Step 4:

TALENT DEVELOPMENT

A set of integrated organizational HR processes designed to attract, develop, motivate, and retain productive, engaged employees throughout the employee lifecycle.

Best Practices for

All Employers

Secure C-suite buy-in for your talent management strategy.
Provide standardized talent review and feedback processes.
Increase visibility of talent management initiatives.

Best Practices for

Veterans

Be able to say what’s next. Share opportunities for further development, training and certification, opportunities to expand, move, repurpose or refocus as needed.
Take the time to develop veterans to get the right mix of experience, skills and personal qualities to assume additional organizational responsibilities and leadership.
Provide early, frequent and informal performance feedback.

Questions to Ask

Is the entire C-suite on board with the recommended talent strategy?
Who has visibility of talent management initiatives? Is that enough?
What are the developmental opportunities to position talent for increased responsibilities?
Does your current talent review and feedback process effectively support talent strategy model?
Are leaders aware of required training and certifications required to advance in careers?
Are there identified committed times for performance feedback placed on the calendar?

Resources

These suggested resources are available at no cost:

USAA’s Veteran Mentor Program
Employee Resource Groups that Drive Business, study published by Jennifer Brown Consulting
The Veteran Advantage, DAV Guide to Hiring and Retaining Veterans with Disabilities
USAA Employer Roadmap, Skill Bridge
The JPMorgan Chase Pathfinder Playbook, A Veteran Acclimation Program Development Roadmap

BUSINESS CASE STUDY:

SHELL OIL

ATTRIBUTES:

  • Rotational experience
  • Professional development (enlisted and officer)

Shell Oil has created “Career Transition Opportunity” (CTO), a unique program that aids the transition of top-performing JMOs with four-year degrees and less than six years of military or private-sector experience from the military into corporate life at Shell.

CTO combines on-the-job learning, training for recognized professional qualifications, personal development programs, and direction and support to assist JMOs with their transition. The program is high-touch and participants benefit from personal mentoring and executive-level support. Such a model practically dictates limitations on scalability. The current program is focused on military officers, and the applicability of the model to prior enlisted employees is clear, but untested in the context of GE’s experience.

Reference: Talent Development (Business case) Leading Practices Model: General Electric – Junior Officer Leadership Program

Thank You to Our Corporate Partner