media.  Moreover, one-third of prospective applicants will prioritize social freedom over salary. Value contribution not time spent.
  • In an IBM study, the rapid escalation of “complexity” is the biggest challenge for organizations.  While, creativity most important leadership competency needed.

While the social media is a hot topic it may still be too early to derive conclusive ROI.  However, we do know that this is how many of us obtain information and is fast coming the new normal for how people learn.

eLearning vs. Social Learning

Julie Clow of Google talked about leadership development in the cloud. She posed the question of how this is different between e-learning and social learning?

  • Traditional eLearning method is takes content and repackaged it for training.  In social learning, it is not about simply aggregating or creating high-cost simulations out of existing content.
  • Creating and implementing learning modules faster is better than slower.  It doesn’t have to be perfect.
  • Just as learning is an iterative process, it is perfectly OK to tweak your content along the way.
  • All social media by nature is based on user generated content.  Why not let your employees generate their own learning content?
  • Lastly, Interaction increases engagement and ownership in organizations.

Integrated Talent Management

In the session delivered by Kevin Oakes, CEO and founder of the Institute for Corporate Productivity (i4cp), led the discussion on an integrated approach to learning and development with talent management.

  • He suggests that he L&D function can be the glue that unites traditional HR silos.
  • Research have consistently shown that a highly engaged workforce hires for attitude and trains for skills.
  • For example, in the recruiting process, while the recruiting function hires talent for long-term culture fit, L&D can build integrated training plans.
  • Both L&D and recruiting teams can partner to develop long-range workforce plans.
  • Leaders like to see data about their org and comparison to competitors or industry. Putting the right data in front of organization leaders can raise the bar and value of talent management.  Difficult to do but, necessary.

Leadership Pipeline

The last session today is Building Leadership Pipeline panel super discussion.  For many, this is the reason we are all here at this conference.

  • David Chin is HR Head-Neptune Orient Lines (NOL).  His company facilitates world trade and he manages talent that is truly globally dispersed.  Chin reminded us that he can’t simply walk down the hall to identify HiPo’s.
    • Moreover, most of his employee base are not on a ships.
    • His employees need to be skilled with data analysis and planning.  NOL must be able to track each metal box (the containers), what is inside it, and where it is headed.
  • Mohana Mohariff is General Manager of the Leadership and Talent Management group at Telecom Malaysia.  Her business transformed from fixed wired-lines to mobile wireless and is now borderless. For her, managing talent has changed.
    • She used an illustration where employees are beginning to understand that one has to be a talent before getting promoted.
    • Now, her task is to educate managers how to identify talent and, not just for the sake of getting team members promoted.
  • Victor Magdaraog is VP at DDI Philippines.  He suggests that the key to value creation is knowledge and talent.
    • Thus, talent management in of itself should not follow a strategy.  But, talent is your strategy.  You can either acquire, development or retain your most talent people.  Without talent, you don’t have a strategy.
    • Leadership is also not a democracy. Only a select few can become your organization leaders.  However, leaders cannot work without strong followers.  Thus, an organization cannot simply focus on just its HiPo’s but also the core group for development.

Thus, today’s focus is about creating environment where talent can thrive in an organization.  We know that organizations who want a highly engaged workforce cannot work in silo HR functions.

Creating cross-collaboration work environments will help its players and as a team excel.  Social learning are best approaches to maximize cross-functional and global learning opportunities.

I’m looking forward to the third and final day of conference tomorrow. Continue to watch out for live tweets at #asap2011

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