Gain actionable steps to close skills gaps, improve workforce engagement, and build a sustainable talent pipeline.
Many organizations are facing unprecedented talent shortages, with skills gaps widening due to retirements, rapid technological change, and the slow adaptation of traditional learning systems. Failing to address these challenges can jeopardize innovation, employee retention, and organizational competitiveness. This program equips participants with practical strategies to accelerate talent development through the early identification of high-potential employees, blended learning approaches, AI-driven training, and the creation of integrated feedback cultures.
Learning Objectives
- You will be able to recognize how accelerated talent development contributes to competitive advantage.
- You will be able to describe strategies for identifying and supporting high-potential employees.
- You will be able to explain how blended learning, technology, and AI can accelerate employee growth.
- You will be able to identify organizational practices that build continuous feedback and embed development into daily work.
Agenda
Overview
- Define Accelerated Talent Development (ATD).
- Overview of the Session Outline.
- Opening Poll: Participants’ Experience With Accelerating Talent Development.
Defining Accelerated Talent Development
- Meaning of ATD: Speeding up Skill and Capability Development.
- Key Principles: Rapid Learning, Targeted Skills, Leadership Readiness.
Why Accelerating Talent Development Is Important
- U.S. and Global Talent Shortages (e.g., 75% of U.S. Employers Unable to Fill Positions).
- Factors: Aging Workforce, Lack of Young Stem Talent, Skills Not Keeping Pace.
- Benefits: Close Skills Gaps, Adapt to Market Needs, Improve Engagement, Foster Innovation.
- Key Differentiators: Speed as a Competitive Advantage, Skill-Based Hiring and Promotions, Focus on Learning Agility.
How to Accelerate Talent Development
- Identify High-Potential Employees Early: Assessments, 360 Feedback, ‘Impossible Job Assignment.’
- Implement Targeted Learning and Development: Align With Business Goals, Measure Effectiveness.
- Use Blended Learning: Individualized Paths, Just-In-Time Access, Flipped Classrooms, Rotation Models.
- Leverage Technology and AI: Personalized Learning, Predictive Analytics, Real-Time Feedback.
- Create a Culture of Continuous Feedback: Multiple Feedback Channels, Supervisor and Peer Input.
- Leadership Development Programs: Formal and Informal Approaches.
- Weave Development Into Daily Work: Job Rotation, Cross-Training, Mentoring, Coaching.
- Step-By-Step Approach: Business Case, Target Talent, Program Structure, Support Mechanisms, Evaluation.
Summary and Q & A
- Recap Takeaways.
- Closing Poll on Best Methods to Accelerate Talent Development.
- Open Questions From Participants.
Speakers
William J. Rothwell, Ph.D., SPHR, SHRM-SCP, RODC, CPTD Fellow,
Rothwell & Associates, Inc.- President of Rothwell & Associates, Inc. (www.rothwellandassociates.com) and professor, Penn State University, University Park
- Practice emphasizes all aspects of talent management and succession planning
- Conducts regular seminars on talent management, succession planning, and organization development
- Wrote 127 books; Organization Development Interventions: Executing Effective Organizational Change (Routledge, 2021), Virtual Coaching to Improve Group Relationships (Routledge, 2021); Increasing Learning and Development’s Impact Through Accreditation (Palgrave, 2020); Adult Learning Basics, 2nd ed. (ATD Press, 2020); The Essential HR Guide for Small Businesses and StartUps (Society for Human Resource Management, 2020); Workforce Development: Guidelines for Community College Professionals (Rowman-Littlefield, 2020); Innovation Leadership (Routledge, 2018); Human Performance Improvement: Building Practitioner Competence, 3rd ed. (Routledge, 2018); Evaluating Organization Development: How to Ensure and Sustain the Successful Transformation (CRC Press, 2017); Marketing Organization Development Consulting: A How-To Guide for OD Consultants (CRC Press, 2017); Assessment and Diagnosis for Organization Development: Powerful Tools and Perspectives for the OD practitioner (CRC Press, 2017); Community College Leaders on Workforce Development (Rowman & Littlefield, 2017); Organization Development in Practice (ODNetwork, 2016); Mastering the Instructional Design Process (Wiley, 2016); Practicing Organization Development, 4th ed. (Wiley, 2015); Effective Succession Planning, 5th ed. (AMACOM, 2015); The Competency Toolkit, 2 vols., 2nd ed. (HRD Press, 2015); Beyond Training and Development, 3rd ed. (HRD Press, 2015); The Leader’s Daily Role in Talent Management (McGraw-Hill, 2015); Organization Development Fundamentals (ATD, 2015); Creating Engaged Employees (ATD, 2014); Becoming An Effective Mentoring Leader: Proven Strategies for Building Excellence in Your Organization (McGraw-Hill, 2013); Talent Management: A Step-by-Step Action-Oriented Approach Based on Best Practice (HRD Press, 2012); the edited three-volume Encyclopedia of Human Resource Management (Wiley/Pfeiffer, 2012); Lean But Agile: Rethink Workforce Planning and Gain a True Competitive Advantage (AMACOM, 2012); Invaluable Knowledge: Securing Your Company’s Technical Expertise-Recruiting and Retaining Top Talent, Transferring Technical Knowledge, Engaging High Performers (AMACOM, 2011); Competency-Based Training Basics (ASTD Press, 2010); Effective Succession Planning: Ensuring Leadership Continuity and Building Talent from Within, 4th ed. (AMACOM, 2010); Practicing Organization Development, 3rd ed. (Pfeiffer, 2009); The Manager’s Guide to Maximizing Employee Potential: Quick and Easy Ways to Build Talent Every Day (AMACOM, 2009); Basics of Adult Learning (ASTD, 2009); HR Transformation (Davies-Black, 2008) and Working Longer (AMACOM, 2008)
- Member of Association for Talent Development and the Society for Human Resource Management
- Can be contacted at 814-234-6888 or wjr9@psu.edu
Who Should Attend
This live webinar is designed for supervisors, team leaders, business owners and managers, human resource managers, presidents, and vice presidents.
