To underscore this change, the book has been retitled as The Strategic Development of Talent. We call this plan the organizational strategy for the development of talent, which is really a term for the strategy for organizational learning. The first task is to present a model to guide the process of formulating and implementing organizational strategy for the development of talent.
The strategic development of talent (SDT) is neither past-oriented nor reactive; rather, it is future-oriented and proactive. If use the activities, practitioners they will be better equipped to formulate and implement a unified organizational strategy for the development of talent. A unified organizational strategy for the development of talent stems from a sense of purpose that deals with the means by which SDT contributes to meeting organizational and individual needs.
When it is used in formulating organizational strategy for the development of talent, environmental scanning can be applied broadly to all planned or unplanned learning events, or applied narrowly to specific events. Each component of organizational strategy for the development of talent can be viewed separately or together.
TALENT D DEVELOPMENT
Timeline assessment An examination of the organization’s history 3 Financial analysis An examination of various financial ratios commonly used 12. What opportunities or threats will the external environment pose to the organization in the future. At the same time, it also helps strategists create a vision of what the organization should be like in the future.
Assess the present status of HR in the organization by analyzing the work performed, the competencies of the people who perform it, and the HR department. Choose a long-term organizational strategy for talent development that is likely to help prepare individuals and the organization for the future. It is important to link the organization’s mission to the learning that is sponsored by the organization.
What competencies will be necessary for each target group in the organization to deal with the trend. Ask the organizational superiors of the target group to review, comment, and refine the competencies and behaviors identified for the target group, based on how well they align to the organization’s strategic business plans. The strategic development of talent is the process of building the collective indi- vidual competencies of everyone in the organization.
To be most useful in realizing strategic objectives, competency models must be aligned with the future direction of the organization.
THE T TALENT-D DEVELOPMENT E EFFORT
There are many-possible relationships between strategic business plans, HR plans, and talent-development efforts. There is a sixth way to align strategic business plans, HR plans, and talent development efforts. What too squished should be the role of the talent development effort in the organization.
What should be the role of talent development in each part of the organi- zation. A purpose statement of this kind clarifies what the talent development effort is supposed to do and why. However, no explicit linkage exists between the organization’s purpose and that of the talent development effort.
How much attention should be devoted to formulating the purpose statement of the talent development effort. What are the effects of organizational philosophy and culture on the purpose of the talent development effort. Use this activity to do some brainstorming about the purpose of a talent development effort in an organization.
What is the responsibility of the Talent Development effort in contributing to overall business objectives. What should be the responsibility of the Talent Development effort in contributing to overall business objectives. What is the responsibility of the Talent Development effort to meet the learning needs of each group.
What should be the responsibility of the Talent Development effort to meet the learning needs of each group. What is the purpose of the Talent Development effort in dealing with such cultural issues in the organization as:. linkages between performance and rewards. Using the answers to the preceding questions, prepare a rough-draft purpose statement for the Talent Development effort in the organization.
ENVIRONMENT
Comprehensive needs assessment is the second step in the model of SDT presented in Chapter 1. It naturally follows the first step in the model—determining the purpose of the Talent Development Effort. To identify instructional needs, WLP practitioners have to research their markets—the learners and the clients.
Working with others in the organization, WLP practitioners analyze the strengths and weaknesses of each job class or category. For each group listed in the left col- umn, list job titles that fall into the grouping in the organization and the major responsibilities of the jobs. Try to anticipate the effects of environmental changes on (a) the general public. c) departments or work groups in the organization (d) individuals.
How many of these trends are likely to exert pressure for change on or within your organization in the future. Ask yourself: What technological trends will grow in importance for your organization in the future. Of these trends,which ones will be most significant to one organization in the future.
What trends do you believe will be important in this environmental sector for one organ- ization in the future. What should be the future relationship between the cor- poration and the general public or key external stakeholders. be available in the work group to meet future responsibilities. What does the public need to know about the corpo- ration in the future so that relations will be good.
What gaps will probably exist between what is at present and what should be in the future. An external trend may create the need for changes in the collective competencies needed by a work group to meet its responsibilities to the organization. What learning activities can develop the work group so that skills or competencies required in the future will be available when needed.
To anticipate future learning needs and changes in the envi- ronment, WLP practitioners and/or operating managers should: (1) call together a group of experienced supervisors or job incumbents; (2) explain what critical incidents are and why they are used; (3) provide an example of a critical incident;. What threats and opportunities to the talent development effort are likely to exist in the future for Amorphous.
STRATEGY FFOR T THE D DEVELOPMENT O OF T TALENT
THE D DEVELOPMENT O OF T TALENT
Fifth, an organizational strategy for the development of talent guides the management of the WLP department. Seventh and finally, organi- zational strategy for the development of talent helps implement changes in strate- gic business plans, HR plans, and marketing efforts. Create a vision of what the WLP department or talent development effort should be at some point in the future (Hulett and Renjilian 1983; Pattan 1986; Ward 1982).
Establish checkpoints and periodic updates to assess whether organiza- tional strategy for the development of talent still matches environmental conditions (Harvey 1983; Ward 1982). Relatively little has been written about the process of choosing organizational strategy for the development of talent. Critique.Many articles on strategic planning for HRD or the strategic devel- opment of talent focus only on planning for the HRD or WLP department, and not on the role of all talent development activities in the organization.
A second tendency suggested in the literature is failing to place the talent development strategy in the broader context of HR planning. The process of selecting organizational strategy for the development of talent resembles problem-finding in several key respects. Also see Exhibit 5––2 for a diagram that can help you conceptualize relationships between analysis of strengths, weaknesses, threats, and opportunities and how an understanding of those relationships can help in the selection of organizational strategy for the development of talent.
A threat is thus an expected future learning need resulting from changes in the environment or organization. It is also possible to go to the talented people in the organization to discover what they believe should be done to develop talent more effectively. The four markets can be separately analyzed or combined in one overall analysis of needs for the pur- pose of choosing a unified organizational strategy for the development of talent.
These questions can then be applied to the raw information obtained in the pre- vious step. The same idea, with slight modifications, can be applied to the problem of strategic choice for the talent development effort. How well is the group present- ly performing, and how well should it perform in the future.
