Thursday, 10 July 2014

80% Process and 20% Technology

Written by Chris Bond
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In my last blog post I focused on identifying issues with your technology and that sometimes the issue is not the technology but the process.  We find that 80% of the issues of a Learning and Talent Management System (LTMS) are process oriented and 20% are related to technology.  Take that the other way around and 80% of your success with a LTMS will be driven by your process.  This rule also applies to implementing a new LTMS.  The focus is always process first and technology second.  If you can make your process work, then technology just becomes supportive and enabling.

So what do I mean by processes?  Consider all your business processes and how you will deliver services and interact with your users.  Have you mapped out a user workflow for your LTMS?  Not just rhetoric and conversation but really mapped out a user experience process?  For learning, have you mapped out the process for sourcing, scheduling, registration and completion of classroom courses?  Do you know how you want users to register and complete eLearning courses and has this been mapped.  How about for Performance?  Have you mapped and documented your goals process, your competency review process, your actual performance review process?  If you have not then you fall in line with about 80% of companies who are using their technology without consideration for what the process is outside of the LTMS.

 

Why is this important?  There are a few reasons:

  1. We all have a tendency to make things complicated.  If we map the process then we typically will simplify the process
  2. Not mapping the process means we are guessing at the solution.  Mapping the process will help us define the problem we are trying to solve
  3. Process mapping also gives you a tool to help enable your admins, users and managers
  4. You will discover gaps in your processes that are negatively impacting the LTMS
  5. You may also discover that you have the wrong LTMS.  But now you are setup to go and find the right system

I have yet to find an organization who mapped their LTMS processes and did not get real value of the process.  In fact, this activity will not only help with your LTMS but also with your talent management alignment with the business.

Your next question is how do I do this?  The first step is to start identifying key areas of your business which need process mapping.  Here is an example of a few key areas we focus on:

What can you do to determine if you have the right technology?  Follow this simple process to start.

  1. List all your organizational business drivers.  
  2. List all of your training or people development needs. 
  3. List all of the functional activities you are performing in the system.  Keep it high level for now.
  4. Stop and review the processes you put in place for your Users.  Is this process complicated or simple?
  5. List all of the things your LTMS cannot do that you want it to do.
  6. What is your business case for adding this new functionality?

Your next question is how do I do this?  The first step is to start identifying key areas of your business which need process mapping.  Here is an example of a few key areas we focus on:

Start mapping your process where it all begins, with the user experience workflow.  Tell a story.  What do you want your users to experience?  How do you want them to interact with the LTMS?  What do they need to do outside the LTMS?  This exercise will not take long but should be incredibly valuable.  

We build process maps that allow our clients to see all the steps required to complete a task, but also what is an ‘in system’ process and which portions of the process are ‘out of system’.  Here is an example of a typical process workflow we built for authoring an assessment in an LTMS:

Out of this process development we learned and documented the connection between the LTMS Admin and the SME approval process.  Just knowing this saved time because we focused on everything external to the LTMS in order to simplify the process in the LTMS.

Many will say that they do not have time for this exercise.  I will tell you that you do not have the time not to do this exercise.  If you will take the time and work through the exercise I promise you will learn about your organization, your LTMS and how your LTMS can work for you.

If you need any additional advice or information on how to get started just send me an email at .  

Next week I discuss the Business Case for a LTMS Data Strategy.   Until then blessings from the team at Bluewater.

 

 

Wednesday, 25 June 2014

Is My Talent Management Technology the Problem?

Written by Chris Bond
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Is My Talent Management Technology the Problem?  Interesting question and the answer is…it depends.  I was just on a plane from Dallas to Baltimore.  During the flight we ran into some pretty tough weather.  Our pilot had to trust his technology to get us to the ground safely.  You are reading the blog so obviously we made it and the technology performed as the pilot expected.  But let’s hold on for a second.  It was not just the plane or the technology that allowed us to land safely.  It was the pilot, co-pilot and a series of other individuals who were properly trained with the right processes to ensure our safety.

So was it the technology, processes or people that got us safely to the ground?  It was all three.  And so it is with Learning and Talent Management Systems.  It is not just the technology.  Sometimes it’s your process and sometimes your people have not been trained properly.  The idea of people, process and technology working together has got to be at the forefront of your thought process when running a LTMS.

 

Typically when we connect with a new client and look at their existing LTMS, their first thought is throw it away and get us a new one.  One that works and does what we need it to do.  Are we sure it’s the technology?  Let’s evaluate the real business drivers, your people development needs and then map processes to your existing technology.  If we can do that first, then we might find that tweaking your processes and updating your existing LTMS will save tens of thousands of dollars and the countless headaches of purchasing and implementing a new system.  Instead of cutting off your broken finger why don’t we try to fix it first.

What is it that makes us think that throwing away would be easier?  I am guilty of that myself.  It just feels easier to start over, but most of the time it is easier to fix what you have and improve your processes.  

Sometimes it is the technology.  A few years ago, we were working with a company that had an eight year old LTMS.  The company that built the system was no longer in business and the LTMS had not been updated in four years.  There was no fixing this system so the right decision was to rip and replace.  Yet we find this is the odd ball, the rare occurrence.

What can you do to determine if you have the right technology?  Follow this simple process to start.

  1. List all your organizational business drivers.  
  2. List all of your training or people development needs. 
  3. List all of the functional activities you are performing in the system.  Keep it high level for now.
  4. Stop and review the processes you put in place for your Users.  Is this process complicated or simple?
  5. List all of the things your LTMS cannot do that you want it to do.
  6. What is your business case for adding this new functionality?

 

Many times we make the process of working with an LTMS much more complicated than it needs to be.  If you follow the process listed above,  you will have a good set of starting data to evaluate whether your LTMS is a good fit for your business.  

Now let’s test out what slight changes and modifications might mean to our user experience and operation of the LTMS.  As the system operates our tendency is to make things too complicated, all the time. Look at your current operation processes.  

  1. What can you simplify?  Even if it does not provide the data you think you need.
  2. Did the simplification help improve the user experience?  If the answer is yes then move forward with your first modification.
  3. Repeat this step with additional process flows and functionality.  See what else you can simplify.
  4. Now measure the gap between where you started and your new simplified system. Does this gap create significant business case altering issues for your organization?  If not then you are in good shape.

If your modifications create a business case gap then you have identified that maybe this is not the right technology for you and it is time to move on.

Be sure to complete your due diligence before making the decision to change systems.  Sometimes you are forced into a change and other times technology changes are good because it drives additional value for the organization.  Whatever you do make sure to evaluate your current system and decide what you would do different next time.  Prioritize real business need and build an effective business case.

Sometimes it is not the technology, sometimes it is.  It all depends on your specific business drivers and needs.  Let’s eliminate technology as a barrier and start impacting your business.

Next week I discuss the balance between Process and Technology.   Until then, blessings from the team at Bluewater.

 

Wednesday, 18 June 2014

What About Your Administrator?

Written by Chris Bond
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If you have a Learning and Talent Management System then you have an administrator (admin).  Do you realize that your admin has a greater impact on the success or failure of your Learning and Talent Management System than your technology?  Have you considered the real role of your admin within your organization?

Each organization is a little different so I will address this topic from a generic yet rather well informed position.  Most organizations do very little to invest in their Learning and Talent Management System admin.  There was little investment when they were hired, little investment to develop their skills and capabilities and little investment in their success.  Now, there are some organizations that spend time to make sure their admin has a lot of training, but that is just technology knowledge.  Many admins have good technical knowledge.  The gap is in their ability to solve business problems.  It is not their fault since no one enabled them to work on business problems.  The focus is always on the technology.  There is a better way.

 

When each of us went out and purchased our first Learning and Talent Management System, we decided to hire an admin.  They were going to run the Learning and Talent Management System and make sure we were successful.  Great idea, but I found this idea to be incomplete.  What we really needed to support our organization was certainly an admin, but we also needed someone to consult with internal stakeholders to help them understand how they could use the Learning and Talent Management System.  And then there is the real owner of the Learning and Talent Management System.  This is not the admin.  The owner of the Learning and Talent Management System is responsible for ensuring the team operating the Learning and Talent Management System is ready to handle all challenges.  They are responsible for the blueprint or plan for the current and future state of the Learning and Talent Management System.

You see there are many roles required to properly own and operate a Learning and Talent Management System. Sometimes this is just one person.  Sometimes this is many people.  I believe that no matter how many people you have working to run the Learning and Talent Management System, there are three key roles that must be filled. These roles are manager, consultant and admin.

All three roles are required in order to really run your Learning and Talent Management System.  Let’s look at each role and determine if your organization has the right people in place to run your Learning and Talent Management System.

Manager

  • The system owner.  Responsible for establishing governance, primary business process, funding and owns the real success or failure of the Learning and Talent Management System.
  • Should approve all changes and modifications to primary system workflow.
  • Answers directly to the senior leadership team.
  • Owns the relationship with the Learning and Talent Management System vendor.

Consultant

  • This is not an external role.
  • The consultant is responsible for listening to, documenting and advocating for the needs of the organization.
  • Is responsible for system design and design changes.
  • Knows the functionality of the system well but really understands the needs of the business.
  • Knows how to engage the learner.

Admin

  • The glue that holds the Learning and Talent Management System together.
  • The admin is the functional expert for your organization.
  • Owns and controls all configuration, functionality enablement and operations of the Learning and Talent Management System.
  • Owns all transactional events.
  • Responsible for the setup and management of all reporting.  This is very important for the entire organization.
  • The glue that holds the Learning and Talent Management System together.

You need all three roles in order to be successful with your Learning and Talent Management System.  Without covering one of these roles the entire process will crater under its own weight.  So what should you do?

  • Assess your Learning and Talent Management System team.  Do you have the right people in place?
  • Map your team against the responsibilities listed above.  (side note:  contact me directly if you would like a full list of our capabilities and responsibilities chart.)
  • If you have gaps, make the decision and begin recruiting the right team.

So here’s the bottom line for your team: No matter who is in place you must provide an opportunity for personal development.  Odds are that your team needs a makeover or change of direction.  

Develop your admins to be real problem solvers.  Train them to be internal consultants who can help apply technology to solve business problems.  Build confidence in your team so that they can serve and make a difference in your organization.  

Speaking to a few groups at conferences this past spring, I asked the admins in the room if they knew the purpose for their job.  Most struggled to define their job.  Others answered honestly and just said no.  Purpose is different than job description.  Purpose defines what you strive to do every day.  I did ask if these same admins would like to define their purpose.  We talked through a few teams and finally one of the individuals said, ‘my purpose is to make a difference for my teammates.’ 

What if you worked with your admin to define their purpose?  In a safety related business, the admin’s purpose is to ensure the safety of all customers and employees through the proper completion of training content.  Now we have a little more far reaching purpose.  Still, another friend said that they were responsible for enabling the future of the company.  

Wow this is big stuff.  Now in our model you have a manager, consultant and admin.  Everyone on your Learning and Talent Management System team should know their purpose.  It is amazing the difference in behavior at an organization where personal development is driven and encouraged.  It is amazing to see this personal development driven by the admin’s purpose for what they do.  This is a big deal.

What would it look like if your Learning and Talent Management System team had a real purpose?  How would that change focus, behavior, problem solving and the relationship with your internal client?  Admins are people too.  Develop your team.  Educate them, engage them in talent management admin workshops, develop the long term blueprint together, form a team that really works for the betterment of your organization and more importantly for each other.

A well-developed admin will have a positive impact on the operation of your Learning and Talent Management System.  Without development your admin becomes a risk.  As the Owner of the Learning and Talent Management System, make the right call and develop your admins daily.  Turn them into real problem solvers.

Being an admin is not just pushing buttons.  Being an admin has real meaning and purpose.  You are impacting lives!

Next week I discuss advancements and alternatives to Learning and Talent Management System technologies.   Until then blessings from the team at Bluewater.

Monday, 09 June 2014

Do You Know Where Your Content Is?

Written by Chris Bond
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The two biggest Learning Management System problems we hear from our clients:

#1 My learners cannot find the right content in the LMS.  

#2  I cannot get the right reports out of the LMS.  

Let me understand this correctly.  Your Learners cannot find learning and you cannot report on what your Learners cannot find?  Sounds like a big problem.

Typically, the problem is not the LMS.  The problem is with the organization of content within the LMS.  To solve this problem we hear some asking for a Google-like search.  What if your LMS has a Google-like search?  Actually many LMS’s do have that kind of search functionality.  However, your metadata may be weak and you need to update it against each course in order for a search to work properly.  Just like with Google, if you do not have the right metadata around a website or video your content will be last in line on the search list.

Many years ago, when LMS’ were just growing up, we decided that we needed more eLearning content.  Let’s just buy a full library we said.  So we purchased the library of content from a third party vendor and then start dumping content into the system.  It was just a big pile of stuff.  No one could find anything.  Then the LMS vendors decided to add categories and subjects to the LMS so we could organize content.  However, we actually had to do the work of tagging content to these categories or subjects. Yuck, more metadata work.  Skillsoft is the first to bring an interface that allows for the auto load of big libraries of content into an LMS.  So now we can load 7,000+ courses into an LMS.  Guess what, no categories or subjects.  Who has time to organize 7,000+ courses? So we told our learners to just go search for a course and find what you are looking for.  More than a little messy.

I call this approach selected learning.  The learner/user was responsible for selecting their own learning activities.  Again, our instructions were to go seek and find training in order to drive your own development.  I think we missed the point.  Our internal users were not looking for the Library of Congress.  They were looking for help in the development of their skills.  

Today, we see learners encouraged and active where there is support and direction for their personal development.  More and more organizations are beginning to reduce the volume of content within their LMS and organizing content so that the learner has directed choices.  There becomes a plan with content, a Blueprint of sorts that allows individuals to discover courses that are pertinent to their job, role and interests easily.

I call this approach directed learning.  In a few weeks I will dive deeper into this topic and talk about specific approaches and success metrics.  But today lets focus on some general concepts.  It is not about the quantity of content in your LMS, it is about the quality of the organization of content, which allows the learner to quickly find recommendations for the right content to fit the right need for where they are right now.  It is a simplification of the process of searching for content. Role based assignments help, but we need to really think about the overall organization of content and how your presentation can encourage and excite your audience.

Let’s be honest.  If training and development was easy to get to, easy to use and effective, we would be doing it all the time.  We make it complicated, it’s time to simplify.  Simplification does not mean you cannot have a big library of content.  Just know that the more content you have in the system, the more maintenance work on your end.  If you can keep up with the volume then go for it.

What should you think about doing?  

Step #1 - Blueprint your Content and Curriculum.  We start by assessing the needs of our clients and perform a gap analysis on current and future learning needs.  This process should also give you a framework for organizing your content

Step #2 - Structure your content into development categories.  In one organization we are working with, we are organizing content into curricula based on job, role or interest.  Course will exist in multiple curricula and then we use the LMS’ role-based assignment to display content as a recommendation for personal development.  This is not the ‘recommend’ tag that many LMS’ have.  That is just another piece of metadata.  I am talking about really focusing on the presentation of content.  Contact me if you want to talk more about this concept.  It really works, especially for Extended Enterprise.

Step #3 - Use the data from the first two steps and develop a metadata strategy.  Determine how you will tag content and use it to display the right information for the right learner at the right time.

Step #4 - Build your maintenance plan.  This entire process will only work if you have a plan for keeping content up to date.  Many organizations start out great but then after year one their initial efforts fall away and the content gets a little messy again.

Step #5 - Just get started.  Do not boil the ocean, but rather focus on a few targeted groups where you can truly organize content and provide that directed experience.  Learners want you to help them, they want organization and structure. 

Remember, our goal is not to have Learners in the LMS for long periods of time.  Our goal should be to get them into and out of the LMS as quickly as possible while having a great user experience.

Running an LMS is not for the faint of heart.  If you really want it to work then you have to commit the time and resources.  Content is the heart of the LMS.  Without content, the LMS is just a boat anchor.  Spend time organizing your approach to content, simplify the user experience and I am confident you will see a change in your utilization rates and the experience for the user, manager and administrator.

Contact me directly if you have any questions about the concepts presented in this Blog.  I am always happy to talk about how we can make things better for our learners.  

Next week I will discuss the value of your administrators and their impact on the success or failure of your Learning and Talent Management System.   Until then, blessings from the team at Bluewater.

 

 

Wednesday, 04 June 2014

Is There Anything More Valuable than the User Experience?

Written by Chris Bond
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My immediate answer to the question is NO. The user experience is the most important element of your Learning and Talent Management System. Over the years I have seen organizations that selected systems because they loved the admin experience, reporting, integrations and a host of other features. But they forgot to focus on the User Experience and now sit in wonderment as to why their Learning and Talent Management System is not producing results.

We purchase and implement Learning and Talent Management System because we need to ENGAGE our users and managers. We want them to be trained and developed. We want to measure performance and allow users to manage their own goals, drive succession planning and measure competency. But somehow must organizations, and I admit to being guilty of this in the past, focus on functionality and not the experience of the user.

What was your business case for your Learning and Talent Management System? Was it based on specific outcomes and metrics about change in your business? Was it based on increases in revenue or cost savings? No matter what your business case was based around, the success and failure of your business case will be driven by the achievement of your User Experience.

There is nothing more valuable than the User Experience. If you do not start with this assumption then you will be spending all of your time managing ‘why’ your Learning and Talent Management System is not working for you.

Successful organizations see the User as a customer. The experience they create in their Learning and Talent Management System is as if they were trying to sell the experience to a customer. The experience markets to the User, encourages the User and directs the User through the experience.  

Several Learning and Talent Management System vendors have caught on to this idea and are beginning to build their Learning and Talent Management System so that the User Experience can be extended beyond the typical ‘boring’ interface.  

There are two approaches to enhanced extensions of the User interface. First, some vendors are providing their front end as a customizable HTML page. The page can be uniquely designed for each organization or business unit. The second approach is to use web services to connect the Learning and Talent Management System to a corporate portal. The Learning and Talent Management System disappears and the User experience is contained in the portal. Both approaches take a little more work but the User Experience can be outstanding.

I advise companies to focus on a few areas when designing their User Experience. Here are a few steps to follow:

  1. Prioritize what you want the User to do. Keep it simple. Identify the top three elements of your experience. I personally like to focus on these three items: Career Path, Development Activities and Tasks.
  2. Map the User workflow. Get on a whiteboard or use Visio to do a step-by-step process map of your User Experience. If you do not know how you want the experience to flow it is tough to design it.
  3. Evaluate your current Learning and Talent Management System. Understand the capabilities of your system and how you can customize and extend the capabilities of your User Experience.
  4. Invest in the Design. Find a good design and work on the look and feel of your system. Remember your Users are going to look at your Learning and Talent Management System in comparison to public websites. You need to design in a little ‘cool’ factor.
  5. Consider the Future. What does your Learning and Talent Management System User Experience look like in the future? Be sure that you do not design yourself into a box. If you are Learning only today and wish to expand to a full Learning and Talent Management System in the future, then consider that in your design.

I am writing this blog to continually expand on the ideas presented today. Future blogs will address more detail surrounding each of the items listed above.  

Remember to focus on the needs of your users as if they are your clients. Setup your Learning and Talent Management System with purpose and engage your users. This experience is their first and most lasting impression. Creating a great user experience is not difficult. 

The User Experience is the most valuable asset of your Learning and Talent Management System. It just takes an investment of time and a little money to do it right, and you will begin to see the rewards of your investment.   

Next week I discuss Learning, Performance and Succession Content and its impact on your Learning and Talent Management System.  Until then blessings from the team at Bluewater.

 

Wednesday, 28 May 2014

The Bluewater Talent Development Index

Written by Chris Bond
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Last week I talked about the need to develop a measurement of the effectiveness of your Learning or Talent Management System.  There are multiple methods to measure impact including ROI, IRR, utilization and a few others.  Financial measures are good but for the measurements to be effective they need to be tied to an individual set of business goals and objectives.  I have been building these types of business cases for years.  They provide great financial operating models for your Learning or Talent Management System.  Usage based measurement misses the mark because it only provides a shallow view of activity and not your organizations expansion into truly developing talent.

 

As we’ve worked with our clients we have identified the need to develop a set of metrics to measure the effectiveness and impact of your Talent Management System on your Talent Development Process.  We have now developed those metrics, and the purpose of this blog is to share what we learned and provide some useful advice that might help you with your Talent Development process.

 

The Bluewater Talent Development Index (Bluewater TDi) looks at seven key impact points in your organization’s use of a Talent Development System and where you stand compared to others in the industry.  The more we developed this concept the more we learned about the impact this has on our client community.

 

The seven key impacts points are:

User Experience

  • It is the user experience that will enable your ability to adapt and drive the Talent Management process.  It is all about presentation.  A positive and engaging user experience will allow your user and manager population to really manage talent and career development.  The user experience must be well thought out and adaptable to changes in your organization.

Content

  • When people hear the word content, they primarily think of learning content.  However, we look at content that populates not only eLearning, virtual learning and informal learning, but also at performance reviews, goals, competencies, succession matrixes and career development/development plans as content.  All content must not just be loaded into the Talent Management System but also must be presented effectively to the user.

 

People

  • This is most likely your most important asset in creating an effective Talent Development program.  People represents your administrative, management and consulting staff who interface with your business and drive the proper presentation, configuration and usage of your Talent Management System.  

 

Technology

  • Technology is your friend and the enabler of your Talent Development process.  Our goal is to simplify and expand your use of technology.  Measuring the negative impact of technology can be an eye opener.

 

Process

  • The alignment of business drivers, development needs and technology happens when your processes are aligned to your points of impact.  Process alignment is extremely important and can have a strategic impact on your business outcomes.

 

Reporting

  • The majority of our clients list reporting as the number one reason they purchased a Learning or Talent Management System.  This is also one of the most important measurements in our index.

 

With these metrics working together, an effectively implemented and operating system will generate real RESULTS for your business.  Now, any set of measurements needs a scale:  

 

In the coming weeks we will release an assessment for you to take online.  Complete the assessment and it will show you where you fit on the Bluewater TDi scale.  Amazingly, almost everyone we have tested to date we have accurately estimated where they stood on the scale prior to taking the assessment.  

 

The important part of the assessment is not really understanding where you fit on the scale, but where your organization could use a tune-up or improvement.  The magic is in the details.  We want to see that your organization can move from Functional to Strategic just by initiating a few capabilities in your Talent Management System.

 

Next week, and in the subsequent weeks, I will look at one of the key points of impact, talk about where our clients see success and how you can adapt these simple principles to your Learning and Talent Management System.  Please join in the discussion and make your recommendations.

 

Until next week, blessings from the team at Bluewater.

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Welcome to our first Bluewater TDi Blog.  For the past 11 years we have been striving to help our clients increase the value of their investment in their Talent Management System.  As we continued to experience success (and some failures!) with our clients, it became clear that there are certain criteria which can point to why one organization is successful where others are not.  Because of this, we had the idea to create an index that will help us quickly evaluate the needs and opportunities for improving our client’s use of their Talent Management System.

After using this method of measurement for a period of time, we figured we’d start sharing this idea with the rest of the world. That is just what we are going to do through our Talent Development index Blog.  We hope you enjoy and gain value out of reading this blog on a weekly basis. We value your comments, friendship and hope you share your experiences with us.  

 

Bluewater TDi – Your Talent Management System Index

The idea of measuring the value of a Talent Management System is generally done when a business case is presented so you can purchase the system.  How many times do we actually go back and measure against the business case 12, 24 or 36 months after we have completed implementation?  

  • Was our business case correct?  
  • Did we make the right assumptions?  
  • What value is this technology providing to my business?

These are big questions and questions that will provide unique answers depending on your business.

What Talent Management modules have been implemented and how deeply have you rolled out your system into the organization? 

Can I really measure the value of my system and its impact on the organization?  

The answer is YES!  

There are seven fundamental categories for measuring the effectiveness of your Talent Management System.  

  1. User Experience
  2. Content (Learning, Performance and Succession)
  3. People
  4. Technology
  5. Process
  6. Data
  7. Reporting

Each category will allow you to look at a different aspect of your Talent Management System and evaluate today’s impact and plan for the future.  

  • What statements can you make about each category?  
  • What do you think of your User Experience?  
  • Do you have the right Content in the System?  
  • Is my Reporting providing the value I expected?  

These can be difficult questions to quantify.  However, if you begin to study the impact of each category on your business, training and talent development operations, I guarantee you will see that even in the smallest of cases your system is making a positive impact on your business.

I would argue that a business case has greater value in directing how you implement and operate your Talent Management System than just providing funding.  By measuring impact against your business case and the key categories listed above I believe that you will begin to find starting points to improve the operation of your Talent Management System.  

Concerned about how to get started?  That is the purpose of this new blog.  Over the next 52 weeks I will be taking a look at measuring the value of your Talent Management System.  The blog will be posted each Wednesday and we will explore tested methods for identifying gaps, altering course, increasing value and having a little fun along the way.

Next week I will introduce you to our Bluewater TDi.  Our Talent Development Index will help you evaluate your current state and help peek into the future potential your Talent Management System could reach.  There will even be a short online assessment which will help you identify high level gaps and opportunities.  Until next week, blessings from the team at Bluewater.