Elearning! Magazine: Building Smarter Companies via Learning & Workplace Technologies.
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researchhr&talenttrends; "poached" by other managers after 18 to 24 months on the job. To support the company's growth by acquisition (it acquired 100 companies over the last 10 years), JPMorgan Chase has systems in place for allocating groups of 20 employees where needed in a rapid fashion. HR needs to evolve from its view of succession manage- ment as "moving up the pyra- mid" to one of transparent tal- ent mobility at all levels of the organization. DIFFERENTIATION, PLANNING For many years, the focus of HR and learning has been on delivering services, reducing costs and using technology to better inform decisions. But FIGURE 3: The Four Stages of HR Becoming closer and more integrated with the business Integrated Talent Strategic HR Personnel Department Administration Payroll Regulation Back Office Function Control Talent management really should be a means to get continuously closer to the business through the use of integrated processes and delivery models. the most valuable thing you can do is to find the high-per- forming, wealth-creating roles in your organization and focus your resources there. Movie theaters, for example, make their money off conces- sions — namely, popcorn. AMC Theatres identified its 40 highest-performing theaters in popcorn sales and studied the characteristics of managers' demographics, skills and capa- bilities. Using this information, AMC is changing its leadership development, succession plan- ning, recruiting, and training and revitalizing its theaters. Successful companies includ- ing Rogers, EDS and Lowes are segmenting and differentiating 30 Annual 2010 talent and are focusing their resources toward key talent. CREATING A NEW MODEL The HR function itself is under- going a transformation to become more strategic to the organization. (See Fig 3, The Four Stages of HR). For the past few years, many companies have been focused on integrated tal- ent management. The problem is that some have viewed tal- ent management as the end game, when it really should be a means to get continuously closer to the business through the use of integrated processes and delivery models. According to the Bureau of Labor Statistics, the U.S. work- force is expected to grow at a rate of approximately 10 per- cent over the next eight years. However, the growth in employment in HR and train- ing is expected to grow 22 per- cent. We believe the increased demand for HR stems from the issues and trends men- tioned above, from changes in demographics, the under- skilled workforce, and the need to develop leaders and global- ize. Over the next few years as we emerge from the recession, there are greater opportunities than ever for training and HR. Focusing on these seven key trends will help you add tremendous value to your organizations. —Josh Bersin is CEO and president of Bersin Associates, one of the most respected research organizations in the e- learning field. Visit the company at the Website www.bersin.com. Recruiting, L&D;, Org Design Total Rewards Service Center, COE HR Business Partner Serve Staff Automate Management Management, Succession, Leadership, Coaching, Integrated Processes Talent Management Enable Decisions and Management Business-Driven HR Differentiate & Segment Talent Plan for the Future Globalize the Workforce & HR Integrate with the Business Drive the Business Strategy Plan for the Future Elearning!