I'm considering how to effectively integrate and simplify our talent processes to create a more seamless experience rather than a rigid process. How have your organizations approached the integration and evolution of Performance Management, talent planning, and development planning, etc.?

Great question!  Our organization is looking at how we evolve in these areas and have a more cohesive approach so that everything does not feel so disjointed.  Currently we work to create a calendar at a glance for the year, partner with our HR Communications team to help us look at streamline some communications where we can and create natural connection points.  We include Goal Setting, Development Planning, Talent Planning, Midyear Reviews and Yearend Evaluations.  We worked through an OE advisory group that consists of HR partners to help carry the torch on the work and operationalize it. We also launched a leadership framework competency model that has allowed us to integrate it into all of our talent processes.  This common language and way of assessing our talent has help provide a good foundation and get our leaders speaking in a similar language.  

We are still maturing in this area, but for us, it's really starting with the long term talent planning and understanding where our role & competency gaps are based on business objectives. From there, we create a cross functional workstreams around building talent (development, succession, & academic partnerships), building talent (talent acquisition), borrowing talent (float pools, contingent workers, & purchased services), and bolstering talent (engagement & talent management). We have found that starting with pilot programs and/or small business units to be helpful in building the buy in for other operational leaders. We work with leaders to determine the right KPI's for their specific business and then build plans to work towards those metrics. This allows for some amount of structure while also leaving enough room for flexibility.