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One of the most important trends in corporate learning and development today is the integration of learning with talent management.
Integrated talent management encompasses processes for performance management, compensation reviews, succession management, leadership development and recruiting.
As our “High-Impact Talent Management” framework shows, learning and development is the foundation for all of these processes. One of the key ingredients for an integrated talent management strategy is competency management.  As Fig. L&D professionals usually have a deep understanding of the core competencies that make a company work. 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.
In most companies we’ve analyzed, leadership development is highest priority for talent-driven learning.
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. 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. For example, consider what must happen when a company starts refining its performance management and appraisal processes. Your job as a training professional is to build and facilitate an informal, on-demand learning environment. Informal learning content should be organized around the competencies and development goals established as part of your company’s integrated talent management strategy. One of the most immature parts of integrated talent management is the process of development planning. For example, at British American Tobacco, a very successful global marketing company with a wide range of consumer products, the training organization developed an integrated career development program for marketing managers. Data shows that organizations which develop people at the manager or business unit level have far greater outcomes than those which leave career development up to the employee.
People engaged in talent management are often given very broad responsibilities and must create and implement processes that impact all levels of the company.

These must be reviewed in conjunction with other organisational influences, such as the structure of the organisation, competency frameworks that may already exist, change management or business improvements happening within the business.
23 March 2016 01:03PMWe've got Cloud appeal - a ready to go fully mobile self service system designed for speedy training projects. Over the past few months I have revealed a number of advanced marketing strategies to business owners.
If you are interested in any of the offers mentioned in the training please email me first to make sure there are spots available. In our 2008 research into high-impact learning organizations, we found that more than 45 percent of learning executives rate integration with talent management as one of their top training strategies. These core processes span an employee’s lifecycle — from recruiting and on-boarding to establishing goals, from managing current performance to career development. As companies focus more and more on effective talent management, training professionals need to understand their role in developing and executing an integrated talent management strategy. Most likely, you have the background in organizational development to build competency models, and you likely have experience using competency models to build training programs and interventions. In order to accomplish such a goal, it’s imperative to teach managers how to coach employees, how to evaluate and assess people, and how to help employees develop skills and capabilities. In today’s world, formal training is becoming less and less important — and less cost efficient.
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. While the talent management team will likely focus on establishing key new career paths and capability models, you should be spending your time building and promoting the informal learning systems, content and communities to support the talents and skills required.
Managers must gain a clear understanding of the organization’s needs as well as an individual’s capabilities and desires.
This program takes young marketing trainees and develops them into senior marketing managers over a three-year period.
The “manage your own career” model works only in fast-growing companies where opportunities abound. You, as a training professional, have the skills in change management, communications, and program design and delivery that are critical to the initiative.
But learning organizations that can successfully support talent initiatives and even assume leadership in related projects will position themselves — and their companies — for the future.

By setting out a training strategy its possible to develop a workable plan for core, and niche competencies for today and beyond. Recruiters and staffing analysts use core competencies, common to all employees, in their recruiting and evaluation processes.
These are the programs that teach people how to use systems, adopt processes, comply with regulations, and run the company. 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.
The broad availability of corporate portals, wikis and social networks has made it possible for employees at any level to learn on-demand.
4 shows, development planning is the merger between an individual’s career goals and an organization’s business goals. 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. When the talent management team is ready to roll out a new performance management or succession process, you should be there to help. To give your plan a real chance of success you must align your strategy to the organisation's business goals, and objectives. They are transforming their organizations to move into new products and services and they need people to develop along specific career paths. If you can use your skills and expertise in e-learning and training to help these programs succeed, you will be playing a vital role in your organization. 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. Your job as an 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.

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