I am looking for some benchmarking across industries. I’d love to better understand how Learning and Talent Organizations are designed across your organizations?  Specifically, I hope you can share: -Practice areas included in your structure (or on a roadmap to “fold in”). For example, do you have TA, diversity and inclusion, workforce analytics, etc.? What’s in and what’s the rationale for the design? -How big is your team? Full size/number of directs as well. How much of your COE is central and under COE leadership vs. embedded in the businesses or functions, where they may report into functional/regional HR business partners vs. into you/your team? -Where have you/will you migrate work to a shared services model? What are your design criteria for thinking about how to do this/what’s in scope? 

As a public higher education institution of 10k full-time employees and 5k temporary/part time employees, we have a "one HR" model that has embedded senior business partners, with some embedded support, and centralized centers of excellence.  Fairly new to us and new to higher ed, it's not new across sectors but is working in partnership with division leaders.  For talent, we have invested in talent aquisition (6 FTE) and talent development (4 FTE) while also building teams in employee relations (3 FTE), compensation (4 FTE), and wellness (4 FTE).  Shared services is often discussed and we have elements of that but the concept has poor reputation in the sector from failed attempts in the past.

We are an organization with 34k employees in a distributed workforce but with a centralized HR function. We have a Talent Management team managed by a VP, who reports to me, the SVP of People. The Talent Management function has 3 arms: Talent Optimization (job architecture, seasonal talent processes like talent calibration and performance reviews, and employee listening) - small team of 5, Talent Development (responsible for training of our desked workers) - team of ~15, Talent Acquisition (responsible for recruiting about 11k of our employees. We have a separate org that recruits our largest employee pool, drivers, which does not report to HR...just a weird legacy thing in our company that will likely change soon) - team of 45. Our Inclusion team (4 people) reports to the same leader that manages our Business Partners. She reports to me, and her title is Sr Director of People Relations. We also have a Shared Services team, where we've been consolidating our hourly workers over the last couple of years. Our Business Partner, Talent Development, and Talent Acquisition coordinators are now rolling up to that team. We would consider that effort moderately successful, but this will be a "prove it" year for that org. We certainly haven't identified any savings through that initiative. We have considered some other changes inside our Talent team, like perhaps moving our job architecture work into our Compensation team. If we do that, we would need to find a home for the employee listening work...we've thought about putting it in our Inclusion team. Overall though, we've been happy with the structure and performance of our Talent Management structure.