Question

Following an organisational restructuring the chief executive has asked the L&D function to advise on and support the implementation of a talent development programme. She has asked for a briefing on good practice in talent development and practical examples of how the L&D function can support the implementation of a talent development programme. You have been asked to provide a written briefing paper which should include:

Define at least three interpretations of talent and Explain the implications of these for talent development practice. (AC 1.1) (high performance, high potential, constrictive feedback)
Explore at least three purposes of talent development and how the organisation context and stakeholders influence purpose. (AC 1.2) (slide 37 )
Evaluate at least two different ways of organising and managing talent development. (AC 2.1) ( What work and don’t work with each approach)
An analysis of the role and impact of at least three contextual factors on decisions on organising and managing talent development. (AC 2.2)(slide 39)
Assess how the L&D function can organize( analyzing, planning designing and developing), manage (implementation) and deliver talent development (Review and Evaluate). (AC 3.1)

Solution

Interpretations of Talent and Implications for Talent Development Practice

From the available literature and studies on the area of talent, it can mean whatever the involved person wants it to mean. For instance, Tansley (2011) study found out that there is no universal contemporary meaning of talent as there are different interpretations in a single organisation. The interpretations of talent tend to be dependent on specific organisations and significantly influenced by the implemented work nature. This view is affirmed by CIPD (2020a) study that had noted that talent is an organization-specific approach, influenced considerably by the type of industry and the nature of its work. It is also influenced by group-level implications particularly focusing on an individual dynamic, which has a likelihood of changing over time based on organizational priorities. Gallardo-Gallardoet al. (2013) study, however, summarized the concept of talent by noting it as an exceptional characteristics demonstrated by individual employees. This includes mastery of systematic development of skills, associating talent with commitment and motivation, and approaches stressing the relevance of fitting between a unique talent and the context of their operations (regarding entity and/or position).

In this briefing, the interpretations of talent that can be put into account include; high performance, high potential, and constructive feedback;

High Performance– In talent management, the focus is on attracting, identifying, developing and retaining, and deploying individuals valuable to an entity. According to CIPD (2020), through strategic talent management, organisations can build a high-performance workplace. This is on top of encouraging a learning organisation, adding value to their employer brand, and improving diversity management. All these aspects are associated with a talented individual; hence this interpretation is valid. In a different approach, SAP (2020) interpretation had noted that in the business where talent management process is implemented, they are best prepared as compared to their competitors in competing in a global economy and capitalizing on new opportunities. For an individual employee, being talented means that they can adapt better to long-term trends, have the capability of anticipation, and jumping toward new opportunities before the other employees.

In terms of high-performance, for the talent management process to be effective, it ought to be comprehensive. This means being in a position of influencing the talented individuals with a broader range of human capital management tools. Also, they must be positioned to harness the comprehensiveness and attractiveness of such a program in contributing to the growth of efficiency, as evidenced in the extent of set objectives realization. This is supported by Maślanka-Wieczorek (2014) study that notes that talent management involves the process of developing key individuals in the organisation as a solution to emphasize talent uniqueness to achieve the set goals of an organisation. In this case, the talent development strategies that can be adopted include coaching, internal development programs, individual development programs, and 360-degree assessment (CIPD 2016).

High Potential– To interpret the concept of talent through high potential, Center for Creative Leadership White Paper (2019) study that had surveyed 199 leaders who had attended the CCL’s development programs can be considered. The study had defined the high-potential talent as an employee who is assessed as possessing the essential capability, commitment to their entity, and being motivated to rise to and succeed in more senior positions. This study had noted that high potentials could accommodate more development opportunities in an organisation, including special assignments and training. Also, they have a chance of receiving mentoring and coaching from senior leaders as opposed to the other employees. This is since they receive increased responsibility and ability to focus more on higher authority for making decisions with a positive impact on an entity. CIPD (2020) report noted that the high potentials are offered with increased visibility and access increasing opportunities of being coached or mentored and being recognized by others in their organizations. Additionally, they are provided with a chance of handling special assignments that are high-profile with the potential of receiving distinct training that are, in some instances, inclusive of options of higher costly training. In summary, the interpretation of the high potential to talent is evidenced by factors presented in figure 1.

Figure 1: Interpretation of Talent in Context of High Potential Roles

As aforementioned,

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