Competency-Driven L&D: Effective Strategies from SMDC, Atos, & Pointwest

At the Talent Management Strategy Forum (TMSF) on September 18, 2024, a standout panel tackled a persistent HR challenge: how to ensure that learning and development (L&D) initiatives lead to measurable performance improvements.

Moderated by Mat Rabena, Vice President and Senior Consultant for Learning and Development at Northern Trust Corporation, the panel featured prominent industry leaders:

• Vincent Benedicto, AVP of Human Resources at SMDC
• Marvin Olino, Learning Organization Development and Engagement Head for Asia Pacific at Atos
• Albert Don Gozar, Head of Talent Engine at Pointwest

The session kicked off by addressing a critical issue: despite significant investments in learning programs, many organizations struggle with a disconnect between knowledge acquisition and practical application.

A real-time poll conducted during the session highlighted this gap:

• 40% of participants identified job-relevant training as the most effective.
• 28% underscored the importance of management involvement.

This disconnect often arises from an overemphasis on theory rather than actionable, real-world skills.

A key strategy discussed was designing training programs around clear competencies—both skills and behaviors. Panelists emphasized that competency-based learning ensures training aligns directly with what employees need to excel in their roles.

Feedback mechanisms were also stressed as critical for alignment. By collecting feedback post-training, organizations can identify barriers to skill application, such as resource gaps or insufficient leadership support.

As job roles evolve, so must training programs. Albert Don Gozar shared how Pointwest adapts its programs to meet changing skill demands, ensuring training stays relevant—especially in rapidly shifting industries like technology.

Stakeholder involvement emerged as a cornerstone of effective L&D. Engaging leaders and teams from the start ensures learning initiatives align with both employee needs and organizational goals.

Culture was another critical factor. As Gozar noted:

“A leader that cultivates a spirit of positivity makes for practitioners who really deliver on their targets.”

Even the best-designed programs falter without a culture that supports and motivates employees to succeed.

Bridging the gap between learning and performance requires real-world application. Programs like Lean Six Sigma certifications, which include hands-on projects, were highlighted as excellent examples of translating theory into measurable outcomes.

The panelists emphasized the importance of linking training outcomes to business performance metrics. Successful programs directly impact KPIs such as productivity, efficiency, and financial results.

Vincent Benedicto shared how SMDC ties training to outcomes like skill improvement and promotions, demonstrating L&D’s value to senior management and motivating employees to engage deeply.

Data is pivotal in assessing and improving learning programs. Feedback from employees and performance analysis after training can reveal both successes and areas for improvement.

Regular stakeholder dialogue adds another layer of insight, helping organizations refine strategies and introduce new, impactful initiatives.

The panel left the audience with this lasting insight:

Effective L&D programs transcend knowledge acquisition. They turn learning into actionable outcomes that drive individual and organizational success.

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