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Talent Development - Coggle Diagram
Talent Development
Learning And Development Trends
Corporate Learning Will Be An Everyday Thing
Business leaders realize the significance of integrating learning into people's everyday work as a means of developing applicable skills.
L&D becoming an everyday activity where people are actively engaged in searching for the trusted answers and knowledge they need to satisfy their curiosity and perform better at work.
Integrating Virtual With Digital
The answer lies in marrying the best of a reimagined virtual L&D with the best of digital learning — and striking the right balance in these terms will feature high on the business priority list next year.
Integration of virtual with digital must also be underpinned by learning in context and inflow and, crucially, it must support remote learners' heightened demand for value and social interaction.
Performance Over Skills
It's a growing trend that will see learning design become increasingly scrutinized for its ability to drive business performance, with a welcome secondary consequence being the end of reskilling for the sake of reskilling.
Learning Designed By Data
A self-perpetuating cycle of learning success that can be iterated when needed and which will positively transform the world of corporate learning.
Rapid Reskilling
Agile learning methodologies that focus on speed, flexibility and collaboration are the future of L&D.
Building Blocks of an Integrated Talent Management System
Integrated Talent Management Information System
Enables users to pull all this information (from different HR sub-functions) together to assist decision-makers to understand the depth and breadth of talent at their disposal and talent risks that they should mitigate.
Talent Review Committees
It´s function is to keep the focus on talent management alive and to understand the talent risks the organisation is facing and develop and implement a risk mitigation strategy.
Governance structures take different forms depending on the size and complexity of the organisation.
Talent Management Processes
Talent acquisition
Serves as a lever to pull talent from the external and the internal talent pool, but it does not lose sight of the over-arching objectives of the collective processes .
Talent engagement
Talent engagement is the extent to which employees commit to something or someone in their organisation and how hard they work and how long they stay as a result of that commitment .
Talent development
The TDP should understand what organisational capabilities related to competencies (knowledge, skills, behavioural) must be developed to enable the organisation to execute its strategy.
Talent retention
To retain talent, an employer must understand what employees value, and align its practices with the EVP. A culture of “Employee Value ” where everyone in the organisation, from an employee on the shop floor (quality of team members) to the Chief Executive Officer understands and contributes to an environment where the organisation’s EVP becomes a reality.
Talent Management Metrics
Before deciding on measures to use, you need to establish from your clients (line management) which measures matter most for them. Internally, you will also want to measure the outputs per process so that you can determine if all the processes are adding value to the outcome (business performance).
Two types of indicators must be used when measuring the outcomes of talent management initiatives: Leading indicators predict the outcome while lagging indicators are historical in nature.
Talent Management Philosophy
A collective understanding of what is “talent management” and also the school of thought (on talent management) the management team has adopted
