To continue reading please register or login to your OHW+ account.
Industry analyst David Wilson and executives from Barclays and Allied Irish Bank (AIB) shared insight into key trends and best practices for integrated talent management at Cornerstone OnDemand EMEA user group conference in London.
While talent management connects performance, succession planning and learning in logical and consistent ways, most companies use different systems and processes to manage these disciplines.
Those organisations that embrace a connected process will be more successful in their long-term talent management strategies, says David Wilson, the UK’s leading corporate learning and talent management analyst.
Wilson, managing director of corporate analyst firm Elearnity, met recently with UK and Republic of Ireland-based companies to discuss key talent management market trends and best practices at a recent user conference hosted byCornerstone OnDemand, Inc., a provider of on-demand, integrated talent management software and services.
Held at the historic Coopers’ Hall in the City of London, delegates from companies such as Barclays and AIB also shared real case study examples for implementing integrated talent processes, addressing business issues such as employee performance, learning, compliance and succession planning.
“The whole thrust of the Cornerstone EMEA user group was very good, as it gave us the opportunity to mix and build up our networks with Cornerstone’s other customers,” commented Mary Fitzgerald-Horgan, who oversees group performance and elearning for AIB.
“In addition, it helped us understand broader trends in the industry, and Elearnity’s David Wilson provided us with a thought provoking and highly interesting session.”
According to Wilson, ‘organisational imperatives’ such as regulation, risk, globalisation, financial performance and employee demographics are driving businesses to invest in integrated talent management processes and systems.
This also includes the consolidation of learning management systems (LMS) at an enterprise level rather than multiple LMS’s in departmental or functional ‘silos.’
“Recently, however, we’ve seen significant systems and process innovation in terms of talent management,” Wilson continued. “One-size-fits-all ERP/HRMS assumptions are being increasingly challenged.”
