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Association for Talent Development - Courtney Vital , Morgean Hirt , Pat Galagan

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91 pages

English

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What Talent Development Professionals Should Know and Do to Be Successful

The talent development field is deep and wide, encompassing the efforts that foster learning and employee development to drive organizational performance, productivity, and results. Major societal forces and business changes require talent development professionals across all industries to adopt new approaches and upgrade skills to keep pace and grow. Capabilities for Talent Development presents the new ATD Capability Model, a powerful framework to guide the profession in what practitioners need to know and do to develop themselves, others, and their organizations.

ATD’s research shows that the future of work will require talent development professionals to leverage interpersonal skills, along with their professional expertise, to work as a true business partner to achieve organizational goals. As organizations respond to trends in business, science, and technology—such as artificial intelligence and automation, brain-based learning, new ways to enlist skilled talent brought on by the gig economy, and other factors—professionals must develop their knowledge and skills from three domains of practice:

Building Personal Capability

Developing Professional Capability

Impacting Organizational Capability

Capabilities for Talent Development offers an in-depth look at the Model and its components, drawing from the research behind it. Inside are application tips for individuals, educators, and organizations, as well as examples and interviews with thought leaders that describe an exciting future ahead for the talent development field.

The ATD Capability Model is future-oriented and can help you personalize your development needs. Grow your career as you grow your knowledge and skills in talent development.

Sujets

Gestion de carrière

Carrière & Mobilité

Carrière

Careers

Employabilité, métiers et formations

Economics

Business

Gestion d'équipe

Informations

Publié par	Association for Talent Development
Date de parution	18 décembre 2019
Nombre de lectures	0
EAN13	9781950496518
Langue	English
Poids de l'ouvrage	1 Mo

Informations légales : prix de location à la page 0,1500€. Cette information est donnée uniquement à titre indicatif conformément à la législation en vigueur.

Extrait

© 2020 ASTD DBA the Association for Talent Development (ATD)
All rights reserved. Printed in the United States of America.
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No part of this publication may be reproduced, distributed, or transmitted in any form or by any means, including photocopying, recording, information storage and retrieval systems, or other electronic or mechanical methods, without the prior written permission of the publisher, except in the case of brief quotations embodied in critical reviews and certain other noncommercial uses permitted by copyright law. For permission requests, please go to www.copyright.com , or contact Copyright Clearance Center (CCC), 222 Rosewood Drive, Danvers, MA 01923 (telephone: 978.750.8400; fax: 978.646.8600).
ATD Press is an internationally renowned source of insightful and practical information on talent development, training, and professional development.
ATD Press
1640 King Street
Alexandria, VA 22314 USA
Ordering information: Books published by ATD Press can be purchased by visiting ATD’s website at www.td.org/books or by calling 800.628.2783 or 703.683.8100.
Library of Congress Control Number: 2019953141
ISBN-10: 1-947308-89-0
ISBN-13: 978-1-947308-89-3
e-ISBN: 978-1-950496-51-8
ATD Press Editorial Staff
Director: Sarah Halgas
Manager: Melissa Jones
Community of Practice Manager, Learning & Development: Eliza Blanchard
Developmental Editor: Jack Harlow
Associate Editor: Melissa Jones
Text Design: Shirley E.M. Raybuck
Cover Design: Rose Richey
Printed by P.A. Hutchison Company, Mayfield, PA
Contents
Foreword
Introduction
1. What Is Talent Development?
2. The ATD Capability Model
3. The ATD Model Domains and Capabilities
4. Applying the ATD Capability Model
5. Examples of Applying the ATD Capability Model
6. A Call to Action for the Talent Development Profession
Appendix A. The Research Behind the ATD Capability Model
Appendix B. Prior ATD Competency Studies and Key Findings
Appendix C. Data Collection Details
Project Contributors
References
About the Authors
Foreword
ATD has created models of the profession as it evolves for more than 40 years. Based on studies of the forces that influence the field and research about the knowledge, skills, abilities, and behaviors required of its professionals, the successive models have defined and advanced the profession. Taken together, the models reveal the arc of change that has transformed the profession from a tactical focus on training workers to a broader role of developing talent in organizations so they can achieve current goals and prepare for future success.
Those of you who have been in the profession a long time are aware of the increasing value of employee know-how, as well as the ability to apply that knowledge. Organizations are only as agile and successful as their ability to enable learning and change. The capability of their workforce is the differentiator that sets apart successful companies. And as many organizations demonstrate today, their reliance on talent development has moved the function to the senior ranks of leadership.
Those of you who are new to the profession will find that building your own capabilities is critical to success and advancement on your career journey. The new ATD Capability Model, and the research that backs it up, define the personal, professional, and organizational impact capabilities required for success. I encourage you to study and apply the model and use it as a guide for knowledge, skill, and career development in this field.
As we launch the new ATD Capability Model, we owe deep thanks to our research partners at Human Resources Research Organization (HumRRO) who guided ATD staff through all phases of the research, analysis, and model building. We also give special thanks to Elaine Biech, John Coné, and William Rothwell. We’re also grateful to the 25 members of the Competency Study Task Force and Advisory Panel, who helped ATD shape the survey and analyze the trends and study findings. (For the full list of project contributors, see page 105.)
Everyone in the profession has an unprecedented opportunity to help individuals and organizations succeed. Thank you for engaging with ATD and for joining the thousands of talent development professionals worldwide who give this field its vitality, and by your performance, its reputation for delivering results. With your help, ATD will continue to empower professionals to develop talent in the workplace. Please let us know how we can continue to help you grow in your career.
—–Tony Bingham
President and CEO
ATD
Introduction
For more than 75 years, an integral part of ATD’s mission has been to establish standards of excellence for our profession through our competency research. We have witnessed continuous evolutions in workplace dynamics and have watched as technology fundamentally altered how we work. Best practices and expectations for the field have kept pace with changing times, and ATD’s commitment to equipping others to develop talent in the workplace remains strong. Our industry standard–setting research has helped talent development (TD) professionals—along with managers and leaders who foster talent in organizations—assess, upgrade, and expand their functional skills and connect training and workforce development to organizational strategies and goals. ATD has certified nearly 3,000 TD professionals to date and has trained more than 100,000 learners through our competency-based education offerings.
Capabilities for Talent Development: Shaping the Future of the Profession represents the next milestone in our rich history. It is our ninth study in 41 years and the first to define the concept of talent development, which better reflects the broader functional responsibility and strategic influence of learning professionals. The study provides a comprehensive summary of the research ATD conducted in partnership with the Human Resources Research Organization (HumRRO), a nonprofit research and consulting firm dedicated to supporting quality testing and training programs that improve human, occupational, and organizational effectiveness.
The study lays out the major societal forces and business changes that are requiring professionals to adopt new approaches and upgrade skills to keep pace. It provides a common language to equip a network of global practitioners with shared definitions, methodologies, and concepts. And, it serves as a signal to the profession of what is most critical to know and do in the work of developing others.
What Is Talent Development and What Do TD Professionals Do?
The talent development field is deep and wide. In this book, talent development refers to the efforts that foster learning and employee development to drive organizational performance, productivity, and results.
Talent development includes a rich history of theories and practices, and its practitioners have varied backgrounds and expertise. While many enter the profession through human resource or organization development education and experiences, many others do not. Subject matter experts get tapped to teach others. Many come to talent development after careers in other fields. Regardless of their starting position, talent development professionals are committed to helping others learn and grow, enabling change and transformation.
Research Methodology Overview
The study was conducted throughout 2018 and 2019 with the help of multiple expert groups identified by ATD to play key roles in the process. A 13-member advisory panel of industry experts provided guidance to support the design and implementation of the study, including sharing insights about the profession, identifying emerging trends, recommending literature for review, interpreting results of the occupational survey, and advising ATD on the study methodology.
Aligned to research best practices, the study methodology centers around an occupational survey that was administered to a large, representative sample of TD professionals worldwide. The study’s design and development was supported by a 12-member task force. More than 3,000 professionals from 73 countries provided complete responses (23 percent of the participants were located outside the United States). Respondents evaluated the importance of 197 competencies for successful job performance now and in the next three to five years. The data was aggregated and statistical analyses were performed to examine the distribution and magnitude of respondents’ ratings. ( Appendix C details the data collection process and its findings.)
The advisory panel reviewed the survey results to determine which knowledge and skills are relevant and important for successful performance in talent development. In making the determination, they considered multiple pieces of information, including the competency survey ratings, the number and variety of competencies, and their own experience and knowledge of the profession. Of the 197 competencies included on the survey, the advisory panel identified 188 as important for successful performance as a TD professional now and in the next three to five years.
The foundation of the capability model research entailed capturing the major shifts in society and the larger business landscape since the previous model was published. The major changes in our field were identified through a comprehensive literature review, expert practitioner interviews, and Advisory Panel discussions. These trends spanned a variety of areas in business, technology, learning, science, and the profession itself.

THOUGHT LEADER VOICES
Talent development professionals can’t just be experts in learning or instruction design. They have to have a holistic, strategic level of thinking. Companies are really looking for that.
—Nicole Carter, Talent Manager, US Venture Inc.
The most notable finding from the trends research was that talent development no longer s