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HRO Today Forum Europe Leadership Lessons By Jan Kingsley Leadership development (also known as talent development, organisational development, or professional development) has moved beyond a mere act of faith on the part of senior management. In an increasingly demanding environment, so-called learneing and development (L&D) practitioners must position such intiatives as an integral part of their organisation's strategy, ensuring that the impact and outcomes are sustained not only within the organisation itself, but also on its wider community. Here are three of the trends that I perceive emerging in the field. Trend 1: From intervention project to integrated process. Traditionally, leadership development has been seen primarily as a "project" to develop the competencies of a certain defined set of individuals (usually from the "talent pool"). Whilst senior management might be invited to give a pep talk at the beginning and then perhaps a final session at the end, the programme usually happened out of sight (often in exotic locations). More recently, what can be seen is a far stronger integration of the programme into the day-to-day functioning of the organisation, with the involvement not just of senior managers, but also operational line managers who participate as coaches and mentors. And the process does not end with the participants—indeed, they are Example: Siemens has designed and implemented an SPS (Siemens Production System) expert programme which develops its staff at three differing levels of expertise—expert, senior expert, and principal expert. The training is delivered primarily by internal specialists in host manufacturing plants across the world with ongoing coaching back at the participants' places of work. The focus of the intervention is very much on the practical application of learning to participants' own environments. Some 400 SPS experts have now undergone the programme and productivity has increased by 30 per cent at relevant production sites, whilst reducing energy consumption and CO2 emissions. Trend 2: From cost to investment. During uncertain times, often L&D departments were first targetted A forum thought leader foreshadows themes of a dynamic examination into techniques of talent development. expected to cascade their learning into the wider organisation as trainers, facilitators, and coaches. Before the programme even begins, participants are required to conduct action research within their units, and their action learning projects can continue well after the programme officially ends. Thus, the programme becomes an integral part of the strategic and operational objectives of the organisation at all levels. [16] HRO TODAY GLOBAL | FALL 2012