It takes strategic planning, refined processes and constant innovating to reengineer talent development and reinvent people management disciplines.
Creating and developing talent are strategic goals and distinct actions for talent management. People are not just cost or resources, but the human capital worth investing in. The next talent development practice will be not only recognizing talent, but also reengineering innovative, customized solutions with flexible processes and methodology to unleash human potentiality and advance the business world.
Initiate talent development reengineering practices by setting concrete goals: Every professional has their own journey of growth either personally or professionally based on their own set of understanding, innate talent, professional training, life experience, and refinement. By setting concrete talent development goals, business professionals and organizational management can work togethers for cultivating the sustainable and relevant capability that benefits the employees as well as the company they work for. The talent development management needs to make an objective assessment: What is the professional competency of an employee, more generalist oriented or specialist type? What are the skills or attributes that need to be developed? Does an individual's capability align well with a business's strategic need? How to mind the gaps and develop the next level of professional capability for them? “Developing Talent” should be an ongoing practice. The notion of “benefit to the employee,” is the essential starting point to engage employees in the greater "WHY" factor and the underlying motivation for engaging in an assessment process from the beginning.
Customized training for exploring “developmental opportunity”: After making an objective assessment, professional training is part of the talent development scenario. Training should be a means to an end for improving professional competence and increased workforce capability. From “one size fits all” to customization, learning & training need to be an integral component of talent development. Customized training would be more effective to fit the professional goals as people can select the context, empathetic instructors, fitting styles for their personal needs or schedules
Organizations are proactive in reengineering talent development processes, and changing the scope of talent development scenarios. Talent development management needs to be integrated with performance management, and shift from reactively performance reviewing to proactively guiding. The question is to what extent that the trained employees commit to implement what they have learned, how to provide sufficient opportunities for people with different talent to explore, help them use processional capabilities effectively to create value, and measure them in tangible ways.
Unlocking potentiality and developing talent should be consistent reengineering efforts and ongoing practices: Either individually or collaboratively, potentiality includes the overall ability to perform in the future. It’s the collective effort for both professionals and organizations to uncover hidden talent, develop professional competence. To improve talent management effectiveness, organizations must identify the talent bench strength and weakness, address their common and unique skills requirements, optimize talent development processes to unleash human potential for achieving long-term organizational goals at a technical, behavioral and attitudinal level.
Developing or creating talent is bringing up the hidden potential of people, identifying areas of improvement individually, and providing training on specific aspects. It’s important to truly understand the talented employee as a whole consistently, not just the human cost or the human resource to fill a specific spot mechanically. It should strongly encourage employees to self-evaluate performance, encourage self- discovery, and take consistent effort to unleash potentiality.
In most companies, people management is a silo discipline with outdated practices. Search and develop talented professionals holistically from mindset, attitude, and actions. Look for multidimensional thinking, hybrid skills, ambivert personalities, or ambidextrous capabilities, and there are many more perspectives on professional competency. Building a high-mature professional fit workforce and talent-competitive organization won’t happen overnight, it takes strategic planning, refined processes and constant innovating to reengineer talent development and reinvent people management disciplines.
Initiate talent development reengineering practices by setting concrete goals: Every professional has their own journey of growth either personally or professionally based on their own set of understanding, innate talent, professional training, life experience, and refinement. By setting concrete talent development goals, business professionals and organizational management can work togethers for cultivating the sustainable and relevant capability that benefits the employees as well as the company they work for. The talent development management needs to make an objective assessment: What is the professional competency of an employee, more generalist oriented or specialist type? What are the skills or attributes that need to be developed? Does an individual's capability align well with a business's strategic need? How to mind the gaps and develop the next level of professional capability for them? “Developing Talent” should be an ongoing practice. The notion of “benefit to the employee,” is the essential starting point to engage employees in the greater "WHY" factor and the underlying motivation for engaging in an assessment process from the beginning.
Customized training for exploring “developmental opportunity”: After making an objective assessment, professional training is part of the talent development scenario. Training should be a means to an end for improving professional competence and increased workforce capability. From “one size fits all” to customization, learning & training need to be an integral component of talent development. Customized training would be more effective to fit the professional goals as people can select the context, empathetic instructors, fitting styles for their personal needs or schedules
Organizations are proactive in reengineering talent development processes, and changing the scope of talent development scenarios. Talent development management needs to be integrated with performance management, and shift from reactively performance reviewing to proactively guiding. The question is to what extent that the trained employees commit to implement what they have learned, how to provide sufficient opportunities for people with different talent to explore, help them use processional capabilities effectively to create value, and measure them in tangible ways.
Developing or creating talent is bringing up the hidden potential of people, identifying areas of improvement individually, and providing training on specific aspects. It’s important to truly understand the talented employee as a whole consistently, not just the human cost or the human resource to fill a specific spot mechanically. It should strongly encourage employees to self-evaluate performance, encourage self- discovery, and take consistent effort to unleash potentiality.
In most companies, people management is a silo discipline with outdated practices. Search and develop talented professionals holistically from mindset, attitude, and actions. Look for multidimensional thinking, hybrid skills, ambivert personalities, or ambidextrous capabilities, and there are many more perspectives on professional competency. Building a high-mature professional fit workforce and talent-competitive organization won’t happen overnight, it takes strategic planning, refined processes and constant innovating to reengineer talent development and reinvent people management disciplines.
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