Talent Development

Training & Development practices help companies achieve their business strategy and goals by improving employee value. Value is defined as continuously developing the needed competencies and proficiency levels that help the company be successful and an employee to remain relevant.
Aligning training and development with the company’s strategic direction is important to ensure that training contributes to business success. Companies need to identify what employee capabilities (e.g. knowledge, skills) are needed and whether training programs and services are helping to improve these capabilities. Finally a supportive work environment is necessary for employees to be motivated to participate in training and learning activities, use what they learn on the job, and share their knowledge and work with others.
  • UCSD Student
    Really good content overall. Excellent overview of the topic. Would recommend this course to someone who wants the complete picture of the onboarding process. The readings were manageable and tied back to the discussion board. I loved the content!
    UCSD Student
  • UCSD Student
    Really happy I waited for this class. The content was right on and very informative. His teaching style was excellent. Thought the professor provided a thorough overview of the onboarding philosophy. He was very knowledgeable on the topic. Thanks Mr. McGinnis!
    UCSD Student
  • UCSD Student
    Michael McGinnis is an excellent teacher! Fully engaged in what he is teaching. Always a pleasure to be in his class! -Travis
    UCSD Student
  • M. Bush
    Michael led the development of Bose Production System University, modeled after the Toyota Production System. Graduates of the program rated the learning and application of the "new" way of doing business as the most impactful and significant change in thinking and approaching their work. The impact of implemented Lean in the business resulted business benefits not imagined. In most cases improvements to quality, service, delivery and time were improved by 50%.
    M. Bush
  • T&D Class - UCSD
    "I really enjoined the class and it opened up my mind to give VLE another try. Also helped me to be more proactive in recreating and updating our training department. Blended learning is something we will be implementing in the near future. Mike, keep up the good work and thank you for everything."
    T&D Class - UCSD
  • "A few years ago when Michael joined BOSE company our training department was an average organization with average results and so-so accomplishments. Under Michael's leadership BOSE joined the ranks of the companies with World Class Training Organization and the program that made significant difference in our workforce performance."
    W. Kopiec
  • S. Hilsher
    "I have had the pleasure working with Michael as he drove organizational training to a level I had never experienced. His passion for developing learning across varied work functions and topics was only matched by the innovation he applied to the delivery of the training."
    S. Hilsher
  • B. Britt
    "He single handedly brought e-learning to the Company. We all learned from Mike. His energy, commitment and interest in learning and development is contagious. I miss working with him." "Mike was the driving force behind the creation of the on-line learning environment that supported the company's growth over the past 6 years. The highly recognized training program was honored in 2006 as one of Training Magazine's Top 100 programs."
    B. Britt
  • W. Spires
    "Michael is organized, efficient, extremely knowledgeable, and has an excellent knowledge of learning systems and programs to facilitate learning."
    W. Spires
  • I. de Rijke
    "I have come to know Mike as very nice and one I can trust, who I have truly enjoyed working with."
    I. de Rijke
  • S. Janz
    "He developed and implemented a remarkable, ground-breaking measurement strategy to assess the efficiency, effectiveness and alignment of a global management program."
    S. Janz
  • A. Beckman
    "Michael has vast expertise in the areas of adult learning theory and design/delivery of learning solutions in multiple formats"
    A. Beckman
  • N. Stephen
    "Mike is highly passionate and thoughtful in all he does, which was an inspiration to me personally and to many other team members as well"
    N. Stephen

Talent Management

Talent Management is about developing appropriate learning strategies to support the employees from hire to retire. It is a more comprehensive view of learning than the traditional Training & Development functions.
This typically includes developing a highly collaborative environment with key players such as Organizational Development, Talent Acquisition, HR Business Partners, Learning, Learning Technology, external vendors and management, in order to develop a comprehensive learning strategy and change management plan that ensures success. The goal is learning how to focus on the critical few initiatives that support the business strategy, and doing them right to produce the intended results. Since these initiatives are typically broader and more comprehensive in nature, learning how to manage these as strategic learning initiatives is critical.

Strategic Learning Initiatives

Understanding the strategic priorities of the business, these are transformed into competency gaps. A comprehensive learning strategy is developed to consider a make or buy decision for content and/or delivery. OD resources are used to develop a change management plan to ready and engage the target audience and their management, to set up the learning for success.

[read more="Click here to Read More" less="Read Less"] Pre-Event, Delivery, and Post-Event strategies are developed. Examples include pre and post testing or assessments, facilitator training and preparation, site preparation, learning metric strategies, etc. A strong partnership with senior leadership, management, HR and training is critical to replace the old mindset that training owns and is responsible for the success of these initiatives.

Program and project management disciplines are used to manage the initiative, along with defining the analytics that will be used to measure the results. A desired goal should be to develop the participants into the teachers, by providing them with basic facilitation and presentation skills, and creating a learning organization.


Training Management

The work here focuses on transforming learning functions into high performance learning organizations, by developing the talent management and learning leaders. An assessment is made using my Training Manager Competency Matrix to identify strengths and development areas, used as input to their development plan.

[read more="Click here to Read More" less="Read Less"] This is complimented with an assessment of senior management’s understanding of learning as a strategic resource, along with the alignment and structure of the learning function. The goal is to align learning with senior management and the company strategy, with the eye on identifying and prioritizing the key competency gaps needed to help the company achieve their business strategy. Once these are identified, the role of the learning leader is to design and implement the right resources and methodologies to create cost-effective training that sticks, using KPI's to measure this effectiveness and drive continuous improvement. [/read]

Learning Analytics

If we are making an impact, then let’s be proactive and share the story with others using the language of business, analytics. We are in an age of continuous data, which is then transformed into meaningful information and used to make quick decisions as the pace of work environments quickly escalate. The field of HR Analytics has grown significantly, which includes the focus on how competent our employees are to meet the new challenges and changes. The foundation for creating your learning analytic measures is first understanding training as a core process.

[read more="Click Here To Read More" less="Read Less"] Using lean tools like SIPOC ensure a deeper understanding of your customer and their needs, which number 1 for learning is a competent workforce. From this understanding we can then determine the appropriate measures and key performance indicators that will answer the questions, how did it go, and what was the impact made. The work must identify sources of data available, validity of the data, along with how to collect and report the data (a dashboard approach is recommended) to demonstrate proactively to senior management, employees, external auditors (ISO 9001, OSHA) and other key stakeholders; performance measures and continuous improvement areas.

The power of learning analytics is not only in sharing the story, but also in gaining accountability on the key players’ parts by tying the KPI’s to their individual performance goals. Consideration of new analytic frameworks along with the traditional Kirkpatrick measures is recommended.


Talent Acquisition

Consider this: five years ago, TA was an after-thought, often seen as merely a necessary business process, but now, in 2014, TA is a business-critical partner. With a strategic focus on how organizations attract and engage talent, TA professionals are moving quickly to reinvent themselves so they can keep up with the ever-changing talent landscape. Bersin Research, 2014
[read more="Click here to Read More" less="Read Less"]My work here included an end-to-end transformation of the talent acquisition core process from a siloed operation to a standardized global operation with an emphasis on: 1) shift the role of recruiter to talent adviser, 2) implement a new global ATS using Workday Recruiting, 3) identify and manage workstreams related to a 3 year strategic plan (e.g. metrics, branding, social media, training, agencies, TA programs, TA Spend, LinkedIn), 4) increase the overall maturity to a 3 based on the Bersin model shown.



Companies use Onboarding to welcome new hires, but it can be SOOO… much more than that. Onboarding is a strategic tool for companies to attract, ready, engage and retain new employees so that they achieve high performance levels in the shortest period of time.
[read more="Click Here To Read More" less="Read Less"] The ingredients and examples for developing an effective onboarding process are covered in one of my classes at UCSD. My real life experience highlights a challenge to onboard, engage and prepare 1500 new hires to open a new facility in Malaysia within a short period of time. This would include technical and systems training, engineer development, manager, systems, culture and company training, including on-site support during start-up without adversely impacting current operations in our other facilities. The massive ramp-up included many elements to excite new hires, acclimate all sides to each other’s culture, and move beyond what was a traditional 1 day new hire orientation to a comprehensive support plan for the first year. The feedback and results were outstanding, demonstrating the power of a great onboarding program. The focus here is understanding onboarding as a strategic resource and defining an appropriate strategy to differentiate your company and support employees up their learning curve with confidence, resulting in more engaged employees that want to stay![/read]

Strategic Learning Consultant

"My role was largely a strategic and internal learning & performance consultant over the past decade. The business need was to continue to mature, standardize and expand the reach of a newly developed Talent Management organization across a decentralized and global landscape, along with developing our employees and leadership where key competency gaps were defined as a part of our corporate strategy. [read more="Click here to Read More" less="Read Less"] Led major global learning initiatives, My success was based on the effective use of consulting & influence skills, along with the high levels of respect and credibility I had established. My reputation soared based on my ability to influence large scale, global and complex solutions that often exceeded the desired results. I was repeatedly recognized for major accomplishments and as a recognized expert and thought leader in all aspects of learning, training, and talent management. With a strong background in lean, I focused on eliminating the waste (non value-add) that occurs with most learning today. Instead it was all about identifying the critical competency gaps and developing these using cost-effective blended curriculum. It was about surrounding this curriculum with a strong partnership with management at all levels where everyone had “skin in the game” (accountability). It was about doing fewer initiatives, doing them right, with the appropriate change management and support, to ensure that the learning had the intended results and stuck." [/read]

Consulting Methodology

"The first step is discovery, to understand your current situation. This requires assembling the key individuals who are most familiar with the challenge at hand, along with surveying others to gather their current perceptions, needs and wants. Questions are used to deepen an understanding, focusing on the evidence that a problem exists, and the impact this is having on the business and performance. [read more="Click here to Read More" less="Read Less"]

Problem solving is used to identify the root cause(s), determining whether the issue is a training or leadership issue. This is followed by brainstorming options that will resolve the root cause. Methods to measure current and future state are identified to assess whether the solution is working. Once the agreed-to solution is defined, the focus is on forming and developing the implementation team. The initial work is on the design of the solution, launching the program while closely monitoring and tweaking as needed, and tracking our results. My favorite framework for the design, implementation and evaluation of the learning initiative is the PDCA model. The ideal is identifying an individual in the organization to work closely with in order to learn the methodologies being used for future initiatives.

"Related to training and talent management work, the goal is to first educate senior management, where needed, on the potential and value learning provides to an organization, its strategic fit. The Five Tenets for Effective Learning are reviewed and assessed. The emphasis is initially on the foundation of a learning organization, to ensure that employees are trained to perform their jobs to defined standards. A strong partnership with supervision and management is needed to ensure that they support the learning, to help ensure what is taught is being practiced. Without this partnership, there is little respect for training. Once this foundation is in place, the focus is on maintaining the foundation with an innovative and effective training management system, utilizing learning technologies where cost effective. The work then continues with understanding the business strategy and translating these into competency gaps, prioritizing this work with management to define the critical few. The design phase begins with understanding what elements will be needed to provide a lasting solution, training that sticks!

"The design, function, definition of roles & responsibilities of the learning organization are reviewed. Lean tools are used to define training as a core process along with the critical sub-processes (e.g. technical training, administration, onboarding, etc.). KPI’s are defined for each sub-process along with methods and frequency to collect valid data and chart. Key bodies of work that would follow include; 1) mapping out the process flow for each sub-process, 2) development of a training dashboard, and 3) incorporating key forms or steps as needed (e.g. competency matrix, training methods, etc.)."