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Common_Sense_Talent_Management_Using_Strategic_Hum..._----_7.1_The_Basic_Components_of_a_Development_Process.pdf

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Commonsense Talent Management252

7.1 THE BASIC COMPONENTS OF A DEVELOPMENT PROCESS The discussion in this chapter is built around understanding four basic compo- nents of development and how they interrelate: talent requirements, learning objectives, development methods, and development programs.

• Talent requirements: The term talent requirements is used to describe things employees in the workforce must be able to do in the future that they may not be able to do now. Most business strategies require employees to do things in the future that they have not done in the past such as performing current tasks more effectively and building qualifications to take on new roles and respon- sibilities. The purpose of development is ultimately to address talent require- ments. Talent requirements can be tied to specific operational needs like “train sales employees so they can demo the new mobile product application,” or they can reflect more general workforce capabilities like “maintain a steady supply of internal talent available to staff all of our global leadership positions.”

• Learning objectives: Learning objectives describe the attributes employ- ees must develop to meet talent requirements. They define specific types of knowledge, skills, aptitudes, abilities, motives, and interests that influence employee performance now and in the future. Development is used to help employees achieve learning objectives that support the company’s talent requirements. Like talent requirements, learning objectives can be specific or more general—for example, “ensure employees know how to install the mobile product application onto their smart phones” or “educate leaders on methods for managing a virtual workforce.” Learning objectives define what capabilities employees need to develop. Talent requirements define why they need these capabilities.

• Development methods. Development methods are used to achieve learning objectives. There are six primary categories of development methods: suc- cession management, career planning, training resources, social learning, assessment measures, and transition management (see table 7.1). All develop- ment methods use a combination of three basic techniques to build employee capabilities: giving people roles that expose them to learning experiences, creating relationships that help employees learn from others, and providing resources that support the learning of new skills, knowledge acquisition, and self-insights.

Hunt, Steven T.. Common Sense Talent Management : Using Strategic Human Resources to Improve Company Performance, Center for Creative Leadership, 2014. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/ashford-ebooks/detail.action?docID=827115. Created from ashford-ebooks on 2020-04-07 11:19:06.

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Creating the Right Development Experiences 253

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Method Purpose and Characteristics

Primary Talent Requirements Addressed

Succession management

To identify and develop talent to fill key posi- tions in an organization. Includes nine box talent reviews, job rotation programs, high-poten- tial identification, and leadership development programs.*

Helps ensure a steady supply of high-performing talent in critical roles

Engage, retain, and use high-potential employees

Career planning To help employees build their capabilities and achieve their career goals. Includes career devel- opment plans, career paths, and career interest inventories.

Engage, retain, and develop employees who are seeking to build a career

Training resources To provide employees with specific knowl- edge, training, and skills needed to perform their current roles or prepare for future roles. Includes online and classroom training.

Provides employees with access to knowledge needed to perform current roles or move into future roles

Social learning To provide employees with guidance on how to advance their careers and build relationships to increase engagement and knowledge sharing. Includes formal and infor- mal career coaches, men- tors, and online learning communities.

Provides employees with knowledge and relation- ships that help them advance their career

Emphasis on learning through relationships, which increases employee retention

Table 7.1 Common Development Methods

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Commonsense Talent Management254

Method Purpose and Characteristics

Primary Talent Requirements Addressed

Assessment measures

To provide employees with insight into per- formance strengths and development oppor- tunities. Includes 360 surveys and psychometric measures of work style, personality, and motives.

Increases employees’ self- awareness and under- standing of strengths and limitations

Focuses development energy on things that mat- ter the most

Transition management

To help employees adapt and rapidly reach full pro- ductivity in new positions. Focuses on technical training as well as meth- ods to socialize people into new companies or groups.

Helps employees to reach full productivity in new roles while decreasing the risk of turnover in new staff

*Nine box talent reviews are a method commonly used in succession management to evaluate employ- ees based on their performance and potential. A nine box is a three-by-three grid where one axis is used to categorize employees according to three levels of performance and the other axis is used to categorize employees based on three levels of potential.

• Development programs. A development program is a process for leveraging one or more development methods in combination with other talent man- agement activities to achieve learning objectives that address a specific set of talent requirements. Companies typically implement development meth- ods in combination with other activities to form integrated development programs.

An example illustrates how these four components come together to create an integrated development process. When a utility company realized that over 25 percent of its skilled power line workers were eligible for retirement, it iden- tified a “talent requirement” to hire and develop internal talent to fill these roles within the next five years. To fill these roles, employees had to achieve the learning objectives of mastering technical skills needed to work the lines, as well as gain

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