Mapping talent development: definition, scope and architecture

Abstract

Purpose-The purpose of this paper is to explore the concept of talent development, define its scope and identify the issues involved in formulating talent development strategies in organisations. Design/methodology/approach-The paper reviews the relatively scant and fragmented literature on talent development processes. Findings-The literature review revealed that talent development is usually discussed as part of a wider talent management process. The literature highlights issues concerning who is the talent to be developed, what competencies should be developed, who drives development, what is the appropriate pace of development and what is the architecture to support the development. Research limitations/implications-The paper is solely theoretical in nature; however, it does identify gaps for further research. Practice implications-The paper raises a number of important questions that should be considered by organisations when they engage in talent development. Originality/value-The paper contributes to a perceived gap in the literature and highlights the issues that come within the terrain of talent development.

Exploring the Relationship Between Exclusive Talent Management, Perceived Organizational Justice and Employee Engagement: Bridging the Literature

“…Conversely the exclusive view, which regards some workers as more talented, and valuable than others (Dries 2013), is seen by some as being the main difference between TM and HRM (Collings and Mellahi 2009). The exclusive approach to TM has become the more practiced form in organizations today (Garavan et al 2012), mainly due to perceived cost-effectiveness and Exploring the Relationship Between Exclusive Talent Management, Perceived Organizational… efficiency (Huselid and Becker 2011;Marescaux et al 2013). While Swailes (2013b) notes that examples of inclusive TM in practice are scarce, examples, such as the preference for inclusive TM in German small to medium enterprises (Festing et al 2013) and the inclusive TM processes of the British National Health Service (Swailes 2013a), do exist.…”

High potential programs and employee outcomes

“…Employees' perceptions of organizational trust are important because over the past few years the nature of the employment relationship has changed dramatically with employers now specifically focusing on attracting and retaining talented employees (Al Ariss, Cascio, & Paauwe, 2014;Garavan, Carbery, & Rock, 2012). Such changes have also changed employees' perceptions of their relationship to their employers (King, 2016).…”

Examining the Effectiveness of Corporate E-Learning in Global Talent Management

“…Various training and development experiences such as sponsorship, coaching, mentoring, and formal talent development programs such as participation in corporate e-learning can act as mechanisms to transfer such information [13]. This study focuses on the examination of corporate e-learning in the talent development process.…”

“…According to Garavan et al [13], the talent development process consists of four broad areas, namely the identification of the talent pool, the design of the development program (i.e., what competencies to develop, length of the program), the evaluation of its effectiveness (i.e., measurement of the program outcome), and the organizational support for the program. An important outcome of the talent development process is the development of competencies and skills needed in the job, and some of the competencies and skills commonly sought after by employers include problem solving and analytical skills, communication and research skills, time management as well as the ability to work with cross-functional teams [14].…”