Tying Learning to HR to Create People Advantage

Why? By leveraging data across the enterprise, organizations can drive workforce performance to new levels, which can have a dramatic impact on the bottom line. Organizations can proactively develop learning plans based on performance results and the specific needs of business units. According to a study of more than 165 organizations by Aberdeen Group and the Human Capital Institute (HCI), companies with integrated learning and HR strategies through talent management achieve about 45 percent higher workforce productivity and almost 40 percent higher revenue than their peers.

As Easy as It Sounds?
Historically, most HR departments have operated using a decentralized model, in which each functional area operates independently, with its own goals, measures and budgets. For example, little to no integration typically exists among core HR functions such as development, performance management, compensation, succession planning and retention.

Because most companies have not integrated learning and HR functions, the migration to a cohesive learning organization in which learning and development activities are not only tied to HR activities, but also to business objectives, can seem daunting and complex.

Most organizations have tools for learning management. Many also have disparate tools for performance management and compensation planning. However, these projects often are managed in isolation and with separate resources, limiting the role learning and HR play in corporate strategic-planning processes.

The organizations best positioned to win the war for talent are those taking an integrated approach to learning and HR by implementing unified talent management systems. Talent management solutions have emerged as an option to meet the needs of executives, managers and employees through one system and unify the information across applications such as learning, performance, compensation, career development and succession planning.