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Based on years of working with companies to solve large organizational challenges, Alec Levenson advises industry leaders to take a systems view of talent development.

Measuring and Maximizing the Impact of Talent Development By Alec Levenson

Alec Levenson is a senior research scientist at the Center for Effective Organizations, Marshall School of Business, University of Southern California. His action research and consulting work with companies optimize job and organization performance and HR systems through organization design, job design, human capital analytics, and strategic talent management. Alec has trained HR professionals from a broad range of Fortune 500 and Global 500 companies in human capital analytics. His research has been featured in numerous academic and business publications, including the New York Times, the Wall Street Journal, the Economist, CNN, the Associated Press, U.S. News & World Report, National Public Radio, the Los Angeles Times, USA Today, Marketplace, and Fox News. Alec is also on the editorial boards of Human Resource Management and Small Business Economics. He is the author of Strategic Analytics: Advancing Strategy Execution and Organizational Effectiveness and Employee Surveys That Work, and co-author of What Millennials Want From Work. Alec has received research grants from the Sloan Foundation, Russell Sage Foundation, Rockefeller Foundation, U.S. National Science Foundation, China National Science Foundation, and National Institute for Literacy. He received a PhD and an master’s degree in economics from Princeton University, specializing in labor economics and development economics, and a bachelor’s degree in economics and Chinese language (double major) from the University of Wisconsin–Madison.

Alec Levenson

Talent development is not just about supporting individuals. In this issue of TD at Work, “Measuring and Maximizing the Impact of Talent Development,” Alec Levenson explains how a systems approach can increase the impact of talent development work.

Measuring and Maximizing the Impact of Talent Development

October 2014 - TD Magazine

The Dos and Don'ts of Employee Surveys

Most talent management approaches fall short of the mark when it comes to improved strategy execution and organizational effectiveness. We spend way too much time and energy focusing on individual talent and capability, ignoring the more important issues of organizational talent and capability.
Where should we start when improving talent processes? Leaders responsible for talent-related initiatives only have so much time and energy. If we don’t focus primarily on the issues that matter most for business success, we run a very high risk that our managers and leaders won’t be engaged in what we want them to do. Even worse, the business results could suffer, increasing the chances of cutbacks in budget dollars and wholescale de-emphasizing of talent development while people focus exclusively on righting the ship of business performance.
This webcast will introduce you to a systems approach to measuring and maximizing the impact of talent management. Based on his August 2016 TD at Work, "Measuring and Maximizing the Impact of Talent Development," presenter Alec Levenson presents a framework and step-by-step approach to improve the impact of talent management and development.
 

Maximizing the Value of Talent Management

Effectively pairing personality assessments with people analytics presents talent leaders with four ways to reduce Millennial turnover and improve long-term organizational fit.

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