Assess – Align – Execute

One of the things of which I am most proud during my tenure with SumTotal, is the opportunity to contribute and grow our very own maturity model; the Organizational Maturity Index. The premise was to combine a model developed for Learning, with components of Talent. Since 2013, I have been a big proponent of Learning & Talent processes co-existing.

Just a little over 3 years ago, I co-authored an article for Chief Learning Officer Magazine, “The Inevitable Fusion of Learning and Talent” The entire article can be summed up with one great line from it: “When talent and learning are interwoven, individuals and organizations ability to systemically achieve better outcomes can be deliberate rather than coincidental.” That really is the point – being deliberate.

When it comes to companies I meet with regularly, the outcomes are not necessarily deliberate, more coincidental. Why is that? Because many are focused on the technology and not the strategy. There’s less appetite for intentional disruption due to cost or resource availability. Unfortunately, in the current environment, not addressing these processes as mission critical with an “all in” attitude may be a short-sighted decision.

In the current “HR Perfect Storm” combining Learning & Talent processes is akin to battening down the hatches. By interweaving these two processes, organizations stand a better chance of weathering the storm. Developing a basic Learning & Talent Strategy to combat the current market storm doesn’t have to be difficult. Consider leveraging the Organizational Maturity Index and use the basic steps below to help in forming a basic framework for a learning & talent strategy.

Assess

One of the greater assumptions in organizations is that everyone is on the same page. Not quite. Consider the factors that could influence the lens in which people see the organization and the learning talent programs. Tenure and one’s role within an organization often contribute to varying perspectives when assessed. It is critical to know where everyone stands to understand how best to move forward. Leverage a Survey Monkey questionnaire or similar tool to assess your team or stakeholders. Make sure to have a narrow scope and use common/consistent terms for clarity.

Align

The next step is the most important, alignment. Most recently I have had the pleasure of helping organizations align their strategy. Leveraging the parameters of common/consistent terms for your strategy, ask for understanding and alignment in a facilitated group discussion. Re-use the survey/questionnaire once again, but in a group setting where only one answer can be submitted. This helps align the perspectives of your team members. The dialogue during this time is gold and generates the most valuable insight to begin the process of alignment. Once the team can truly assess their current state, alignment begins.

Execute

After the alignment exercise, it’s time to determine how best to proceed. Leverage the alignment discussions to identify one or two themes to focus your efforts. Look for areas that will establish a solid footing for your strategy, not necessarily the most visible or exciting. Don’t try to change everything all at once. Two areas that I have seen as the most fundamental, and greatest indicators of success are Governance and Change Management. The intent and exercise of aligning your learning and talent strategies is to be deliberate in your outcomes. Organizations in 2019 cannot afford to be “coincidental” in their learning and talent strategies.

At this point I’m certain many readers may believe I have oversimplified the process of developing a strategy. I can see that. However, I would offer up that many organizations, when asked, do not in fact have any strategy in place. My hope is that these first steps can get the ball rolling.