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Aileen Zaballero is a senior partner of Rothwell & Associates and a dual-title Ph.D. candidate in Workforce Education and Development and Comparative International Education at The Pennsylvania State University. She is a Certified Professional in Learning and Performance (CPLP) since 2009. Aileen is currently working on a project that will produce a Competency Model and Career Map for the advanced commercial building workforce, utilizing the U.S. Department of Labor's competency model framework and aligning with the new Department of Energy supported and industry-developed Better Buildings Workforce Guidelines. Aileen has recently authored and co-authored chapters in Performance Consulting-Applying Performance Improvement in Human Resource Development (2013, John Wiley & Sons); co-edited and co-authored Optimizing Talent in the Federal Workforce (2014, Management Concepts); co-authored a chapter in Organization Development Fundamentals: Managing Strategic Change (2014, ASTD Press); and co-edited The Competency Toolkit, 2nd Ed. (2014, HRD Press).

Leen Zaballero

A Different Workforce Boom: Boomers!

A lack of integrated talent management is a systematic failure of healthcare institutions. ATD 2016 speaker Leen Zaballero discusses the business case for succession planning.

Making the Case for Succession Planning in Healthcare

The May 2015 issue of TD at Work, “Measuring and Addressing Talent Gaps Globally,” explains why it is critical in the current business environment to consider your organization’s talent gaps in a global context, and to use objective means to measure

Do You Have a Global Mindset? (May 2015)

Measuring and Addressing Talent Gaps Globally

Effectively developing skilled talent means having a learning and talent development function that is structured to meet both the needs of the workforce and the goals of the business. In this webcast, you will learn about the central components of the ATD talent development framework and understand how to build your own talent development structure using the framework's online puzzle tool.
With best practices from other organizations that have used the framework, this webcast will review how to introduce the concepts in your organization and how to build an action plan to engage your team, peers, and senior executives in using the framework.
 

Solve the Puzzle: Customize Your Talent Development Framework to Fit Your Organization’s Culture

In healthcare, effective succession planning is a leadership imperative. Yet what is the definition of effective? How are the results of a succession-planning program being evaluated? Which metrics are most meaningful to executive champions? Many metrics are suggested to measure the effectiveness of succession planning, such as pipeline population numbers, percentage “ready-now,” and “time to fill.” However these measures often fall short in resonating with leadership. The key is to connect measures to strategic business outcomes. This is possible by applying the Rothwell Model, which continues as the framework of webcast 5 in this five-part series.

In this webcast, we will:

Examine the Rothwell Model and step 7: Evaluate program results.
Explore how to communicate succession program effectiveness.
Review benchmarked measurement practices for succession planning.
Discuss a real-world case study in healthcare.


Evaluate Succession Planning Program

Does your healthcare organization have a succession plan or strategy in place? Building and implementing a succession strategy is key to sustaining high-quality patient care while fostering employee engagement. Understanding your organization’s future talent requirements, recognizing potential, and growing your talent pool are challenges in the highly dynamic industry of healthcare.
The key differentiation between a replacement plan and a succession plan is the strategy of development. Tomorrow’s talent must be developed today, particularly in the complex reality of the current healthcare environment. Providing an array of development opportunities for healthcare professionals has proven to be highly successful in retaining top-performing employees and promoting an engaged workforce.
During this fourth installment of a five-part ATD Healthcare succession planning webcast series, globally recognized talent and workforce expert William Rothwell applies a healthcare lens to succession planning. We will explore steps 5 and 6 of the Rothwell Model: assess promotion potential (Step 5) and develop people (Step 6). 
This webcast will cover the following:

Further explore trends and challenges in healthcare.
Review the Rothwell Model and steps 1-4.
Compare present individual competencies against the requirements for the next level.
Develop an individual development plan that is aligned with organizational goals.
Discuss strategies to narrow developmental gaps between present competencies and those needed in the future.
Review a case study of an academic medical center succession planning journey.
Devote time to a Q&A panel with faculty.

You’ll learn to:

Assess potential talent.
Develop potential talent on succession planning.
Differentiate between a replacement and succession plan.


Please note although this webcast builds on previous webcasts in the series, it is designed as a stand-alone module as well.
 

Assess and Develop Potential Talent on Succession Planning

In today's knowledge economy, organizations need to build talent development functions to support the needs of their workforce and the goals of the business. During this webcast, you will learn more about the central components of ATD’s talent development framework and how organizations are using it to structure their training departments. Using an online tool guided by your facilitators, you'll learn about building and implementing this framework in your own organization.
During this webcast, you will learn how to:

Define the ATD talent development framework and its 15 primary and 24 secondary functions using research-based definitions.
Use the ATD talent development framework to create a learning function that is aligned with organizational goals.
Build an action plan to engage organizational leaders using the ATD talent development framework.
 


Let’s Get Creative: Build Your Own Talent Development Framework

Predictions are commonplace in the stock market and real estate, but they should be just as common in organization development (OD), which can be as volatile, with people moving from one organization to another for many reasons. As OD practitioners, can we predict how or why employees leave? Where is the OD field going? What will it look like five or 10 years from now?
A successful OD practitioner must be able to see around the corner in at least three areas: work trends, global trends, and technology trends. In this session we will discuss current business issues that practitioners are facing today, identify emerging trends that will impact the future, and discuss how an OD practitioner can stay ahead of these trends.
Upon completing the session, participants will be able to:

reflect on past and current conditions in the OD field
compare their predictions about the future with other professionals
review existing literature about emerging trends
discuss how to prepare for the future
brainstorm how OD can support future challenges.


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