Four Questions for...

Colin Field, Senior Manager of Learning Support & Technology, TD Bank Financial Group

1) HOW DOES TD DEFINE TALENT MANAGEMENT? At TD, talent management is about having the right people in the right jobs at the right time, so that we can deliver on our business strategies today and in the future. Both our strategy and processes support this view of talent management. Our talent management strategy ensures we are building a diverse,mobile and versatile pipeline of leaders who will have the capability required for the organization to deliver on our business strategy. Diversity and inclusivity are continually reinforced in our practices.Our leaders enable our talent strategy,while technology supports the underlying processes to ensure we can effectively deliver and scale across our global organization.

2) WHERE DOES THE INTEGRATION OF HR SOLUTIONS AND LEARNING SOLUTIONS HAVE THE GREATEST IMPACT? We see strong results when we integrate HR solutions and learning solutions in our leadership development approach, in our accelerated pipeline program, and in the way we use technology to support our talent management strategy. Our goal is to give our people a greater understanding of our core values, business strategy and approach to making business decisions. One high-impact learning solution we offer our mid-level leaders is the ‘Build for the Future Pipeline’ program, which applies leadership-development techniques that align closely with our executive programs. The program introduces participants to the business and people strategies to ensure they fully understand their role in executing these strategies and how their leadership impacts the organization and the employee experience.

3) WHAT HAVE YOU DONE TO DISPEL THE NOTION AMONG EXECUTIVES THAT THE HR AND LEARNING PROCESSES SHOULD NOT BE INTEGRATED? Our leadership-development philosophy is consistent with our development approach for all employees. It begins with self-awareness and is ongoing through a balanced mix of developmental experiences, relationships, learning and leader support. This comprehensive approach enables employees to develop in their current roles and prepare for success in future roles. Our leaders understand the value of an integrated HR function, because they see how it helps them deliver on TD’s overall mission ‘to be the best run, customer-focused, integrated financial institution with a unique and inclusive employee culture.’

4) HOW IMPORTANT IS THE ROLE OF GOVERNANCE TO ACHIEVING INTEGRATION AND SIMILAR END-USE EXPERIENCES? The L&D function operates under a federated governance model with leadership development and shared services at the center. Each line of business has a dedicated L&D team responsible for relationship management and learning consulting to proactively manage business priorities and deliver business-specific learning programs. Our Enterprise Learning Council (ELC) plays a key governance function. The ELC is separated into two committees: a strategic steering committee, with organizational development leaders and L&D heads from each business line; and an operating committee, with functional experts from the centralized shared-services team as well as L&D relationship managers from each business. We also have integrated HR committees and L&D communities of practice that cut across our global teams. These communities maintain alignment across the various functions and also provide ongoing career development and communication opportunities for our L&D and HR employees.

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