The raw talent is precious, and the well-crafted talent is a good combination of willpower + brainpower + knowledge power.
What you can and should do is to provide opportunities (talent development) for people to hone their talents and let them shine. Where "Creating Talent" is akin to taking raw material and building what you need out of it, the well-crafted talent is a good combination of willpower + brainpower + knowledge power.
Each organization must be able to articulate clearly what constitutes “talent.” There are different talent requirements to fit in different positions. You can train for knowledge, but you can't teach people how to think. This requires organizations to be able to list the desired competencies.
-Before you can manage talent you need to hire talent.
-Before you can hire the talent you need to find talent.
-Before you can find the talent you need to know what talent looks like.
-Before you can know what talent looks like you need to know how to measure talent.
-Before you can know how to measure talent you need to know how to identify talent.
-Before you can identify talent you need to define talent.
-Before you can define talent you need to ask, "How do you define talent?"
Developing or creating talent is bringing up the hidden potential of a candidate: Training is just giving a better understanding of adopting the process, learning, and handling the process. Talent is how much you can execute things uniquely, quickly, and accurately with more out-of-box thinking. The questions being asked to clarify talent management include:
-What is the thing referred to as talent, capability, skill, experience, preference, bias or others? how to differentiate them.
-What is innate, and what is learned? Some can be trained, some can not. You can train for knowledge, but not on how people think.
-what intervention makes a difference? Training, teaching? coaching? role modeling? Self-directing? etc
-What do those interventions make a difference to?
Talent Development is important. The core of this brainstorming is to be more like philosophy than science. Even the raw talent is innate, it takes an immense amount of time and hard work that most "naturally talented" people have committed to developing their talents. Creating the right environment to grow a natural affinity into a "talent, “ believe in "building talent" where it would otherwise be underutilized or dormant. There are many factors to consider when hiring and managing talent but first, you need to define talent unless "hiring talent" means "hiring employees." Everyone wants to hire for and manage talent but if you can't answer the five questions below with specificity, you can't hire or manage talent effectively.
(1). How do you define talent?
(2). How do you measure talent?
(3). How do you know a candidate’s talent?
(4). How do you know what talent is required for each job?
(5). How do you match a candidate’s talent to the talent demanded by the job?
“Talent Creating” is strategic for unleashing talent potential and business growth.: When the company requires skills that are in very high demand, set up processes to "build" the type of people you need. Instead of recruiting for people who have experience, you would define core traits that indicate the ability to quickly learn the skills required and pair that with a Full Immersion training regiment. This is "Creating Talent." You can provide opportunities for someone to learn and hone a skill. Ultimately, it is up to the individual - talented or not - to decide whether to learn and to what extent he/she decides to learn and practice. "Treat them the same by treating them differently,", modern talent management shall advocate the culture of "competing for uniqueness, " by encouraging people to sharpen their raw talents, in order to put the right person in the right position at the right time.
Creating and developing talent are distinct actions for talent management. “Talent creating” is a strategic choice to build an alternative talent pipeline; and “Developing Talent” should be ongoing practice, just like knowledge is not equal to wisdom, and talent is not equal to experience. Knowledge workers tend to measure their opportunity to continuously discover their talent and develop their skills as one of the key metrics of a higher performer.
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