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1、 BUILDING ATALENT DEVELOPMENTSTRUCTUREWITHOUT BORDERSTalent Development Defined 2015 by ASTD DBA Association for Talent Development(ATD).All rights reserved.No part of this publication may be reproduced,distributed,or transmitted in any form or by any means,including photocopying,recording,or other
2、electronic or mechanical methods,without the prior written permission of the publisher,except in the case of brief quotations embodied in critical reviews and certain other noncommercial uses permitted by copyright law.For permission requests,write to ATD Research,1640 King Street,Alexandria,VA 2231
3、4.ORDERING INFORMATION Research reports published by ATD can be purchased by visiting ATDs website at www.td.org/research or by calling 800.628.2783 or 703.683.8100.ATD Product Code:791504-WPe-ISBN:978-1-60728-299-0Publication Date:November 2015ATD EDITORIAL STAFF Former Director,ATD Research:Laurie
4、 MillerAssociate Editor,ATD Press:Melissa Jones Research Manager:Maria HoFormer Research Specialist:David Frankel Cover and Interior Design:Bey BelloProduction Manager:Dara Friel01 BUILDING A TALENT DEVELOPMENT STRUCTURE WITHOUT BORDERS02 FOREWORD 03 EXECUTIVE SUMMARY 06 INTRODUCTION08 SECTION 1:Tal
5、ent Development Functions10 SECTION 2:Context for Talent Development14 SECTION 3:Industry Insights16 SECTION 4:Building Successful Talent Development in Global Organizations 19 CONCLUSION AND RECOMMENDATIONS 20 ACKNOWLEDGMENTS 21 REFERENCES 22 ABOUT THE AUTHORS AND CONTRIBUTORS 24 ABOUT THE RESEARCH
6、CONTENTSCONTENTS 0102 BUILDING A TALENT DEVELOPMENT STRUCTURE WITHOUT BORDERSFOREWORDWe are delighted to share the findings of this research with members of ATD and the broader global talent development community.We want to emphasize the key points of the research to answer the always-important ques
7、tions in all research“so what?”“then what?”“now what?”as well as shed new light on the studys findings.The talent development field has been undergoing a transformation for some time,as the results of this whitepaper illustrate.Today the profession has become more expansive to meet the needs of orga
8、nizations addressing complex and fast-paced problems.Depicting the components of the field as a puzzle is appropriate because it reflects the industrys ability to meet the needs of people doing many kinds of work in a variety of settings.Gone are the days when workers were herded into classrooms and
9、 given one-size-fits-all training.In todays organizations,that is no longer enough because:Work and organizational needs change too rapidly.Work may be carried out by many kinds of individuals(temporary workers,vendors,consultants,full-time employees,and even customers,suppliers,or distributors).Wor
10、kers are not always long-term.Work can be performed anywhere in the world.The value of communicating“old”knowledge must be weighed against the benefits of innovating and providing more practical and actionable knowledge.This research highlights one of the most significant evolutions in talent develo
11、pment:The focus on effectively developing the individuals who are most important to the strategic success of organizations,both in the United States and globally.Although many academic and practitioner papers have attempted to define talent development,the viewpoints do not coalesce.Our aim in being
12、 part of this research is to bridge the scholarly literature from the talent development field with a practitioners viewpoint and experience.We hope you enjoy the report.William J.Rothwell Aileen Zaballero Angela L.M.Stopper State College,PA Atlanta,GA Davis,CA03 BUILDING A TALENT DEVELOPMENT STRUCT
13、URE WITHOUT BORDERSEXECUTIVE SUMMARYPeter Drucker warned us:The shift to a knowledge society,in which brains would be more important than brawn,would transform the workplace.In his 1959 book,Landmarks of Tomorrow,the eminent management guru first described the rise of“knowledge work.”He became convi
14、nced that knowledge was a more crucial economic resource than land,labor,or financial assets.A few years before his death in 2005,he stated that increasing the productivity of knowledge workers was“the most important contribution management needs to make in the 21st century.”As he and others predict
15、ed,the Knowledge Era transformed the nature of work,the competencies required to be good at it,andimportantly for our professionhow that skill and knowledge would be developed.It was the Knowledge Era that made talent the engine of business.And it was the Knowledge Era that transformed how that tale
16、nt would be developed.In todays knowledge economy,organizations need to build talent development structures that support the unique competency needs of their businesses.Recognizing the challenge this poses,the Association for Talent Development(ATD)and Rothwell&Associates(R&A)partnered to understand
17、 how organizations are structuring and aligning talent development.The purpose of this research is to describe the functions of talent development that organizations can use to build their own individualized talent development structures.Building a Talent Development StructureAll organizations share
18、 a common goal of building a talent development structure that supports their unique competency needs.In Building a Talent Development Structure Without Borders(hereafter,the Study),ATD asked respondents to rate the centrality of each of 39 functions,based on ATDs Competency Study,to their talent de
19、velopment structures.These data were used to create a graphic that depicted the relationship of the 39 functions in a broad framework.The ATD talent development framework is intended to be a guide that allows organizations to rearrange,remove,and add functions to fit their needs.The Study identified
20、 15 functions as primary for a talent development structure:change management,coaching,compliance,employee engagement,evaluating learning impact,executive development,instructional design,leadership development,learning technologies,managing learning programs,needs assessment,onboarding,performance
21、improvement,performance management,and training delivery.While the remaining 24 functions are secondary,because of the fluidity of talent development,these may be primary for some organizations,based on their industry or unique needs.03 GLOBAL TRENDS IN TALENT DEVELOPMENTEXECUTIVE SUMMARY 0304 BUILD
22、ING A TALENT DEVELOPMENT STRUCTURE WITHOUT BORDERSChallenges in Talent DevelopmentAs organizations build their talent development structures,they must understand the challenges they face so they can prepare employees with the capability to meet them.The Study found that many talent development struc
23、tures have similar challenges,including aligning learning and business goals,measuring the impact of learning,and addressing skills gaps and talent shortages.In addition,organizations operating in more than one geographic region may have additional challenges posed by such factors as time zones,lega
24、l issues,and disparate work cultures.The Study found that the strongest concerns at the organizational level were building a corporate strategy that is adaptive enough for a borderless,refocused world;building cultural awareness;eliminating cultural bias;and encouraging a global mindset.Respondents
25、agreed that the top two challenges at the employee level are communication style issues and understanding cultural norms.Trends in Talent DevelopmentAs organizations determine the functions of their talent development structures,trends facing the profession should be considered.Talent development pr
26、ofessionals must monitor trends in the industry to assess the relevance and impact they will have on their organizations.The Study identified the top trends that will affect talent development between 2015 and 2020:an innovative workforce,flexible organizations able to adapt to the rapidly changing
27、world,changes in the skills needed to be successful in the workplace of tomorrow,employees demanding more of their employers,and an increase in the strategic roles held by those responsible for talent development.Industry InsightsThe Study interviewed 31 industry thought leaders from global organiza
28、tions in Asia,Europe,Latin America,the Middle East,and the United States.These leaders provided valuable insight into how some of these industry trends may affect organizations and their talent development structures.Top responses included increasing the use of technology,ensuring organizations have
29、 a strong talent pipeline,positioning talent development professionals as more strategic business partners,building a global workforce that can solve problems and innovate,and developing partnerships that drive value.05 BUILDING A TALENT DEVELOPMENT STRUCTURE WITHOUT BORDERSA Higher Level for Talent
30、 DevelopmentTalent development is an evolving discipline influenced by such factors as changes in the world economy,innovation in learning technology,and the competencies needed by future workers.These changes in the world business environment have laid bare the interconnectedness of many practicesn
31、ot just trainingthat contribute to an organizations ability to find,develop,keep,and inspire the talent needed to achieve goals and implement strategies quickly.Practices such as recruiting,onboarding,leadership development,performance management,and succession planning are now part of the mix,as ar
32、e efforts to change corporate cultures,engage employees,and foster innovation.These factors,in turn,have raised the collective set of talent development practices to a higher functional level in organizations,and to the creation of senior executive positions with the responsibility for leading and i
33、ntegrating it all.EXECUTIVE SUMMARY 0506 BUILDING A TALENT DEVELOPMENT STRUCTURE WITHOUT BORDERSINTRODUCTIONWe have to think differently about how we train people.Its not about converging on the right answer;its about divergent thinking,problem solving,how we teach people to do that,and how we creat
34、e organizations that foster this.Julie Clow,senior vice president,global head of people development,ChanelTalent development professionals build the knowledge,skills,and abilities of others and help them develop and achieve their potential so that the organizations they work for can succeed.In today
35、s knowledge economy,organizations need talent development functions that can support the unique competency needs of their businesses.To better understand how organizations are structuring and aligning talent development,ATD and R&A partnered to identify the areas organizations most often use to buil
36、d a talent development structure for meeting current and future competency needs in a world in which talent has become the engine of business.MethodologyWith the help of Rothwell&Associates,ATD collected quantitative and qualitative data from more than 1,500 talent development professionals.Data col
37、lection methods included two online surveys,in-depth interviews,and discussions with ATD Forum members and attendees at the 2015 ATD International Conference&Exposition(ATD 2015).Contributing researchers from Rothwell&Associates interviewed 31 industry thought leaders from Asia,Europe,Latin America,
38、the Middle East,and the United States.Data gathered in those interviews led to the creation of the first survey,which received more than 1,000 responses providing insight into what challenges are most relevant to organization leaders,employees,and people working in talent development.To determine th
39、e primary functions of talent development in a broad spectrum of organizations,the Study collected responses from 307 managers,directors,and executives working in the field.The respondents rated 39 functions,which were based on the ATD Competency Study and input from the ATD Forum,on the centrality
40、of each to their talent development structures.Together,the data in this Study provide insight to industry professionals and senior leaders who are building talent development structures for their organizations.Key Findings The 15 functions that the majority of professionals identified as primary fo
41、r a talent development structure are change management,coaching,compliance,employee engagement,evaluating learning impact,executive development,instructional design,leadership development,learning technologies,managing learning programs,needs assessment,onboarding,performance improvement,performance
42、 management,and training delivery.There are many impacts of a successful talent development structure:for the organizationensures a sound talent pipeline that includes effective succession,placement,and retention of key talent for the employeecreates empowered and engaged employees for the talent de
43、velopment departmentsupports strategies for building the knowledge,skills,and abilities of the workforce.The top trends expected to influence talent development between 2015 and 2020 include:an innovative workforce flexible organizations able to adapt to a rapidly changing world changes in the skill
44、s needed to be successful in the workplace of tomorrow employees demanding more of their employers an increase in the strategic roles held by those responsible for talent development.INTRODUCTION 0708 BUILDING A TALENT DEVELOPMENT STRUCTURE WITHOUT BORDERSSection 1Talent Development FunctionsIn orga
45、nizations,the goal of talent development is to improve the performance of the workforce and to inspire them.Effectively developing talent creates a workforce whose performance is higher than ever before seen.Walter McFarland,founder,Windmill Human PerformanceBuilding a Talent Development StructureWh
46、ether organizations operate locally or globally,they share a common goal of building talent development structures that support their unique competency needs.Many talent development thought leaders noted that describing talent development is complex.At an ATD 2015 session on how organizations are bu
47、ilding their talent development functions,one attendee said,“I need to define talent development in my organization.It is not as clear as I thought it was.”Identifying the Primary Functions of Talent DevelopmentTo determine the primary functions of talent development in a broad spectrum of organizat
48、ions,the Study asked respondents to rate centrality of each of 39 functions,which were based on the ATD Competency Study and input from the ATD Forum,to their talent development structures.Using these data,ATD created a graphic depicting the relationship of the 39 functions in a broad general framew
49、ork(Figure 1).The functions are arranged into two categories based on how central they are to a talent development structure,according to the data.The 15 red functions in the center of the image reflect those identified by the majority of respondents to be primary for a talent development structure.
50、They are change management,coaching,compliance,employee engagement,evaluating learning impact,executive development,instructional design,leadership development,learning technologies,managing learning programs,needs assessment,onboarding,performance improvement,performance management,and training del
51、ivery.While the reamining 24 functions are secondary,because of the fluidity of talent development,these may be primary for some organizations,based on their industry or unique needs.The ATD talent development framework is intended to be a guide that allows organizations to rearrange,remove,and add
52、functions to fit their needs.For example,an organization that does not need to conduct compliance training would not have that function in its structure,while a company whose success depends heavily on sales might place sales enablement in the center of its talent development structure.Some firms al
53、so may need to add functions beyond the common 39 to include those unique to their organization or industry.09 GLOBAL TRENDS IN TALENT DEVELOPMENTFIGURE 1:FUNCTIONS OF A TALENT DEVELOPMENT STRUCTUREPrimary functionsSecondary functions2015 by the Association for Talent Development(ATD).All Rights Res
54、erved.For use by permission only.SECTION 1:Talent Development Functions 0910 BUILDING A TALENT DEVELOPMENT STRUCTURE WITHOUT BORDERSSection 2Context for Talent DevelopmentIf we are going to create an agile workforce,the good news for talent development professionals is that it makes what we do more
55、important.Executive at a global risk management and insurance providerTalent development is evolving in sync with factors such as changes in the world economy,technologys influence on learning and communication,and the increasingly rapid pace of change everywhere.As such,it varies from one workplace
56、 to the next,one industry to the next,and one culture to the next.To understand the critical practices that make up the profession as it evolves,it is important to review the challenges and trends that affect it.Understanding the context for contemporary talent development can help professionals pre
57、pare employees with the knowledge,skills,and abilities they will need to meet particular challenges.The survey data indicate that many talent development structures face similar challenges,including aligning learning and business goals,measuring the impact of learning,and addressing skills shortages
58、 and talent gaps.These three challenges are faced by 90 percent of respondents today(Figure 2).Additional challenges include the need to be innovative,manage change,and keep pace with learning technologies.These were also challenges executives mentioned in the personal interviews.An executive at a g
59、lobal risk management and insurance provider said of preparing for the future,“I think it is about how we frame development.If we are going to create an agile workforce,the good news for talent development professionals is that it makes what we do more important.And anytime there is change,somebody
60、is going to have to go through the process of that change,and learning something new is almost always part of that.”11 BUILDING A TALENT DEVELOPMENT STRUCTURE WITHOUT BORDERSChallenges Facing Global OrganizationsOrganizations operating in more than one geographic region may face challenges posed by
61、such factors as time zones,legal issues,and disparate work cultures.The interviews conducted for this Study reveal how widely critical competencies for success vary from culture to culture.Compare,for example,the leadership competencies in an individualistic culture with those in a collectivist cult
62、ure.Attitudes toward authority,the roles of women,views about customers,and the pace of work are just a few of the factors complicating the picture for global organizations.Language differencesonce thought to be a major challenge in a global organizationnow seem quite manageable compared with cultur
63、al and social factors governing work.ATD and R&A posed an additional question to professionals working in global or multicultural organizations.The strongest concerns at the organizational level,as noted by 79 percent of respondents,are building a corporate strategy that is adaptive enough for a bor
64、derless,refocused world,as well as building cultural awareness,eliminating cultural bias,and encouraging a global mindset(Figure 3).FIGURE 2:TALENT DEVELOPMENT CHALLENGES FACING ORGANIZATIONSIndicate to what degree you believe that the following are a relevant challenge for organizational talent dev
65、elopment needs today.Addressing skills shortagesand talent gapsMeasuring the impact of learningAligning learning and business goalsChange managementKeeping pace with learning technologyGlobal growthCost control60%53%46%44%42%38%27%28%35%41%Being innovative47%34%37%39%C-level support for learning43%3
66、2%34%33%Strongly agreeAgreeSECTION 2:Context for Talent Development 1112 BUILDING A TALENT DEVELOPMENT STRUCTURE WITHOUT BORDERSTrends Affecting Talent DevelopmentAs organizations continue to evolve and rearrange their talent development structures,business and workforce trends are factors in helpin
67、g to shape those structures.Talent development professionals are monitoring trends to assess their relevance and the influence they will have on their organizations.They expect to see many of todays trends continue into the future.While certainly not an exhaustive list of every trend affecting organ
68、izations or talent development structures,respondents were asked how likely they believed 15 specific trends would affect talent development between 2015 and 2020(Figure 4).The top trends were:an innovative workforce flexible organizations to adapt to the rapidly changing world changes in the skills
69、 needed to be successful in the workplace of tomorrow employees demanding more of their employers an increase in the strategic roles held by those responsible for talent development.FIGURE 3:CHALLENGES FACING GLOBAL ORGANIZATIONSIndicate to what degree you believe that the following are a relevant c
70、hallenge for global organizational talent development needs today.Cultural business norms that cause misunderstandings,such as speed of work,workday hours,dependability,role and title alignment,and output expectationsBuilding cultural awareness,eliminating cultural bias,and encouraging a global mind
71、setCost controlBridging local and global needsTime zone challenges37%33%27%27%16%43%Building corporate strategy that is adaptive enoughfor a borderless,refocused world38%41%42%48%44%Legal and regulatory issues35%34%32%Strongly agreeAgree13 BUILDING A TALENT DEVELOPMENT STRUCTURE WITHOUT BORDERSFIGUR
72、E 4:TRENDS MOST LIKELY TO AFFECT TALENT DEVELOPMENTHow much do you agree or disagree that the following are relevant trends that will impact global talent development in the next five years?Changes in the skills needed to be successful in theworkplace of tomorrow(such as,social learning skills)More
73、flexible organizations to adapt to the rapidlychanging worldAn increase in the strategic responsibility held by thoseresponsible for talent developmentThe need for more focused,functional training42%41%39%31%46%Need for an innovative workforce48%38%43%42%Employees demanding more of their employers,f
74、rommore on-the-job and social learning opportunities,compensation packages,and just-in-time learning anddevelopment opportunities40%40%43%The importance of a corporate brand reputation32%42%World economic interdependence,in which the social andeconomic crises,emerging markets,and low-cost areasof pr
75、oduction impact global talent developmentBig data being used more proactively in global talentdevelopment initiativesIncreased importance of global corporations having alocal focus on their non-native markets(compensationpackages,cross-cultural understanding,impact)The democratization of learning be
76、cause of free orlow-cost training solutionsCompany and education provider partnerships25%21%21%20%18%44%47%45%High turnover rate24%39%43%35%Local government regulation will play an increasinglyimpactful role in corporate operations17%35%Neuroscience being incorporated into global talentdevelopment p
77、rograms18%33%Strongly agreeAgreeSECTION 2:Context for Talent Development 1314 BUILDING A TALENT DEVELOPMENT STRUCTURE WITHOUT BORDERSSection 3Industry InsightsI think the best leaders are going to play the strengths.They are going to look at what strengths each generation brings to the workforce and
78、 what strengths exist in the workforce that is retiring,and try to play around those as opposed to trying to fit a round peg in a square hole.VP of a community-based voluntary health organizationWhen asked how these industry trends may affect organizations and their talent development structures,the
79、 31 industry thought leaders from global organizations in Asia,Europe,Latin America,the Middle East,and the United States interviewed for this Study provided some valuable insights.The following section outlines their top responses.Insight 1:Technology on the RiseOrganizations have been using techno
80、logy for several decades as an efficient and effective way to deliver learning to the workforce,particularly when individuals or teams are in various locations across multiple time zones.Increasingly,companies are delivering content to learners on mobile devices,through games,or on platforms that he
81、lp learners consume content in an engaging and memorable way.Blending delivery methods for learning continues to be a focus for many talent development functions.Insight 2:Building a Strong Talent PipelineSkills shortages in the existing workforce combined with the pending retirement of leaders and
82、managers continue to impact organizations talent pipelines.These realities are compounded by demographic changes,with an increasing number of Millennials coming into the workforce and global organizations managing dispersed talent all over the world.Organizations must continue to build a solid emplo
83、yment brand to attract a strong pipeline of knowledgeable and skilled employees.15 BUILDING A TALENT DEVELOPMENT STRUCTURE WITHOUT BORDERSInsight 3:Talent Development Professionals as Strategic Business PartnersAs shown in Figure 1,talent development professionals are responsible for a portfolio of
84、functions across the breadth of the field.From instructional design to training delivery,change management,coaching,learning technologies,and 34 additional functions,individuals who lead and manage talent development are increasingly becoming trusted and relied upon as strategic business partners wh
85、o help improve performance and achieve impact for the organizations they serve.Insight 4:Building a Global Workforce That Can Solve Problems and InnovateAs organizations continue to grow and expand their global footprint,senior leaders require their workforces to be knowledgeable and skilled,and to
86、understand how to address problems with creative solutions.This continues to be top of mind for CEOs:In IBMs 2012 study,Leading Through Connections,more than half of the surveyed CEOs and senior leaders in the private and public sectors saw human capital,customer relationships,and innovation as key
87、sources of sustained economic value.Insight 5:Developing Partnerships That Drive ValueOne of the three imperatives that the CEOs and senior leaders noted as essential for creating greater economic value and outperforming their peers was the notion of“amplifying innovation with partnerships.”In Leadi
88、ng Through Connections,IBM noted:“Confronted with growing complexity and competition,organizations have found it nearly impossible to succeed by executing entirely on their own.In fact,only 4 percent of CEOs plan to do everything in house;two-thirds of the CEOs interviewed intend to partner extensiv
89、ely.But the majority of CEOs want relationships that do more than improve operations.They are looking for ways to anticipateor createdisruptive innovation.They want partnerships that provide a differentiating strategy,giving them the edge they need to derive revenue from new sources,even upset entir
90、e industries.”SECTION 3:Industry Insights 1516 BUILDING A TALENT DEVELOPMENT STRUCTURE WITHOUT BORDERSSection 4Building Successful Talent Development in Global OrganizationsThe purpose of talent development is to help people improve performance and effectiveness in their current roles and also to he
91、lp them prepare for and transition into future roles.Steve King,vice president,talent and leadership effectiveness,Allstate Insurance CompanyEach organizations talent development structure will have its own purposes supported by particular components.One size will never fit all.But the Study has ide
92、ntified beneficial components of talent development specifically for global organizationsthose operating in more than one country,region,or industry,and therefore having some unique needs.More than half of the respondents strongly agreed that an essential element of a sound talent development progra
93、m for a global organization is a talent pipeline with succession,placement,and retention of key talent(Figure 5).Respondents also agreed that aligning strategic plans with work planning and workforce planning and identifying talent strengths and areas for improvement were important elements of talen
94、t development programs.To benefit employees,according to survey respondents,talent development programs should support employee empowerment and objective measures of performance(Figure 6).More than half of respondents strongly agree that creating empowered and engaged employees and clarifying the co
95、mpetencies and behaviors needed for success are components of talent development programs that benefit employees.17 BUILDING A TALENT DEVELOPMENT STRUCTURE WITHOUT BORDERSThe top two global challenges at the employee level are communication style issues and understanding cultural norms.As an executi
96、ve working for the Flame Centre in Singapore said,“We need to develop leaders who are globally able to sense the situation but,at the local level,are able to adapt very quickly to survive and thrive.”FIGURE 5:DESIRABLE TALENT DEVELOPMENT COMPONENTS FOR GLOBAL ORGANIZATIONSWhat are the desirable comp
97、onents of a global talent development program or effort for organizational needs?Identify talent strengths and improvement areas forthe organization globallyAlign organizational strategic plans with work planningand workforce planningEnsure a sound talent pipeline which includes effectivesuccession,
98、placement,and retention of key talentCreate global talent who can function globallyas well as locallyBuild a common language throughout the organizationto allow for global communicationCreate geographically dispersed talentwith shared experiencesBuild global competency by creating consistency inskil
99、ls that are global in nature56%47%45%39%38%34%22%31%36%39%41%44%44%42%Strongly agreeAgreeFIGURE 6:TALENT DEVELOPMENT STRUCTURES THAT BENEFIT EMPLOYEESWhat are the desirable components of a global talent development program or effort for the employees needs?Assess individuals compared to objectively
100、measuredcompetencies and behaviorsClarify the competencies and behaviors neededfor global successCreate empowered and engaged employeesAssess individuals compared to objectively measuredwork standardsBuild awareness of cultural diversity and broadennarrow viewpoints held by employeesEnsure that empl
101、oyees have culturally diversework experiences57%51%46%39%33%26%31%35%36%41%43%40%Strongly agreeAgreePresented with nine features of a talent development structure,survey respondents rated the degree to which those features would most benefit talent development(Figure 7).The top three concerned goals
102、,delivery methods,and measurable results.Evaluating the results and impact of talent development efforts ranked first among the features needed by a successful talent development structure.Establishing informal learning and formal learning programs were the second and third most desirable components
103、,respectively,reflecting the growing importance that talent development professionals place on informal learning methods.SECTION 4:Building Successful Talent Development in Global Organizations 1718 BUILDING A TALENT DEVELOPMENT STRUCTURE WITHOUT BORDERSThe variety of success factors thought to bene
104、fit organizations,employees,and talent development functions supports the conclusion that a one-size talent development strategy does not fit every organization or meet every need.FIGURE 7:BENEFITS OF A SUCCESSFUL TALENT DEVELOPMENT STRUCTUREWhat are the desirable components of a global talent devel
105、opment program?Establish strategies for global talent development toinclude formal learning(such as,training)Establish strategies for global talent development toinclude informal learning(such as,on-the-job work to build skills)Evaluate results and impacts of the program or effortContinuously improv
106、e global talent developmentby addressing unfolding trendsEstablish measurable goals for global talent developmentEstablish strategies for global talent development toinclude social learning(such as,learning from colleagues)51%50%48%47%46%42%36%39%38%40%38%40%Establish roles for global talent develop
107、mentEstablish accountabilites for global talent developmentEmbed cross-cultural sensitivity and competencein all learning initiatives38%35%34%45%47%40%Strongly agreeAgree19 BUILDING A TALENT DEVELOPMENT STRUCTURE WITHOUT BORDERSCONCLUSION AND RECOMMENDATIONSATDs talent development framework,comprisi
108、ng 39 functions and the supporting research and expert opinions reported here,is meant to help guide talent development professionals in building structures that best support their organizations particular needs and strategies.The following are recommended actions based on the data and expert opinio
109、ns:Review and understand the business and workforce challenges facing your organization,industry,or geographic sector.Determine which trends in talent development may affect your operations over the next five years.Articulate how a successful talent development structure can benefit the organization
110、,employees,and the talent development department where you work.What results or outcomes would be best for each group?Using the ATD talent development framework as a guide,build your organizations talent development structure by determining which functions are core to your talent development structu
111、re and which are less critical.Organizations facing rapid change and the need for agile employees who are empowered to innovate are building new or improved talent development structures.This research by ATD and R&A shows a wide variety of approaches to this task among organizations around the globe
112、.Many talent development leaders are embarking on the journey to build a talent development structure customized to suit their unique strategies and the competencies to realize them.The data provided here will be a mile marker along the path to the next iteration of the Knowledge Era that Peter Druc
113、ker so presciently described.CONCLUSION AND RECOMMENDATIONS 1920 BUILDING A TALENT DEVELOPMENT STRUCTURE WITHOUT BORDERSACKNOWLEDGMENTSATD and R&A gratefully acknowledge the contributions of time and professional insights from the following:Christina Barss,Former Associate Director of Cleveland Clin
114、ic Academy,Cleveland Clinic Lulwa Bukhadhour,Executive Manager-Talent Management,Gulf Bank Julie Clow,SVP,Global Head of People Development,Chanel Kimberly McAdams Currier,Former Vice President,Talent Development,American Cancer Society Jenny Dearborn,SVP,Chief Learning Officer,SAP Andrew Foster,Sen
115、ior VP,Chief Learning and Development Officer,Solvay S.A.Othman Haddi,Chief HR Officer,Binladin Holding Mark Heinlein,Global Director,Learning and Development,Lenovo Steve King,Vice President,Talent&Leadership Effectiveness,Allstate Kimo Kippen,Chief Learning Officer,Hilton Worldwide Kang Yam Lee,Ch
116、ief Learning Curator,Flame Centre Pte,Ltd Gustavo Mananares Leme,Head of Human Resources,Grupo Supricel Lillina Li,Associate Director,Global Talent Development,John Deere Deb Maddigan,Asia Pacific Director of Human Resources,NTT Com Security(Singapore)Pte,Ltd Michael Malefakis,Dean of Executive Educ
117、ation Programs,Columbia University Ann Mankkas,Vice President of Human Resources,United Way of Metropolitan Chicago Walter McFarland,Founder,Windmill Human Performance Andrew McGregor,Group Talent Development Director,The Dairy Farm Group Liliya(Abrarova)Nadezhdina,Head of Talent Management,Ferronor
118、dic Machines,LLC Kevin Oakes,Chief Executive Officer,Institute for Corporate Productivity(i4cp)Aaron Olson,VP,Global Talent Management,Aon21 BUILDING A TALENT DEVELOPMENT STRUCTURE WITHOUT BORDERS Luciana Paganato,HR Leadership&Development Director,Unilever Latin America Asiya Shervani,Chief People
119、Officer,People Combine Group Greg Smith,Managing Director and Global Head of Best Practices,Bank of New York Mellon Martha Soehren,SVP and Chief Talent Development Officer,Comcast Hamza Taqi,Founder and CEO,Knowledge Consulting Center Anne Eadie Tice,Director of Talent and Development,ARC Internatio
120、nal Yulia“Julia”Us,Country Talent Development Leader,3M Company Stefaan van Hooydonk,Dean at Philips Lighting University and Sales/Marketing Academy,Philips Lighting Lorraine Vaun-Davis,Programme Director,Executive Education,London Business School Jeanette K.Winters,TalentDoc,Winters Advisory GroupT
121、he ATD Forum is a consortium for senior training and learning practitioners and their organizations to connect and collaborate in a confidential environment.Member organizations share evidence-based and proven ideas to rapidly improve organizational capability in an experiential environment.REFERENC
122、ESDrucker,P.F.1959.The Landmarks of Tomorrow.New York:Harper&Row.IBM.2012.Leading Through Connections.Somers,NY:IBM Global Business Services.Rothwell,W.J.,J.Arneson,J.Naughton.2013.ASTD Competency Study:The Training&Development Profession Redefined.Alexandria,VA:ASTD Press.REFERENCES 2122 BUILDING A
123、 TALENT DEVELOPMENT STRUCTURE WITHOUT BORDERSABOUT THE AUTHORS AND CONTRIBUTORSLaurie Miller is the former director of ATD research services and served as an author and editor for this report.Jennifer Homer is the vice president,communications and career development for ATD and served as an editor f
124、or this report.Contact information:703.683.8123 or jennifertd.org.Pat Galagan is the executive editor for ATD and served as an editor for this report.Contact information:703.683.8133 or pgalagantd.org.Wei Wang is the director of international relations for ATD and served as an editor for this report
125、.Contact information:703.683.9599 or wwangtd.org.Maria Ho is the research manager for ATD and served as an editor for this report.Contact information:703.683.8185 or mhotd.org.Melissa Jones is an associate editor for ATD Press and served as an editor for this report.She edits and manages the product
126、ion process for ATD research reports.Contact information:703.838.5852 or mjonestd.org.The Association for Talent Development(ATD),formerly known as ASTD,is the worlds largest association dedicated to those who develop talent in organizations.ATDs members come from more than 120 countries and work in
127、 public and private organizations in every industry sector.For more information,visit www.td.org.23 BUILDING A TALENT DEVELOPMENT STRUCTURE WITHOUT BORDERSABOUT THE AUTHORS AND CONTRIBUTORS 23Rothwell&Associates,LLC(R&A)is an independent consulting firm that specializes in succession planning,talent
128、 management,workforce planning,performance consulting,and competency modeling.Programs are customized to address the specific needs of the client and provide a starting point to help decision-makers and HR practitioners make the appropriate steps to establish an effective talent strategy.R&A incorpo
129、rates sound and rigorous research methodologies to access an organizations capabilities in order to provide innovative and practical solutions that aim to accelerate the potential of an organizations talent pool and optimize the performance of its people.To learn more about R&A,please visit www.Roth
130、wellAndA.William J.Rothwell,PhD,SPHR,CPLP Fellow,is president of Rothwell&Associates and professor of workforce education and development on the University Park campus of the Pennsylvania State University.As a professor,he heads up a top-ranked program in learning and performance;as a consultant,he
131、travels the world presenting on his more than 90 published books.His recent books include Effective Succession Planning,5th ed.(Amacom,2015);Practicing Organization Development,4th ed.(Wiley,2015);The Leaders Daily Role in Talent Management(McGraw-Hill,2015);Beyond Training and Development,3rd ed.(H
132、RD Press,2015);Career Planning and Succession Management,2nd ed.(Praeger,2015);The Competency Toolkit,2nd Ed.(HRD Press,2014);Organization Development Fundamentals:Managing Strategic Change(ATD Press,2015);Creating Engaged Employees:Its Worth the Investment(ASTD Press,2014);and ASTD Competency Study
133、:The Training and Development Profession Redefined(ASTD Press,2013).In 2015 R&A also issued a whitepaper with ATD and IACET entitled Skills,Trends,and Challenges in Instructional Design.Rothwell served as the research advisor and co-author for this project.Contact information:wjr9psu.edu.Aileen Zaba
134、llero,MS,CPLP,is a senior partner of Rothwell&Associates and a dual-title PhD candidate in workforce education and development and comparative international education at the Pennsylvania State University.She has been a Certified Professional in Learning and Performance(CPLP)since 2009.Zaballero rece
135、ntly co-authored chapters in Performance Consulting:Applying Performance Improvement in Human Resource Development(John Wiley&Sons,2013);Optimizing Talent in the Federal Workforce(Management Concepts,2014);Organization Development Fundamentals:Managing Strategic Change(ATD Press,2015);and The Compet
136、ency Toolkit,2nd Ed.(HRD Press,2014).She served as the project manager,contributing researcher,and co-author for this project.Contact information:leenzaballeroRothwellAndA.Angela L.M.Stopper,PhD,is the director of program innovations in executive education at the University of California,Davis,Gradu
137、ate School of Management.She is also an adjunct assistant professor of education in workforce education and development at the Pennsylvania State University.Angela holds a bachelor of science in marketing and international business,a master of science in workforce education and development,and a PhD
138、 in workforce education and development,with a concentration in human resources and organization development.She served as a contributing researcher,data analyst,and co-author for this project.Contact information:.24 BUILDING A TALENT DEVELOPMENT STRUCTURE WITHOUT BORDERSABOUT THE RESEARCHRothwell&A
139、ssociates and ATD collected quantitative and qualitative data from more than 1,500 talent development professionals.Data collection methods included two online surveys,in-depth interviews,and interactions with ATD Forum members and attendees at the 2015 ATD International Conference.Contributing rese
140、archers from Rothwell&Associates interviewed 31 industry thought leaders from Asia,Europe,Latin America,the Middle East,and the United States.Data gathered in those interviews led to the creation of the first survey,which received more than 1,000 responses providing insight into what challenges are
141、most relevant to organization leaders,employees,and people working in TD functions.To determine the core components of talent development in a broad spectrum of organizations,ATDs study collected input from 307 managers,directors,and executives in talent development units.The respondents rated 39 functions,based on the ATD Competency Study,on the centrality of each to their talent development structures.