Search

This document provides profiles of various companies that have won awards for their talent development initiatives. The companies come from different industries and regions, showcasing the importance of talent development in achieving organizational success and growth. The profiles highlight the specific strategies and programs implemented by each company to upskill their workforce, foster innovation, and address the challenges of the digital age. The companies prioritize areas such as professional development, gender diversity, digital transformation, and employee well-being. They leverage technologies like artificial intelligence and data analytics to enhance their talent development initiatives. Overall, these companies demonstrate a commitment to continuous learning and preparing their employees for the future of work. [Extracted from the article]

Using a framework that recognizes the progression of an employee's career journey, the company develops and grows employees through their professional journeys and direct learning paths for successful elevation in roles and responsibilities within DPR. Attraction and selection rely on the company's external training initiatives, such as college preparation, sponsorship of college degrees, apprenticeships, and vocational programming offered by the company's training and development function. To embed an agile, innovative, and highly collaborative leadership mindset, the talent development team runs several programs to ensure that all employees - regardless of position or job function - know what digital banking and the company's new customer strategy are. Two of its talent development programs target the company's ability to retain essential employees and maintain employee satisfaction through a program for high potentials focusing on identification, development, and succession planning. [Extracted from the article]

Giving employees control over how technology affects their future One key forum where conversations about the company's future take place are employee town halls, which the talent development team and a business lead facilitate. Orientation creates a unified vision and gives employees purpose; and more than 90 percent of new hires have no construction experience - the company acknowledges that most people don't grow up dreaming about working for a construction software firm. UHS saw its highest-ever employee engagement scores in 2019, with 42 percent of employees scoring the company at 9 or 10 (10 is the highest) on being a great place to work. The global company, which delivers data-driven IT solutions and services for commercial and industrial enterprises, embraces a strategy of supporting employees at every stage of their careers. [Extracted from the article]

The Association for Talent Development's research report The Future of Work: Technology, Predictions, and Preparing the Workforce found that only about half of all companies have made formal efforts to discuss or plan for the future of work. Another way BEST winners help drive future business success is by building formal succession plans for key roles and developing and advancing selected employees in the succession pipeline. [Extracted from the article]

Watching India's Tata Consultancy Services (TCS) methodically add new elements to its much-lauded talent development strategy is like witnessing the creation of a master artist's sculpture. Today, those elements are pillars of a talent strategy that develops employees across all levels and supports TCS's Business 4.0 thought leadership strategy. The pyramid helps Padhi's department meet its core responsibility to link learning to employee career growth, not just to corporate revenues. [Extracted from the article]

Dhevarajulu and colleague Lillian Yeo, HR director for talent management, also are members of a leadership team of hospital executives that oversee all such initiatives, including those from the 215-person talent development department. Along with professional education units within the hospital, the TD team spearheads efforts ranging from HR partnering to developing professional team-based community programs. The hospital's shift toward a team-based care model has included transdisciplinary job redesign exercises to transform patient care. [Extracted from the article]

He directs all L&D for the enterprise, including the additional divisions within its corporate parent, GuideWell Mutual Holding Corp. GuideWell is a health solutions organization that operates in 35 states and is focused on transforming healthcare. In preparation, Zoller's 80-plus person department must scale up dramatically for a three- to six-month period so it can upskill the various sales and service teams. To win new fellow Blue plan customers, GuideWell must first convince them that it hires and trains the best people with help from an award-winning training organization, Zoller explains. [Extracted from the article]

Any company that celebrates its 100th year with unprecedented business success can point to valuable lessons learned en route. Its director is 28-year company veteran Lisa Vere, who was Rosendin's quality manager when tapped for the job in 2000. The assessments and follow-up training have helped to improve understanding throughout the company of how others think and behave, Vere notes. [Extracted from the article]

The article focuses on Qingdao, China-based household appliances manufacturer Haier Group, a two-time winner of the journal's 2018 Best Award. It highlights the conceptualization of an inventive business model to promote innovation. Also mentioned are the reorganization of the company's global workforce into self-managed microenterprises, its corporate university led by corporate president Sam Sun and its priority in keeping pace with the Internet's industrial revolution.

You would have to look hard to find a company more reliant on talent development for its business success than C&A Industries. So specialized is its mission that its preferred employee begins as a "clean slate" - an absolute rookie in the specialized niche of employee staffing and recruitment services whom it can mold to proficiency. The company breaks down its talent development strategy into three sustainable operating periods of employment: hiring, developing, and progression planning. [Extracted from the article]

The article focuses on health provider JPS Health Network, a winner of the journal's 2018 Best Award. Topics include the importance of the encouragement of the chief executive officer and talent development department on the development of its truly proficient and engaged workforce, its commitment to provide the best possible care to patients and the constant concerns of the team like succession planning, performance management and career pathing.

The article focuses on Mumbai, Indian pharmaceutical manufacturer Lupin Ltd., a four-time winner of the journal's 2018 Best Award. Topics include the 360-degree assessments used by the company in assessing how its senior executives practiced and lived with the company's core values, the urgent need of the company to integrate values-centric culture and the concept of shared core values of the company like teamwork and integrity that served as baseline on the performance of the employees.

The article offers information on program by firm Colorado Springs Utilities that directly links its knowledge transfer and succession planning goals with its talent development initiatives. Topics discussed include developmental opportunities for every level of employee, frequent participation of executives in customized learning content produced there, and regular assessments with departmental managers to identify performance challenges and align potential solutions.

The article profiles Emirates NBD, a financial services provider based in Dubai, United Arab Emirates, and one of the winners of the BEST Award of the Association for Talent Development for 2017, and its learning and development department. Topics discussed include the company's customized career path concept, formation of social learning communities and effort by the department to reconcile gaps in the traditional bell curve methodology of performance appraisal.

The article profiles the Hong Kong Jockey Club, one of the winners of the BEST Award of the Association for Talent Development for 2017. Topics discussed include challenges faced by the organization, the Leadership in Action Program (LAP) and an initiative called "Sportovation," which blends sport and innovation.

The article profiles Moneris, Canada's largest provider of payment processing and related technology services and one of the winners of the BEST Award of the Association for Talent Development for 2017. Topics discussed include implementation of a talent management system and enhancements in learning content and delivery, a learning and development portal called MonARC and an onboarding initiative for sales personnel, called Be Sales Ready.

The article profiles technology company IBM, one of the winners of the BEST Award of the Association for Talent Development for 2017. Topics discussed include the company's corporate learning function, the metrics Net Promoter Score (NPS), consumption, completion, and response and an overview of IBM's workforce learning.

The article profiles Western Union, a money transfer pioneer based in Englewood, Colorado, winner of the BEST Award of the Association for Talent Development for 2017. Topics discussed include the WU WAY operating model that drives a more customer-centric, high-performing culture among every employee, a performance management system called Guide.Perform.Succeed (GPS) and an orientation program for people managers called Leadership in Action (LIA).

The article presents information on the career development training and programs offered by the Walgreens University founded by drug retailer chain Walgreens Co., one of the recipients of the 2014 Association for Talent Development BEST Awards. Topics discussed include its four core learning strategies, various learning initiatives such as leap, engage, advance, perform (LEAP) program, and the six-month leadership training program Leading Well.

The article discusses the information technology service provider company UST Global's bold and opportunistic stance to talent development in India since a majority of its workforce is situated in the country. The article further discusses the company's views on hiring employees, developing their skills and talent and helping them progress in their careers.

The article discusses how talent management and development can impact the success of a company, with specific emphasis on the Indian cement company JK Lakshmi Cement. The article further discusses the talent development opportunities provided to the company's employees, the hiring of employees at the entry level, along with mentioning a brief history of the company.

The article discusses how the product testing and certification company Underwriters Laboratories rebuilt its reputation and public image which had been previously hampered due to their lacking customer service. The article also discusses the events that led to their revamped reputation which includes the hiring of seasoned corporate executive Keith Williams as the company's chief executive officer and established training executive Patrick Boyle as the chief learning officer.

The article discusses the importance of talent management with regards to the U.S. government's space programs which is dependent on the California based aerospace company Aerospace Corporation. The article further discusses how the training division of the company Aerospace Institute ensures that their employees and clients, including National Reconnaissance Office, U.S. Air Force's Space and Missile Systems Center, remain updated with current technology.

The article offers information on the process of workforce performance improvement and talent development in shipping and transportation company Maersk Line-A.P. Moller Maersk located in Copenhagen, Denmark. Topics discussed include the opinion of the learning and development leader Cary Bailey-Findley, the company's initiative in the skill enhancement of its sales force and challenges faced by the learning team. Information on the role-play sessions devised by the learning team is provided.

The article offers information on the efforts of smartphone maker Samsung Electronics in helping its employees reach their full potential in creative and innovative thinking with reference to its talent development initiatives. Topcis disucssed include Super Rookies program for new hires providing them a supportive technology environment, launch of MOSAIC social learning platform for online learning, and views of vice president Grace Lee on promoting and rewarding innovative thinking by hires.

The article offers information on mobile and social learning initiatives by Hilton Worldwide University (HWU) to maximize performance and meet strategic goals with reference to its talent development initiatives. Topcis discussed include learning innovations achieved including a custom-built social web portals on the company intranet, tracking the link between training and performance, and measuring changes in performance and behaviors.

The article offers information on MillerCoors', a collaboration of Miller Brewing Company and Coors Brewing Company, learning strategy with reference to its talent development initiatives. Topics discussed include creation of a learning department by director Laura Hackett to meet the company's challenges, learning strategy involving interactive software containing videos and job aids and follow-up with social learning, and focus on business concepts such as profit and loss and cash flow.

The article offers information on client training by healthcare information technology service supplier Cerner Corp. with reference to its talent development initiatives. Topcis disucssed include alignment of talent development activities with corporate strategies, energetic initiative by creating an advancing environment to attract and retain software engineers and developers, and views of Julie Wilson, its chief executive officer (CEO), on communication as a key element in the program.

The article profiles bottling company Coca-Cola Sabco Pty. in Port Elizabeth, South Africa. Topics include the company's growth rate in 2013, the work performance of its trained and skilled workers, and the leadership and skills training programs for employees. It mentions that the company is one of the recipients of the 2014 Association for Talent Development BEST Awards.

The article offers information on the American Cancer Society (ACS) in Atlanta, Georgia which centralizes business services, including job training, and is one of the recipients of the 2014 Association for Talent Development BEST Awards. Topics discussed include talent development vice president Kimberly Currier, who states about the centralization of job training, the enterprise sales and account management (ESAM) group, and the necessity to develop staff training.

The article discusses the employee's talent development challenges faced by pharmaceutical company Lupin Ltd., one of the recipients of the 2014 Association for Talent Development BEST Awards. Topics mentioned include the relying on head of learning and development (L & D) Rituraj Sar's leadership to improve the acquisition, alignment and retention of employees, the centralized orientation program "Udbhav," and the Structured Targets for Effective Performance (STEP) program.

The article discusses the career development and training initiatives designed and developed by the University Health System, one of the recipients of the 2014 Association for Talent Development BEST Awards . It discusses various training initiatives which include the New U training, the inter-professional communication among health care service providers to promote patient safety, and the Scenarios for Success in Patient Communication, a training guide for health care providers.

The article presents a corporate profile for Champaign, Illinois-based financial services company Busey Bank. Topics mentioned include the company's culture which is tied with its talent development, wellness and engage programs for employees, its soft skills learning initiatives, and its focus on relationship building with individual managers.