Introduction
Much has changed since March 2020. With organizations moving quickly to adjust operations and a large portion of the workforce working remotely because of COVID-19, talent development (TD) departments have scrambled to determine how best to develop employees. Some of this change has been difficult, but many of the results are positive.
TD departments had to rethink how to deliver their services in a matter of days, without a needs assessment or a plan to guide them. Many were completely unprepared for such an upheaval in terms of tools and competencies. Still, they rose to the challenge. Talent development practitioners switched to virtual instructor-led training, they chunked learning into specific lessons, they made it interesting for those distracted by working from home, and they got creative when new technology wasn’t in the budget. And they did it all in days instead of months.
The timing couldn’t be better for this handbook. Many of its chapters relate practitioners’ experiences and offer tools that you can use as you face the challenges ahead.
Why This Handbook?
It is an honor to edit ATD’s Handbook for Training and Talent Development for the third time. Through each edition, the topics have changed to reflect the times and the needs of the profession. You’ll find different sections and different chapters. In fact, it’s all new. The topics have changed, and the emphasis has too.
But one thing that hasn’t changed is the thousands of hours that we’ve invested in bringing you a resource that you will turn to again and again. This book delivers the content you need, written by experts you respect, to help you comprehend what’s important in your changing role. While it addresses what you need to know today and into the future, it also affords you an opportunity to delve into the historic roots of our profession.
This handbook brings together 101 thought leaders in talent development to provide a multitude of cutting-edge topics—the author list reads like a who’s who in talent development. The wisdom of the best minds in the profession has been woven together to help you create your professional persona. Each section, chapter, and topic has been selected based on what you need to know at this time and in the future. You would need to purchase dozens of books to garner the same critical content that is condensed between these two covers.
Yes, our roles have expanded due to the pandemic, but they were already changing—COVID-19 simply made them transform more rapidly. This handbook provides a definition of the changes, an understanding of why change was required, and some predictions for what you can expect in talent development in the future. All of these changes require a voice of reason, and the handbook answers that call. In its pages you’ll find the rationale to help you sort what’s important and what’s not, what’s new and what’s the past rehashed.
Many practitioners, whether new to the profession or highly experienced, do not have a clear understanding of the history of talent development. There is always a fire to put out, an immediate question that must be addressed, or a development opportunity to create, thus leaving little time to research our history. Why do we do the things we do? It’s highly unlikely that you will readily find information about the history of training and the theories and practices that support it in most of your current resources. However, it is important to know that there is scientific evidence behind what we do and that some options work better than others. A fundamental purpose of this handbook is to provide you with a description of how talent development has evolved and the gurus who led the early efforts.
What’s in This Handbook?
ATD’s Handbook for Training and Talent Development is divided into eight sections, representing key areas of the TD profession. You will find that the sections are less ADDIE-dependent and more focused on the expanding role that you are experiencing in the profession.
Although the design does not match the Talent Development Capability Model, care has been taken to ensure that the content in the handbook aligns with ATD’s Talent Development Body of Knowledge (TD BoK). For example, the glossary has new and different words with their own meanings, but if the word also appears in the TD BoK glossary, you will find the same definition. Consistency is critical, especially for those who are preparing for certification.
Each of the eight sections is introduced by a luminary—a unique individual who has reached legendary stature in the TD profession and has had an active role in developing and leading the topic addressed in that section. Let’s look closer at each section:
1. The Foundations of Learning and Development. As you might expect, the handbook starts with a strong foundation and builds on that. I am so excited to share our leadoff luminary, Tacy Byham’s, perspective on what it takes to have a strong foundation. She challenges us with 10 simple words: “Match the demands of the business with ready-now talent.” This section prepares you to create the business case for learning in your organization by creating your own strong foundation as you review critical adult learning basics and the science of learning.
2. Planning a Career in Talent Development. There’s no one better to initiate a section for developing a TD career than Bev Kaye, the indisputable authority on career development. You’ll love her perspective on the eight talent development mindsets. The rest of this section introduces you to the Talent Development Capability Model and certification, the importance of lifelong learning, and the relationship of EQ and mindset to your professional success. You’ll also gain Jean Greaves’ advice about how EQ is important for you as well as the clients you develop.
3. Training and Development Basics. Bob Pike, the trainer’s trainer, kicks off section III, sharing some of his favorite models and his Learning Preference Continuum. The rest of the section offers 10 chapters that focus on the various elements of ADDIE, plus new ways to think about ADDIE. Check out the chapter by Nancy Duarte, the Storyteller of the Valley, and Jeff Davenport; they advise us to use story structure to influence others—because “stories stick.” Another must-read chapter is written by Mhairi Campbell, award-winning media producer and executive at the BBC, who addresses 21st-century media skills. Don’t miss the excellent chapters in this section that take you beyond the basics.
4. Enhancing and Supporting Talent Development. Who better to introduce a section that requires us to modify our thinking than the provocative and entertaining Elliott Masie? This section addresses many of the questions we have about the future of talent development. These topics include blended learning, accessibility, learning transfer, critical tools that support e-learning, and advice for those designing and delivering virtual training. We are fortunate to have authors whose names you’ll recognize share their best with you. Who? Have you heard the names Hofmann, Orey, Elkins, Clay, or Huggett? Yes, I thought so.
5. Required Forward-Focused Proficiencies and Attitudes. One of the most forward-thinking people I know, Rita Bailey, sets the standard in this section. She asks you to consider the knowledge, skills, and attitudes you require to be successful as you experience “change on steroids.” She offers a checklist for assessing your readiness for the future and even relates her skydiving experience to what our profession is currently experiencing. This section also offers a list of the essential skills required of TD professionals, suggestions to work with SMEs, tips to perfect your facilitation skills, advice to improve your communication with executives, and ways to integrate DEI into talent development.
6. Expanded Roles of Talent Development. The ever-positive Kimo Kippen, a native Hawaiian, opens this section by encouraging us to upskill and reskill ourselves and our colleagues to ensure success for our organizations. You’ve probably experienced some of the new roles that TD professionals are being asked to play—coaching managers to develop their people, supporting workforce planning, or implementing a mentoring program. Perhaps you’ve been tasked with encouraging employees to take ownership of their careers or transforming a dysfunctional team into a productive team. You may have even been asked to play the role of an internal consultant. Each of these new roles helps define the ways the TD profession is expanding. Read more about each topic in this section.
7. Aligning the Learning Function to the Organization. The highly respected and influential Ken Blanchard starts our discussion about how we can help ensure our organization’s success. It requires that we become leaders, and Ken shares the three steps you can take to “become the kind of leader people want and organizations need.” This section continues with Kouzes and Posner’s take on the five leadership fundamentals, then Zenger and Folkman share L&D’s role in achieving a corporate vision. To align the learning function to the organization, you’ll also learn how to structure talent development, build your business acumen, support onboarding efforts, and measure your impact. Be sure to review the steps Dean Griess shares for working successfully with their leaders. Finally, there’s a chapter just for the TD department of one.
8. Talent Development’s Role for Future Success. The distinguished futurist and thought leader John Coné challenges us to let go of yesterday’s approaches, look beyond the concerns of today, and prepare to build the future of tomorrow. I encourage everyone to read his perspective on what’s possible in the future. This section also challenges you to determine how to sustain DEI and create a thriving learning culture. You can explore emerging technology, people analytics, workforce agility, and organizational design practices. Be sure to check out a special contributor, Andy Trainor, VP of Walmart US Learning, as he shares secrets to partnering with executives.
That’s a lot of content to compile in one book, and even more for you to digest within its 900+ pages. Yet I can’t think of one topic I’d remove. Our profession has become more complex, and this handbook can help you make sense of it all. If I sound excited about this content, it’s because I am! I can’t wait for you to read it and share your perspectives as well.
What Should You Watch For?
While you are reading, you may want to look for themes throughout. You may also want to compare authors’ perspectives. They aren’t all the same, but they are all thoughtful. I’ve read most of the books and articles that our authors have published, and knew they had the necessary expertise.
We asked more of them than just to write 3,000 words. We asked each author to ensure that their submission was practical and implementable by you, the readers. We asked them to address diversity in their chapters when appropriate and to recommend additional resources so you could go more in depth on topics that intrigued you. We also asked them to provide tools that you could download from the website to make it easier for you to implement their ideas. Finally, we asked for a list of glossary terms and definitions that they thought were critical to their submissions.
I believe that there is something in the handbook for everyone in the TD profession:
• You will find the basics of L&D. It couldn’t be called a handbook without covering the basics, and they are all here.
• We incorporated the Talent Development Capability Model. While we certainly didn’t want to repeat what’s in the TD BoK, we did expand on several topics. The TD BoK addresses what and why; the handbook goes beyond to address how.
• The handbook is relevant to what we’ve experienced throughout the pandemic. COVID-19 and its variants have thrown entire businesses into disarray. Every one of the 101 authors lived through that experience and you will find mention of it throughout. (However, we did remove some references because you don’t need to be reminded of the pandemic more than necessary.)
• You should find a focus on diversity in three ways: First there are whole chapters devoted to DEI and accessibility, and both are mentioned in many other chapters as well. Second, my goal was to include diversity in contributions including country and culture, race and ethnicity, age and generation, gender, sexual orientation, religious and spiritual beliefs, disability, and socioeconomic status and background. Where appropriate you will see the diversity peek through. For example, we maintained spellings that are culturally unique. And finally, you’ll see diversity of thought as I sought contributors who are not only in the TD profession, but from education, IT, and corporate areas.
Finally, you will see several themes running through the handbook. These themes should be a wake-up call to all of us in the profession:
• Be prepared for the future.
• Gain new skills for new responsibilities.
• Promote DEI.
• Stay abreast of the warp speed of change.
• Ensure your organization is successful.
Watch for these themes throughout the handbook. Then ask yourself these questions:
• How prepared am I for the future?
• What skills do I need to traverse the changes in my organization?
• Who could mentor me to build the competency and the confidence to do more?
• How can I be a better lifelong learner?
How Can You Get the Most Out of Your Handbook?
If you need some motivation, I suggest you start with John Coné’s luminary introduction to section VIII, Talent Development’s Role for Future Success. John has a wonderful ability to inspire others, and in this case, his rousing projection of the future is stimulating and thought provoking.
If you are new to the profession, get a serious dose of learning and development philosophy in section I. Then move on to section III, Training and Development Basics, to explore the skills you’ll need from assessment to evaluation and everything in between.
Are you looking for that illusive seat at the table? Have we got resources for you! Turn to section VII, Aligning the Learning Function to the Organization, where Ken Blanchard discusses being the leader your organization needs. Next check out chapter 43 by Jack Zenger and Joe Folkman, and chapter 45 by Jim Kouzes and Barry Posner to discover the five fundamentals of learning leadership.
If you are still wondering about the changes from training to talent development, check out section VI, Expanded Roles of Talent Development. Explore your role in workforce planning, helping your managers coach their employees, implementing a mentoring effort, building teams, and consulting. Yes, our role is changing, and we need to accept the responsibility to change with it. Get a pep talk from luminary Kimo Kippen then slip on over to Halelly Azulay’s chapter 37 to learn how to take ownership of your own career development.
Finally, remember the tools on the website (ATDHandbook3.org). Choose your favorite chapter and download the tools that will help you implement the content.
How can you get the most out of this handbook? To quote Jim Kouzes and Barry Posner, “You have to make learning a daily habit.” Use this book to enhance your knowledge. Turn to any page or any chapter to learn something every day. The handbook makes it easy.
Final Thoughts
Much has changed since March 2020. We live in a dynamic world. Thankfully we are also part of a vibrant, prepared profession. The training and talent development landscape has been changed forever. However, we have proven that we can quickly rise above to successfully address the challenges our organizations face. Talent development is made up of professionals who will find a way to support and lead—no matter the challenge. I am delighted to share this handbook to help guide you into your professional future.
Elaine Biech, CPTD Fellow
Norfolk, VA
May 2022