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.
  • 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.

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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.

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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.

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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
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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.
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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. Click here to Read More

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. Click here to Read More