Talent Management in 21th Century (3)High-potential people will need to have their potential unlocked, be fast-tracked to retain their engagement, and developed in many areas, including emotional intelligence, technical skills and the ability to perform beyond their cultural comfort zones. It is obviously that talent management has strong commitment from the learning and development. It tends to be a major part of the Human resource development activity in an organization. HRD has served the needs of organizations to provide employees with up-to-date expertise. As a primary means of sustaining an organization’s competitive edge, HRD serves a strategic role by assuring the competence of employees to meet the organization’s present performance demands. HRD can add value to an organization by improving its position as an employer of choice, through a positive effect on motivation and morale, enhancing employee contribution, supporting the delivery of organization objectives by improving its skills in line with organizational needs. Within the HRD participants, a part of talented employees would be retained, motivated much more. Organization prefers to adopt the talent management, which may be different from others, to let the talents play a crucial role on increasing organization’s competitive power. Talent management processes aim to ensure that those who are identified with potential receive the right experience and learn the skills required to progress. And talent development implies a longer process of learning, acquiring skills or knowledge by different areas. It can be structured by HRD professionals, or create as a personal plan. In current time of recession, a number of organizations, especially some high-perform organizations still have been investing in their HRD activities. What the profits of HRD behaviour bring for organizations? At the next part, the contribution of HRD to organizations will be evaluated critically.
It is clear that all types of organization across both the public and private sector have experienced change over the last two years in delivering learning and training. There has been a significant shift in the way that individual development is understood and characterised. Identifying training needs have been changed to identifying learning needs, the implication being that development is owned by the learner with the need rather than by the trainer looking to satisfy that need. This also has implications for who identifies the needs and the way that those needs are met. The needs are suggested to be best developed by a partnership between the individual and the organization. The present individual requires the systematic development of knowledge, skills and attitudes. The concept of learning and development, which is opposed to training, is emphasised increasingly currently. The key purpose of learning and development is to ensure that people at all levels of the organization posses and develop the skills, knowledge and experiences to fulfil the short and long term ambitions of the organization and that they are motivated to learn, grow and perform. Organizations across all sectors have actively assessed, reviewed and modified their learning and development practices in recent years.
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