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Prof. Rajesh Kamath

 
HR Batch (2009 ʹ 2011)
 

 



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2hat is Talent Development
È Talent Development enhances an organization͛s
intellectual capital

È Talent Development increases the pool of

capabilities for knowledge management
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È Talent development - reserved for the top management it is becoming

increasingly clear that career development is necessary for the
retention of any employee, no matter what their level in the company
È Talent development is becoming increasingly popular in several
organizations, as companies are now moving from the traditional term
training and development
È Talent development encompasses a variety of components such as:
  Training
  Career Development
  Career Management
  Organizational Development
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The beginnings of any technology-rich

business are all characterized by a shortage of
large numbers of technically trained people
needed to support ultimate growth
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The resources will come when the business

becomes attractive to the best and brightest
who adapt skills to become part of an exciting
opportunity
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È The process of changing an organization,

stakeholders outside it, groups inside it, and people
employed by it through planned and unplanned
learning so that they possess the competencies
needed to help the organization achieve and sustain
competitive advantage at present and in the future

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È @DT focuses on what was once called the ͞Human Resource

Development͟ effort, now referred to as ͞2orkplace
Learning and Performance͟

È @DT uses an organizational strategy for talent development

È @DT is a comprehensive , coordinated plan that describes

how an organization's managers and individuals intend to
meet business and staffing objectives through learning
   

È Helps implement strategic business plans and HR plans by

building the competencies of people

È @DT is more holistic than traditional efforts to develop

people

È Outgrowth of @DT ʹ organizational strategy for talent that

guides, unifies, and provides direction to learning that
occurs in the organization
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È ün @DT, focus of planning is on the roles and

responsibilities of every one who shares responsibility for
developing the talents of people in the organization ʹ line
managers, participants and HR practitioners

È This focus on planning for talent differs from mere

department planning or learning events such as one- shot
training courses
  
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È @trategic Talent Development is important for several reasons:

  üt makes talent development efforts proactive rather than

reactive

  Organization commits to developing talent

  üt ties a knot between ›
 and  

 ›

   
› , that aligns it to strategic business plans and
HR plans
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  Organizations known for their excellence in productivity

improvement handle their human resources strategically

  Talent Development efforts (such as training) have been

shown to serve as retention tools and building internal
bench strength
 

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È 2hat purpose does talent development seek to attain

inside the organization? Outside it?

È 2hat part of this purpose is the responsibility of the

Talent Development effort? Operating managers?
Learners?

È How are Talent Development activities presently

benefiting the organization? How should they benefit
the organization?
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È How are Talent Development activities presently

meeting learner needs? How should they meet
learner needs in the future?

È 2hat is the organization͛s present philosophy about

Talent Development? 2hat should that philosophy
be in the future?
 

  

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  Can be driven by organizational and HR plans ʹ Top-down
approach

  Can be driven by perceived future learning needs of

managers and employees ʹ Market-driven approach

  Can be driven by comparisons between individual career

plans/objectives and organizational plans/objectives ʹ Career
Planning approach
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È @erves as a tool for helping top management strategists

formulate business and HR plans ʹ Future Approach

È Provides information to strategists about organizations

strengths and weaknesses ʹ Performance Diagnosis Approach

È Teaches people how to think strategically ʹ Educational

Approach

È Provides feedback about implementation of plans for use by

top managers in subsequent planning ʹ Pulse-taking approach
 
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È Establish operational objectives for the Talent
Development effort

È Review and revise Talent Development Policies

È Examine leadership in corporation or business

È Review the structure of the organization and the

learning experiences sponsored by the organization
È Review reward systems

È Budget for resources to implement strategy

È Communicate about organizational strategy for the

development of talent

È Develop functional strategies for Talent

Development
 Top-down approach
È Organizational and HR plans must be decided first
before TDPs are formulated

È Top managers ʹ align strategic business plans and

talent development plans with external environment
perspective

È Transform ͚vision͛ to ͚reality͛ ʹ formulation and

implementation of plans
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È üt is a ͚knowledge race͛ which needs resources

È Appropriate leaders to lead the strategy

È Recruit from outside the organization

È Job rotation and job enrichment

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È Contract of talent on temporary or permanent basis

È @implify or change job duties

È Train, educate or develop individuals within the firm

 Career Planning approach
È Establish individual development programs to provide
structure for negotiations between individuals and
their superiors

È üdentify learning experiences that will help individuals

achiever their career objectives and will also help the
organization to implement its business and HR plans

È Facilitative the delivery of these learning experiences

 Future Approach

È Describe elements of a creative group to strategists prior to

formal planning meetings

È @timulate strategists to identify ways in which formal meetings

could be improved so that group members work together
effectively

È Encourage strategists to surface and deal with problems of

group interaction

È Design experiential exercises to help group members structure

their thinking on strategic issues
 Artificial Experience Approach
È Apply special approaches to work analysis to identify
what the future holds in store for job incumbents

È Prepare descriptions of future conditions

È Design exercises set in the future to give learners

artificial experience

È Lead learners through discoveries during the exercises

Contd͙

È Discuss results of exercises with learners, prompting

new insights

È Guide learners to discover their future learning

needs

È Help learners prepare action plans so that they can

anticipate and meet future learning needs
 Pulse- taking approach
È @urface problems that impede progress on business
plans

È Define or clarify the problem

È Consider solutions

È Examine the value of solutions by using developmental

activities for ͞Reality testing͟

È Devise action steps to implement solutions

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