While talent management connects performance, succession planning, and learning in logical and consistent ways, most companies use different systems and processes to manage these disciplines. Those organisations that embrace a connected process will be more successful in their long-term talent management strategies, says David Wilson, managing director of the corporate analyst firm Elearnity.

He discussed key talent-management market trends and best practices at a recent user conference hosted by Cornerstone OnDemand, Inc., a provider of on-demand, integrated talent management software and services.

"The whole thrust of the Cornerstone EMEA user group was very good, as it gave us the opportunity to mix and build up our networks with Cornerstone's other customers", commented Mary Fitzgerald-Horgan, who oversees group performance and eLearning for AIB. "In addition, it helped us understand broader trends in the industry, and Elearnity's David Wilson provided us with a thought-provoking and highly interesting session."

According to Wilson, 'organisational imperatives' such as regulation, risk, globalisation, financial performance, and employee demographics are driving businesses to invest in integrated talent-management processes and systems. This also includes the consolidation of learning-management systems (LMS) at an enterprise level rather than multiple LMS's in departmental or functional 'silos'.

"Recently, however, we've seen significant systems and process innovation in terms of talent management", Wilson continued. "Those who are being successful in their talent-management systems are using connected processes, not just common data", he revealed. "They are also realising the value of systems that are flexible and adaptable to changing organisational context and priorities."