The recent mergers and acquisitions activity in the learning space signals the start of an e-revolution, with large vendors moving towards the cloud at lightning speed. The shift began in December 2011, with SAP announcing its takeover of SuccessFactors. Salesforce followed, buying social performance management software company Rypple. Oracle has since integrated Taleo, giving it a powerhouse set of products for human resources and talent management. More recently, in August 2012, IBM announced the acquisition of Kenexa to help ramp up its analytics service, specifically in the identification of workforce skills.

Although many organisations are buying into sophisticated systems, they are still resorting to the rigid structure of classroom-based training. It is this gap between opportunity and usage which organisations need to close in order for students and end-users to make the most of new talent management systems.

In a survey conducted by Bersin & Associates [1] of over 720 companies representing a broad spectrum of global industries, 'driving internal mobility and career development' is considered one of the top factors for improving organisational performance.

 

With the rise of enterprise resource solutions, companies now have a greater opportunity to work across borders, using all systems available within the 'cloud' of consolidated training and talent management resources. Companies are also able to integrate their talent management systems within their overall IT structure, especially those wishing to operate on a global scale. This is a relatively new trend, which is opening up opportunities for organisations looking at innovative talent management solutions to disseminate training that will deliver sustainable growth for their business.

The exposure to greater learning content, combined with more accurate ways of monitoring and assessing learning through the 'perfect blend' of virtual classrooms, mobile learning and elearning means that talent can not only be remarkably improved, but also recognised within an organisation. This is particularly valuable for a multinational corporation, where being visible in the elearning environment can mean an employee's potential can be more easily spotted in the organisation and have the opportunity for greater career mobility.

The link between technology and learning in the workplace begins with a dynamic, flexible approach. There is no blanket rule to implementing learning technology, especially when a company has subsidiaries across multiple jurisdictions, each with a different local language, learning culture and productivity model. Many organisations make the mistake of assuming that one global technology platform can be applied to everything, but this is not a pragmatic approach and most often does not work.

With the ever-evolving learning landscape, it is important that organisations are aware of recent developments and can be both adaptable and confident in embracing change. For this reason, organisations need to ensure that managers running the L&D sectors of their organisation are well-informed of the capability of new platforms now integrating the entire cycle from recruitment, over learning to talent management and development and keep an open dialogue with technology and HR to ensure effective implementation.

 

The key to successful talent management is developing one streamlined, global solution which is complemented by local support. This is particularly crucial for online language training. Local support starts with a technical help desk who can implement the technology and methodology. Local tutors are also necessary, since they will teach in a way that is suited to the cultural and learning needs of the particular set of students. In this way, organisations will effectively embrace the opportunities that new technologies have to offer and unlock the full potential of talent within their workforce.

Before leaping into the world of ERP systems and integrating talent and performance management suites, it is crucial for an organisation to look at core learning needs and how the latest training programmes are capable of addressing those needs. Unfortunately, strategic implementation is not happening as fast as the recent M&A activity, so the pressure is on organisations to make core strategic changes to implementation

Leading talent acquisition and management systems will continue to develop beyond contact management, recruiting and onboarding, employer branding, and internal mobility. Understanding your organisation's needs and considering your talent management strategy along these lines will help to locate software automation solutions that support these objectives.