One of my opportunities for improvement is my communication of data/facts. The ability to facilitate my thoughts in a way that is trusted and verified, in a confident and organized way.
One of my disconnects is I am naturally an introverted person, that avoids conflict, in my role as a Talent Development Manager my role requires me to present data and work people through the data in order to cause improvements.
This was what was suggested by my stakeholders:
Gain buy-in from others by appealing to their needs prior to presenting ideas and data
My response:
I began to observe others body language to my communication and how I can change my language to a collaborative format where others will be engaged. I plan improve my communication skills by adhering to my guardian temperament, collecting feedback and re-adjusting for the team. Demonstrating stable data trends will help aide in creating tranparency for others to trust my performance.
I welcome you to learn about the various ideas and approaches to Organization Development & Change Consultation dynamics. At the heart of the OD professional’s goal is always putting the client first by using using the group’s creative power to solve the problem;
Background:
I first started my career over ten years ago, majoring in Organizational Communication, at Florida International University. After graduating Cumlaude with my BA I went on to pursue my Masters at Penn State University to further my education and gain a deeper understanding of my passion “people”. I currently hold a certification in Lean Six Sigma Green Belt, Executive Project ManagementProfessional & Leadership Development Succession Strategist. My organizational communication degree has enabled transferable skills to the OD & Change degree. My short-term goals are to be able to develop internal consulting skills, my long-term goals are to become an educator.
I currently serve as a Senior Talent Manager for Chen Med, supporting my client group through the center of expertise. My role consists of enhancing the cultivation strategy and talent development processes. My background in talent acquisition and development enables me to understand how to facilitate and adopt organizational change. Intervention methods and alignment of an individual’s strengths with the companies talent needs are also an essential part of my responsibilities. Throughout this blog, I will expand on my expertise and help individuals learn how to drive engagement to develop top talent by applying OD practitioner change methodologies. This blog will consist of building an organization development best practice to support talent alignment with organizational goals.
Internal Consultant Role:
HRDs are the eyes and ears of the Regions and function as the leaders and guides to HRBPs
HRBPs are the eyes and ears of markets and are the primary customers of Talent Management Organization Development & Learning(TMODL) Center Of Excellence(COE)
Sr. Talent Managers are assigned a primary Region and partner with that HRD, HRBPs, and leaders. That Region is considered his/her primary client portfolio
Building best practice resources/tools is the primary responsibility of the TMODL COE
TMODL should ask for input and rely on guidance from regions and markets when developing, planning or executing standardized approaches & processes
Regions can customize implementation based on market demands/needs
Clients view us (HRDs, HRBPs, and SR. TM) as key talent management resources
Most leaders are operating as dyads in Business Units, Market or Regional function
Most leaders are making the attempt to plan talent at one of the dyad level functions listed above
All roles partners, regardless of a specific area
All roles should accept responsibility for providing Talent Management services at the first point of contact
When requests are made outside of an individual’s defined responsibility area, that person will handoff using the following guidance: 1) outside market or region responsibility or 2) work with (when between functions e.g. between HR Field Services and TMODL COE)
Work between HR functional units should be seamless to the client
Talent Management, Organization Development & Learning Capabilities:
