Talent development Information & Talent development Links at HealthHaven.com

Talent development, part of human resource development, is the process of changing an organization, its employees, its stakeholders, and groups of people within it, using planned and unplanned learning, in order to achieve and maintain a competitive advantage for the organization. Rothwell notes that the name may well be a term in search of a meaning, like so much in management, and suggests that it be thought of as selective attention paid to the top 10% of employees, either by potential or performance.^[1]^[2]

While talent development is 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. Research has shown that some type of career path is necessary for job satisfaction and hence job retention. Perhaps organizations need to include this area in their overview of employee satisfaction.

The term talent development is becoming increasingly popular in several organizations, as companies are now moving from the traditional term training and development. Talent development encompasses a variety of components such as training, career development, career management, and organizational development, and training and development. It is expected that during the 21st century more companies will begin to use more integrated terms such as talent development.

Washington Group International, in their paper "The Nuclear Renaissance, A Life Cycle Perspective"^[3] defined two logical laws of talent development:

First law of talent development: "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"
Second law of talent development: "The resources will come when the business becomes attractive to the best-and brightest who adapt skills to become part of an exciting opportunity"

Talent development refers to an organization's ability to align strategic training and career opportunities for employees.

[edit] References

^ William J. Rothwell and H. C. Kazanas (2004). The Strategic Development of Talent. Human Resource Development Press. pp. 4. ISBN 0874257522.
^ William J. Rothwell (2005). Effective Succession Planning. AMACOM Div American Mgmt. pp. xviii. ISBN 0814408427.
^ http://www.gnr2.org/html/2007/4-19.pdf

[edit] Further reading

Cohn JM, Khurana R, and Reeves L (October 2005). "Growing talent as if your business depended on it". Harvard Business Review 83 (10): 62–70. PMID 16250625.
Michael M. Lombardo and Robert W. Eichinger (1998-12-06). "HR's role in building competitive edge leaders". Human Resource Management (John Wiley & Sons, Inc.) 36 (1): 141–146. doi:10.1002/(SICI)1099-050X(199721)36:1<141::AID-HRM22>3.0.CO;2-D.
Gregory C. Kesler (2002). "Why the leadership bench never gets deeper: Ten insights about executive talent development" (PDF). HR Planning Society Journal 25 (1). http://www.chrs.net/images/chrs_papers/teninsights.pdf.

[edit] External links

^[linkspam?]

This business-related article is a stub. You can help Wikipedia by expanding it.

[0] William J. Rothwell and H. C. Kazanas (2004). The Strategic Development of Talent. Human Resource Development Press. pp. 4. ISBN 0874257522.

[1] William J. Rothwell (2005). Effective Succession Planning. AMACOM Div American Mgmt. pp. xviii. ISBN 0814408427.

[2] ttp://www.gnr2.org/html/2007/4-19.pdf

[1]

[2]

[3]