Journal: People Science - Human Capital Management & Leadership in the public sector Volume 1, Issue 2 Spring/Summer 2014 | Page 7

Part one of this interview appeared in the Fall/Winter 2013 edition of People Science which can be accessed at www.TMGov.org.

Allan: You mentioned earlier that organizations are
starting to include external stakeholders in training, both
as participants and even designers. Can you share some
examples?

who are generalists. What’s been really interesting is the
percentage of generalists in the field from 1988 through
2012 has dropped from 60% to 40%. So the field is
increasingly focused on specialists. Which is an interesting
trend. Sub specialties are growing too, training versus
just in time training, recruiting vs. IT recruiting. And what
we’re finding is, in a career progression model, stage
one is you’re the apprentice, stage two is you’re the
independent contributor, the specialist; stage three is you’re
the integrator, the generalist, and stage four is you’re the
executive. We’re finding fewer at stage 3 but we need more
stage 3 integrators. Because if we have a lot of specialists
– somebody is hiring, somebody else
is training, somebody else is doing
workforce planning, another is in HR
communications, etc. – and they’re
not integrated, we end up with a lot of
activity, but 1 + 1 + 1 + 1 + 1 equals
two, not five. So I think we need to
maintain those generalists. And in
general in the field of HR today we’re
getting fewer gen