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| IMPACT 2010: The Best Yet |
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 IMPACT 2010, Bersin & Associates’ third annual research conference, set new attendance records and generated many positive comments from participants. Tremendous networking opportunities, top-notch presentations, highly relevant research, real-life examples, excellent keynotes – these were just a few of the attendee favorites identified in the recent post-conference survey.
Among the favorite presentations identified by survey respondents were case studies by Jayne Johnson, director of learning and leadership development, from GE (Innovative Leadership Development) and co-presenters from Credit Suisse, Andreas Melcher, head of assessments and human capital metrics, and Silvan Winkler, assistant vice president of human capital metrics (Linking Human Capital Management with Business Performance). The favorite practitioner panel was Successes in Sales Training with Michael Klem, director of eAdoption at AT&T, AT&T; Nick Howe, vice president of HDS Academy, Hitachi Data Systems Corporation; and David Rubenstein, director of learning, Coldwell Banker Commercial.
Many members also raved about the special post-conference workshop, CLO for a Day, which incorporated business simulations into the workshop experience. Attendees also gave the keynote presentations high marks, with Josh Bersin’s keynote, The Seven New Imperatives for HR and Learning, at the top of the overall list of favorites.
Video recordings and PowerPoints for conference sessions are now available to conference attendees. (If you need login information, please contact service@bersin.com.) And if you missed IMPACT 2010, you can still tune into the video recording of Bersin’s keynote.
We’ve already begun planning for IMPACT 2011, which will be held again at the beautiful Vinoy Resort in St. Petersburg. Mark your calendar now for April 26-28!
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| New Research Finds an Organization’s Learning Culture Is Key to Business Success |
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 Principal analyst David Mallon unveiled new research on the importance of organizational learning cultures at IMPACT 2010. The soon-to-be-published study, High-Impact Learning Culture: The 40 Best Practices for Creating an Empowered Enterprise, examines how an organization’s collective set of values, conventions, processes, and practices influence and encourage continuous learning. The research demonstrates the importance and impact of a strong learning culture, and shows that organizations with strong learning cultures are more successful today and better prepared for success.
The study shows that culture is not a “soft topic.” Organizations with strong learning cultures greatly outperform peers. Companies which scored in the top 10% of metrics used to indicate strong learning cultures had 37% greater employee productivity, were 44% more likely to be market innovators, were 32% more likely to come to market before competitors, and were 17% more likely to be market share leaders.
Our research looked at nearly 100 different practices and how they contribute to organizational learning and success. We found that the highest-impact practices fall into six areas: building trust, empowering employees, encouraging reflection, enabling knowledge sharing, demonstrating learning’s value, and formalizing learning processes.
Within these six areas, we found 40 practices which correlate to the highest performance in organizations. Most of the best practices are tied to day-to-day business operations, supporting the assertion that building a strong learning culture is a business strategy – not just a function of the L&D or HR department. Examples include:
- Decision-making processes are clearly defined throughout the company.
- Employees are frequently given tasks or projects beyond their current knowledge or skill level in order to stretch them developmentally.
- The organization values mistakes and failures as learning opportunities and provides structured opportunities for reflection.
- The general employee population is engaged and committed to the organization’s goals.
Get your complimentary copy of the 40 best practices for creating an empowered enterprise today. You can also order your copy of the complete study, scheduled for publication in May. The study will be available at no cost to all research members.
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| Working Towards Advanced Talent Management |
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 Our IMPACT 2010 pre-conference workshop Advancing Your Talent Management Strategy, facilitated by Barb Arth, principal consultant and analyst, and Stacey Harris, principal analyst and director of research operations, was packed with close to 100 attendees. Members came with questions ranging from the challenges of implementing integrated talent management systems to leveraging existing ERP systems to the roles and training requirements of HR business partners.
The two-hour workshop walked attendees through Bersin & Associates’ high-impact, business-driven approach to the creation of a talent management strategy – a critical component of any company’s business planning. Through our planning and strategy methodology, we guide companies through the steps needed to move an organization forward:
- Business Problem Identification. Identifying the business problems – not just at the corporate level, but also at the business-unit level – will give you greater understanding of where you need to focus your attention.
- Business-Related Talent Challenges. Performing a detailed workforce assessment will identify current talent assets, future talent needs, and any talent gaps. In this step, you also determine how the company should address the identified talent gaps and challenges.
- Process Integration and Programs. Defining each talent process will offer you insight into how processes are currently integrated, where they should be integrated, where they may be falling short, and where you may need to invest.
- Infrastructure Implementation. This step includes two important components: creating a talent systems strategy, and putting in place the governance and metrics to support the technology.
The development of a talent management strategy is a journey that takes years not months. However, the effort is one that will yield significant business and competitive advantages. As you go through this process, you’ll identify where investments can have the greatest business impact, create alignment between the organization’s business goals and talent processes, guarantee support from executives and lines-of-business, and define metrics to gauge success.
Our strategic services team offers to members a variety of services to help benchmark, develop, and implement talent management strategies. For more information, email donna.tomlinson@bersin.com or call (561) 455-0622.
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| In the
News |
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 HR Examiner
April 13, 2010
Movers/Shakers
by John Sumser
Josh is named among the Top 100 Influencers. This profile offers a look at what makes him tick. Click here to read the article.
 Chief Learning Officer
April 2010
Strategies for Business Innovation
By Josh Bersin
As 2010 progresses, learning organizations will see an accelerating need to drive innovation and growth. In his Best Practices column, Josh writes about how to design development strategies that support innovation in the workforce. Click here to read the article.
 U.S. News & World Report
March 2010
Tuition Assistance: Does Your Employer’s Plan Measure Up?
By Beth Masuk
According to a Bersin & Associates survey of more than 400 organizations, 87% of respondents offer a tuition assistance program for employees. Yet few take advantage of the benefit. This article offers insight into the reasons, from caps on reimbursement to poor support. Click here to read the article.
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| New
Research Highlights |
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 The Demand for Innovation and Economic Recovery Spark Growth in the Talent Acquisition Systems Market
Despite its maturity, the talent acquisition systems market continues to grow at a pace equivalent to that of any up-and-coming HR technology market. The purpose of this research bulletin is to understand the internal and external factors driving this demand for talent acquisition systems.
Members: Download today.
A Change in Britain's Learning Culture
Social, collaborative and self-directed learning methods are not as prevalent in the U.K., as they are in the U.S. This research explains how learning in the U.K. is changing and the factors that are causing that change.
Members: Download today.
Recruitment Process Outsourcing: One of the Most Misunderstood Areas of Talent Acquisition Today
The purpose of this research report is to help uncover some of the key trends in recruitment process outsourcing (RPO) today.
Members: Download today.
Blended Sales Training: A Pharmaceutical Company Maximizes Sales Training Effectiveness through a New Technology Platform
A pharmaceutical company implements a new learning platform and new blended-learning model.
Members: Download today.
Talent Segmentation Within Your Company's Talent Strategy
Learn about talent segmentation and its critical role in developing your company's talent strategy.
Members: Download today.
Metrics That Matter
Training organizations spend a great deal of time and money tracking metrics – but which metrics really matter to business leaders?
Members: Download today.
Strategic Onboarding: Insight and Analysis
Long defined as orientation, onboarding has evolved into a key area of talent management. This research bulletin defines what onboarding is, what it includes and the challenges facing companies today.
Members: Download today.
Business-Driven Learning Culture: Keller Williams Realty Uses Video and Social Media to Address New Realities of the Real Estate Market
Keller Williams Realty embraces learning as a strategic imperative for core business success by investing in the development of new learning programs and delivery channels – including video and social media.
Members: Download today.
Multigenerational Onboarding: One Size Does Not Fit All
Today's integrated talent acquisition strategies face an unprecedented challenge – attracting a multigenerational workforce. This research bulletin discusses the multigenerational workforce and the differentiating factors between generations.
Members: Download today.
Join our research community to access these reports.
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| Analyst Corner |
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The Role of HR in Transformational Change: Seven Key Strategies
Josh Bersin
President
I came away from IMPACT 2010 with a renewed optimism about the state of our industry. It was wonderful to renew personal relationships with our members and build new ones with attending HR and learning executives. The conference proved once again to be a great learning experience for all who participated.
Given that the HR and learning profession is predicted to grow by about 22% over the next decade, compared to an 11% increase in the overall workforce, it’s indeed an exciting time for all of us.
In my conference keynote, I presented seven imperatives for learning and HR. These strategies will help guide priorities and reset your thinking around talent and learning strategies for the workforce in the coming years.
- Recruiting Tunnels, Not Funnels. Building a “tunnel” of candidates – a narrow, self-selecting system to attract just the right people into your organization – is paramount to recruiting success.
- New Models for Leadership. In the next decade, most companies will require leadership models for young workers that facilitate development in areas such as global awareness, cross-organizational influence, teamwork, and innovation.
- Deep Specialization. High-performing companies demonstrate a continuous and never-ending focus on building deep levels of technical and professional skills for key roles.
- Enterprise Learning Culture. An organization’s learning culture has greater business impact than any other factor – including training budgets, staff size, and organizational structure.
- Talent Mobility as Strategy. Succession management, career development, and recruiting processes must be integrated into an overarching talent mobility strategy, which will ensure a dynamic process for building deep skills, moving people into the right jobs, and developing people at all levels of the organization.
- Differentiation and Planning. Our research shows that one of the most predictive outcomes of a high-impact talent management program is the ability to differentiate talent and plan the workforce for the future.
- A New Model for Learning and HR. As companies transform, learning and HR are redefined. Future HR organizations will help to drive business strategy and assist the organization in planning for the future.
For a limited time, you can access a video of my keynote presentation from IMPACT 2010. In it, I discuss these new trends in detail, their potential business impact, and internal changes required to support them.
Again, I want to extend my personal thanks to all who participated in IMPACT 2010. I hope to see you in April 2011.
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