1) HOW DO YOU DEFINE TALENT MANAGEMENT IN YOUR ORGANIZATION?
In the broader frame of the organization, it’s the lifecycle of employee development that starts with on-boarding and progresses through individual development programs, performance management, talent reviews, and succession planning. They are all processes that drive the developmental lifecycle of our employees. But within H.R., it is two-fold. Talent management is both an integrated process that we follow, as well as the compilation of different H.R. disciplines.
2) WHERE DOES THE INTEGRATION OF H.R. SOLUTIONS AND LEARNING
SOLUTIONS HAVE THE GREATEST IMPACT?
It’s not even a question of integration and where it has the greatest impact. Those functions have to be fully integrated, or there won’t be a meaningful impact on the organization. There is always a learning aspect to all of the different things that we execute as an H.R. organization. So first, it’s necessary to ensure that our H.R. team is up to speed on what they need to know. Then we focus on helping our clients — the receivers of those solutions and services — understand how to actually move through those processes and what the desired outcomes are. The processes have to be integrated in order to reach a positive outcome.
3) HOW DO YOU CREATE A BETTER END-USER EXPERIENCE FOR
INTEGRATED H.R. AND LEARNING SOLUTIONS?
Because our workforce is so diverse, and many don’t have immediate access to computers, we always take a multi-modal approach to whatever needs to be delivered. We’ve performed a lot of due diligence to understand the different segmentations within our workforce and what delivery channels are available and viable within the organization. We then develop a ‘package’ of solutions tailored for those different channels. Our goal is to always create consistent experiences and outcomes across diverse delivery channels.
4) WHERE DO YOU BELIEVE THE NEXT BIG INTEGRATION CHALLENGES WILL COME FROM, AND HOW IS ARAMARK PREPARING TO MEET THOSE CHALLENGES?
Change in the learning space has really been fast and furious. It’s gone from traditional classroom-based techniques to what used to be called computer-based
training to e-learning to creating blended solutions and beyond. I think all of those are wonderful, and all have their place. However, the world and business changes much faster now and are more dynamic than then they were three, five or 10 years ago. So, as we look forward, to really remain relevant, we need to move to a just-in-time/learning on-demand environment; capture knowledge that’s not in a book or learning module; and somehow formalize that informal social knowledge.
As we look to the future, we have to ask ourselves how we leverage those Web 2.0 tools or social media tools to create a space for leaders to get knowledge on demand and to quickly learn what they need to learn in order to solve their business problem and create a positive outcome.
Recent Aberdeen Group research on video learning showed that top-performing enterprises are learning how to harness the power of two-way video learning, providing access to video content from subject-matter experts, and even enabling workers to create their own videos as powerful ways to share knowledge and support traditional learning efforts. The Learning Challenge Today’s organizations are constantly shifting to keep up with marketplace demand, and they look to learning to help keep their staff, customers and other stakeholders aligned to these continual shifts. MORE...
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