Jennie.Walker

As organizations have become more welcoming and, in many cases, keenly interested in actively recruiting diverse employees there is much discussion about what constitutes an inclusive workplace.  This is a challenge for many organizations at the local and national levels. 

When organizations go global, or have an international mix of diverse employees at a single location, inclusion takes on added complexity through additional layers of cultural considerations such as language, local cultural norms, and sometimes greater divides in socio-economic privileges among employees. 

What is the ultimate goal of talent management?  The answer depends on whom you ask within the field.  For recruiters, they may say it is to find the best people for the job.  For trainers, developing employees for success in their current and future roles may be the end goal.  At the HR director level, the goal may be retention and succession planning for the best and brightest.  Talent management has many different facets, making it tempting to focus on the most immediate and salient goals within an HR professional’s job responsibilities.  But all of these facets have one very important t

In last month’s blog, we discussed the importance of providing skilled coaching during experiential learning activities to produce desired developmental results.  It is essentially an insurance policy for making experiential learning successful.  Since these activities typically involve a high degree of personal and organizational investment of time and resources, their design is critical for return on investment.  So let’s examine how to structure coaching throughout these experiences.

“You cannot build a reputation on what you are planning to do.”  Henry Ford’s words are resonant in a time where HR leaders are tasked with a myriad of planning activities: strategic action planning, performance plans, development planning, succession plans.  Planning is important, but it is how your plans translate into reality that builds your reputation. 

Last month, we chatted about what global leaders need to know—Intellectual Capital, Psychological Capital, and Social Capital--and where to start with their development—by leveraging development opportunities and tools already in your organization.  Once you’ve identified existing resources, what do you do with them?