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Upcoming ATD‐PHL Webinars
• May 14: “Creating a Coaching Culture so that L&D Initiatives Stick”
• May 27: Regional Webinar
• June 3: “Designing Great Digital Learning Programs based on Science”
• June 16: “Trends in L&D: What’s Hot & Not”
• June 24: Regional Webinar
www.tdphl.org
ATD’s New Capability Model – Your Blueprint for Success
Agenda
What Is a Competency Model
Overview of Competency Model Research Study
• Discussion of Trends from the Research
• Impact of the Model
• Review of Interactive Capability Model
• How You Can Use the Model for Yourself and Your Team
What Is a Competency Model?
• A framework that sets a common standard for what professionals need to know and do in order to be effective and successful
• Typically focused on:• Foundational skills• Specialized/professional skills
ATD and Competency Modeling• Developing competency models for 41 years• Sets a standard for the industry• Guides all of ATD’s products and services
• Publications Web content• Courses Annual conference sessions• Certification
Why Update the ATD
Competency Model?
• All Job Roles Change Over Time
• Defining the Field of Talent Development (Now and ~5 years in the future)
• Career Pathing for TD Professionals with Roles and Levels
• Align with current best practices in Competency Modeling which indicate updates every 5 – 7 years
• Opportunity to Include New Research in Topics such as:• Brain science• Learning technology• Big data
Britt Andreatta ‐ Andreatta Consulting/ LinkedIn Learning
Elaine Biech ‐ ebb associates, inc.
Nicole Carter ‐ Signature Health
John Coné ‐ i4cp/The Eleventh Hour Group
Wendy Gates Corbett, CPTD‐ Refresher Training, LLC
David Forman – Sage Learning Systems/ Pepperdine University
Jonathan Halls ‐ Trainer Mojo, LLC/ George Washington University
Karl Kapp – Bloomsburg University / 2K Learning
Dana Alan Koch – Accenture
Jennifer Martineau ‐ Center for Creative Leadership
William Rothwell ‐ Rothwell & Associates, Inc./Pennsylvania State University
Competency Model
Advisory Group
Competency Model Task Force
• Grace Amos ‐ Cisco Meraki
• Jennifer Brink ‐ Comcast University
• Brian Davis, MBA, CPTD ‐Washington Suburban Sanitary Commission
• Jessica Gil ‐ European Wax Center
• Jennifer Halsall ‐ TD Bank
• Stephanie Hubka, CPTD ‐ Protos Learning
• Bahaa Hussein, CPTD ‐ Abudawood Group
• John Kostek ‐ Hitachi Vantara
• Lance Legree ‐ Hilti Corp
• Jay Maxwell, CPTD ‐ Call Center Optimization Group
• Kent Nuttall, CPTD ‐ Torch Solutions Group
• Joseph Reamer ‐ HSBC
• Wei Wang, CPTD ‐ ATD Global
Competency Model Task Force
Broad Industry
AssessmentLiterature Review
Survey Development
Occupational Survey
Review of Survey Results
Model Development
Sept. 2018 Oct. 2018 Nov. 2018 Dec. 2018 Jan. 2019 Feb. 2019
Mar. ‐Nov. 2019
The Research Process
Occupational Survey that included:• 197 knowledge and skill statements• 15 demographic questions
• Asked professionals to tell us how important the knowledge or skill is to their job TODAY and 3‐5 years into the future
Who Contributed to the Study?
3,000+ survey responses
Highest response rate ever to a competency
survey
Chapter leaders, NAC, and many SMEs
Survey Demographics
● 77% based in the U.S.– 23% from outside the US,
representing 75 countries C‐Suite12%
Management28%
Specialist35%
Entry‐Level25%
Career Level
Size of Employer Organization
11.254.2
17.54.6
11.7
0 20 40 60
Macro (50K+)Large (501‐50K)
Medium (51‐500)Small (11‐50)Micro (1‐10)
Response %
What the New Model Should Include
• Strategic, specialized/technical, and foundational competencies
• Define the scope of talent development and talent development competencies
• Enable customizability through interactive elements to expand areas and access more detailed information
• Guide career development through inclusion of proficiency levels and/or career paths
• Simple structure easy to interpret and remember with relevant labels that conveys how structural elements are connected/integrated
• Common language to support role of talent development in both organizational and individual performance
The new Talent Development Capability Model is a framework to guide the talent development profession in what practitioners need to know and do to develop themselves, others, and their organizations.
What should you know and doto be successful now and in the future in global environment?
ATD Talent Development Capability ModelTM
Top Industry Trends Identified in the Study
2. Data AnalyticsNeed to capture, organize, and leverage analytics to actionable talent strategies
3. Information AvailabilityLearners are driving their own learning agenda; cognitive science changing our understanding of learning; need to guide and critically analyze information
4. Learner-CentricNeed to create processes and systems to support formal and informal lifelong learning for competitive advantage
1. Digital TransformationAdvances occurring rapidly; new technologies offer new paradigms for learning
5. Business PartnershipNeed to collaborate with business leaders in organization to convey value of learning and how it supports organizational strategy and competitive advantage
6. Foundational skills
Importance of interpersonal skills that are needed for partnering across the organization, communicating business advantages, and advocating for how talent development practices can help achieve organizational goals
From Competency to Capability
Competency Capability
Having the knowledge and skills necessary to perform a current job
Flexible and adaptable to meet future needs
The integration of knowledge, skills, and personal qualities used effectively and appropriately in response to varied, familiar, and unfamiliar circumstances
(Nagarajan and Pabhu 2015)
One element of capabilities
Three domains of practice
188 knowledge and skill statements organized into
twenty‐three Capabilities
Research showed talent development
professionals need to blend knowledge and skills from these three domains to be most
effective
Talent Development Capability Model
Old vs. New Model
Area of Expertise (AOE) / Foundational –2013 Model
Capability Area – 2019 Model + New Capability Areas
Instructional Design Instructional Design
Training Delivery Training Delivery & Facilitation
Learning Technologies Technology Application
Evaluating Learning Impact Evaluating Impact
Managing Learning Programs spread across a wide range of new capabilities
Integrated Talent Management Talent Strategy & Management
Coaching Coaching
Knowledge Management Knowledge Management
Change Management Change Management
Performance Improvement Performance Improvement
Business Skills Business Insight
Global Mindset Cultural Awareness & Inclusion
Interpersonal and Personal Skills spread across a wide range of new capabilities
Technology Skills Technology Application
New Capability Areas
Building Professional Capabilities‐ Learning Sciences‐ Career & Leadership Development
Developing Personal Capabilities‐ Communication‐ Emotional Intelligence & Decision Making‐ Collaboration & Leadership‐ Project Management‐ Compliance & Ethical Behavior‐ Lifelong Learning
Impacting Organizational Capabilities‐ Consulting & Business Partnering‐ Organization Development & Culture‐ Data & Analytics‐ Future Readiness
This domain of practice embodies the foundational or
enabling of abilities that all working professionals
should possess to be effective in the business world.Building Personal Capability
Building Personal Capability
These largely interpersonal skills, often called soft
skills, are needed to build effective organizational
or team culture, trust, and engagement.
This domain of practice embodies the knowledge and skills
that talent development professionals should possess to be
effective in their roles of creating the processes, systems, and
frameworks that foster learning, maximize individual
performance, and develop the capacity and potential of
employees
Developing ProfessionalCapability
Developing Professional Capability
This domain of practice embodies the knowledge, skills,
and abilities needed by professionals to ensure talent
development is a primary mechanism driving
organizational performance, productivity, and
operational results.
Impacting OrganizationalCapability
Impacting Organizational Capability
How can an Individual apply the Talent Development Capability Model?
• Assess their current knowledge and skills against what they need to succeed in the future
• Use it to determine possible career path
• Pursue Capability Model‐Based Credential
Interactive Talent Development Capability Model
(www.tdcapability.org)
Upcoming Feature – Sneak Peek!
Develop a Personalized Learning Plan
‐ Against a specific goal
‐ Your choice to close your skill gaps
‐ Add non‐ATD activities to it, as well
How can the Talent Development Capability Model positively impact teams?
