Connecting L&D to a total talent management strategy
Results from Mercer's Strategic Learning & Development Survey APAC 2010/2011 reveal interesting findings and implications around the extent to which L&D investment is aligned with corporate strategic objectives.
Some of the key findings indicate that:
- Organizations believed learning and development (L&D) was a key driver for implementing corporate strategy. However, L&D investment decisions and deployment actions only partially support this notion.
- Overall spending on L&D is significantly lower amongst Asia-Pacific organizations than that of organizations in the US and Europe.
- Few HR departments are effectively building a long-term business case for L&D investment.
Measuring the effectiveness of learning and development initiatives as they relate to strategic workforce development goes beyond just looking at ‘trainee satisfaction’, but too many organisations stop there. How does your organization compare with others in the region?
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Download and review the 2010 / 2011 Asia Pacific Mercer research report: Connecting Learning & Development to a Total Talent Management Strategy |
Webcast review opportunities
Download or online-stream these 1 hour recordings with accompanying visual presentation:
Speakers:
Dan Mitchell, Market Development Leader, ASEAN
Anne Stewart, Global Leader, Mercer College
Speakers:
Brenda Wilson, Mercer’s Asia Pacific Leader of Talent Management Consulting
Miranda Shu, Leader of Mercer’s Human Capital business in China
Jason Jeffay, Mercer’s Global Leader of Talent Management Consulting
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If you would like to have an individual discussion on how to build an L&D strategy which aligns talent capabilities with your organization's strategic objectives, please do not hesitate to get in touch with Daniel Mitchell, Market Development Leader, ASEAN. |
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