Talent Development
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Executive Summary
Talent Development is a design which attracts the employees for developing, causing motivation, so that the production can be retained through the engagement of the employees. The increasing concern of the land development agencies is getting confined within the aging workforce, where the development of the new personnel is becoming limited. The formal system which can impart as well as transfer knowledge along with the experience is lacking. The report aims to develop a talent development strategy that can provide the agency with the skilful and capable workforce over the next 10 years. This report will further provide the strategy for talent development along with the development programs where knowledge transfer will be conducted by the aged staff through coaching or mentoring. For this purpose, the report will first state the background of the issues followed by a talent development strategy supported by the literature reviews followed by conclusion and recommendations.
Table of Contents
The vertical link and horizontal link to Strategy. 3
Human capital- effectiveness of organisational performance. 3
Knowledge Transfer and Training Transfer 4
Coaching and Mentoring through learning cycle. 4
Figure 1- Kolb’s Learning Cycle. 5
Conclusion and Recommendations. 5
Introduction
The requirement to have knowledge, skill, attitudes and other behaviours (KSAOs) from the newer group of personnel is quite a straightforward demand to be fulfilled by the organisation. The integrated organisational processes of the human resource through deploying talent development strategy is towards the engagement and motivation of the employees. In the present instant of the case study, the aging workforce is not the only concern of the land development agencies but is superseded by the lack of formal system which can impart as well transfer knowledge from the experienced personnel. The strategy of talent development involves the participation of the full organisation. In other words, the team leaders will be involved in identifying the employees with higher potentials to address the need for training for them. The learning culture must be upheld within the entire organisation. This report aims to create the talent development strategy where the new people will be opportune to get the imparted training from the aged professionals.
The vertical link and horizontal link to Strategy
Strategic talent development has the vertical link and horizontal link to the strategy and covers the practices which are done within the talent development practices. The business needs are tallied and connected with the individual performance within the vertical link (Garavan, 2012). Based, on the case study the talent development practices must be focused on to develop the skills, the knowledge along with the motivation which is required towards the implementation of the business strategy, to gain the desired competitive advantage (Kontoghiorghes, 2016). On the other hand, the horizontal link often defined as the integrated talent development, where the reflection talent development practices are shown as an integral factor of the coherent system based on the same goals. When both the vertical as well as the horizontal links are optimized the talent machine will be fueling the strategic execution thereby making the business achieve the desired results. The company aligning the talent as well as the business strategy is way forward in achieving the strategic objectives. Thus, it is evident that when talent development practices are designed with coordination, then the consistent approach in a strategic way can help in investing in the exceptional return for the organization.
Human capital- effectiveness of organisational performance
The financial capital allocation was considered and was well recognised as against the performance of the as the critical driver. But, the McKinsey Global Survey highlights the managing human capital and the value of it through the positive effects of organisation performance which can be availed through talent development (McKinsey Global Survey, 2018). The talent development strategy does achieve positive results and help in boosting the morale of the employees (Huang, 2001), the productivity of the employees becomes increased (Vivares-Vergara, 2016), with a further increase in the discretionary effort (Delery, 2016). On the other hand, the turnover becomes lower (Roumpi, 2017), and the sharp increase is customer satisfaction becomes significant (Albrecht, 2015), so that the ability becomes enhanced with the performance of the company runs smoothly with the added competitive advantage (ShahriarAkter, 2016). Thus, with better performance within the market, followed by retaining the engaged and also the high- performing individuals can help the organisation achieve its business performance.
Knowledge Transfer and Training Transfer
Knowledge transfer is the replication of the expertise, along with wisdom, combined with the skills by the professionals in here the aged peoples, the newcomers or their coworkers (Krylova, 2016). An integrated plan helps in acquiring or moving the critical knowledge of the organization which is crucial thereby affecting the performance of the organization (Sitzmann, 2018). Studies highlights that lack of strategical plan the skill acquisition of the workforce decreases the productivity and further includes longer duration taken in becoming fully productive (Kodwani, 2019), to using wrong skills or prioritising wrongly, developing wrong skills from non- experts, thereby facing connection lack between the knowledge and also with other systems within the organization (Voegtlin, 2015). On the other hand, training transfer is the imparting of the gained knowledge received through training (Tangaraja, 2016). The training helps in acquiring the behaviour which will only be generalized in the context of the job in hand and thus will be maintained on that particular over some time (Zumrah, 2015). Within the learning-oriented environment, the improvement activities render the motivation in training (Quesada-Pallarès C., 2015), and based on that the actual transfer outcomes are correlated with motivation and measurement of training transfer (Fahrenkopf, 2016). Thus, proper delivery of knowledge transfer followed by the training transfer by the individuals can help the organisation in consistently increasing their performance.
Coaching and Mentoring through the learning cycle
Mentoring and coaching though used interchangeably but, the former is the long-term process created on mutual trust, whereas, the coaching, signifies the short period and follows the formal approach in parting the knowledge. While mentoring is built on mutual trust so there is the presence of informal association (Langdon, 2015). Under the case study the coaching will be provided by the aged and experienced professionals during the evenings, as the incident development staffs have the day jobs, and so to fit around their schedule this time is selected. Within the coaching to be imparted, the Learning theory will be followed as shown in the figure below, developed by David Klob (Kolb, 1984). The learning cycle will be involving concrete experience, where the employee is actively involved in a task followed by reviewing the task already done. The next step involves conceptualisation where the patterns will be identified so as connect and make the relationship thus having practical implications, and thus reaching the final stage of active experimentation thereby continuing the cycle.
Figure 1– Kolb’s Learning Cycle
Sourced from: (Harrington-Atkinson, 2017)
Conclusion and Recommendations
Talent development is a crucial aspect of organisations. Based, on the case study the talent development practices is towards developing the skills, the knowledge along with the motivation which are required towards the implementation of the business strategy, and also for gaining the desired competitive advantage When the organizations are into providing the talent development in a meaningful way then it not only increases the employee engagement but also can be more productive. The following are the recommendations in parity with the case study presented.
- Keeping the aged and the knowledgeable professionals on the forefront, since these people are experienced and can impart and instil the knowledge to the new employees or the inexperienced ones.
- Building accountability on the production of the actionable plans for talent development towards the effective execution of it.
- Aligning the knowledge, skill, attitudes, and other behaviours so that developmental ladder will help in creating higher engagement of the employees.
- Empowering the new employees so that the participation by them do not become superficial.
In concluding this report, it is pertinent to mention that, this report was done for developing the talent development strategy that can provide the agency with the skilful and capable workforce over the next 10 years. This report provided the strategy for the talent development along with the development programs where knowledge transfer will be conducted by the aged staff through coaching or mentoring, based, on the assigned case study where the talent development practices are for growing skills, by knowledge sharing by aged professionals, for knowledge transfer by the newly learned employees which will act as motivation towards the implementation of the business strategy, to gain the desired competitive advantage For this purpose, the report discussed the background of the issues, laid down the talent development strategy supported by the literature reviews followed by conclusion and recommendations. Talent development is for enabling the company to reach a competitive advantage. The workforce must have the motivation to remain engaged so that they are into the performance-driven environment through culture and orientation.
References
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