Every week, I review blogs and other publications that cover talent development to find the very best talent development posts. This week, you’ll find pointers to pieces about building company leaders, designing talent development on a global scale, elements of a learning culture, stocking the high potential talent pool, and World of Learning 2013.
From Chief Executive: So You Want to Build Your Company’s Future Leaders?
“General Electric, a company that carefully nurtures its leadership brand successfully, has an extensive process in place, not to mention a spectacular upstate New York campus, Crotonville, which has become a synonym for forging first-class leadership skill building. Susan Peters, vice president of executive development and organizational learning at GE, says that its brand has made it very easy for the Fairfield, CT-based conglomerate to attract the best and brightest. ‘Our ability to attract people around the world and retain them is very intertwined with our leadership brand.’ But one need not be GE or have its resources in order to develop good people.”
From DDI:Â Going Global? Make Sure Your Leaders are Part of the Solution
“When tasked with redesigning a program to enhance leaders’ skills in driving global expansion of your business, how do you choose which leadership skills to focus on?”
From Stephen J. Gill: Key Elements of a Learning Culture
“AÂ ‘learning culture ‘ is a community of workers continuously and collectively seeking performance improvement through new knowledge, new skills, and new applications of knowledge and skills to achieve the goals of the organization. A learning culture is a culture of inquiry; an environment in which employees feel safe asking tough questions about the purpose and quality of what they are doing for customers, themselves, and other stakeholders. In a learning culture, the pursuit of learning is woven into the fabric of organizational life.”
From Right Management: Stocking the High Potential Talent Pool: Are You Selective Enough?
“A key contributor to poor candidate selection is that ‘potential ‘ is measured subjectively in many organizations and rarely defined according to detailed requirements. Lack of established criteria and the absence of gatekeepers with the authority to reject nominees lead to high potential programs that are a grab-bag of employees, many of whom are there for the wrong reasons. The three most common misuses of high potential programs are:”
From Personnel Today: Lessons in L&D: World of Learning 2013
“Should you use your own staff or third parties to train employees? Does learning and development (L&D) work better outside the HR function? And if e-learning is the future, how do you make sure it works? Martin Couzins travelled to the World of Learning conference and exhibition in Birmingham to investigate.”
