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 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