Program Overview
The current realities of rapid change and disruptions going forward create new challenges and new opportunities for employers. That principle applies as much—if not more—to talent development and people development than to any other business or organizational practice. Fresh, cutting-edge approaches are needed in the present era and beyond to cope with new and unusual issues.
As talent development evolves into a more learner-enabled process, new competencies will be required of learning professionals. Employees will be more involved in determining their own learning requirements and learning experiences especially with regards technical skills. Individual learners will, with strong support from learning advisers, coaches, and mentors be empowered to independently engage into these learning experiences.
What does the future hold in store for work, workers, workplaces, and the world outside traditional workplaces? How can organizational leaders create work settings where people can effectively learn as they work or even in anticipation of new changes and challenges? How can the analysis, design, development, implementation, and evaluation of talent development experiences be reinvented to propel organization into the desired future successfully? This certification will provide insights to answer these and other important questions. Participants will be given work- based assignments as part of the requirements of this certification.
PROGRAM OBJECTIVES
Upon completing this program, participants will be able to:
- Discern the key trends that are shaping the future of workers, work, work settings and the work environment
- Define talent and why varied definitions matter in shaping talent programs
- Explore alternative talent development programs and fresh approaches to people development
- Align talent programs with organizational strategic goals and direction
- Revisit the Analyze, Design, Develop, Implement and Evaluate (ADDIE) model to guide talent development
- Build organizational and individual strengths to meet future needs
- Align talent development efforts with the lessons from neuroscience
- Work towards ensuring transfer of talent development programs from learning to performance.
- Adopt a 70,20,10 talent development strategy and its evaluation of effectiveness
- Revisit the “levels of evaluation” to create a “grid of evaluation” that can be used as a menu of choices for what should be evaluated
- Apply real-world measures to evaluation such as time to deploy and readiness
- Adopt coaching and mentoring activities for talent development
- Learn how to develop learning ecosystems and adopt micro learning
- Identify and assess real-time on-the-job learning competence and capabilities