5. Which HR system supports talent development?
B The system that is used during assessment.
B An ERP system, like SAP (HR).
B Another system.
Principle 2: perceive talent development as an integrated process, or: ‘‘What is the
talent development process?’’
Research by American Society for Training and Development (ASTD) Talent Development
Group shows that HR departments, due primarily to budgetary considerations, are less likely
to perceive talent management as an integrated process, let alone to address it as such.
HRD will receive more budget when they have an attractive talent development program on
offer and career development will receive more funding when they support the
organisations’ outliers on carefully laid out career paths. It seems to me that every HR
department fights for a piece of a puzzle, without actually completing the puzzle.
In 2008-2009 I was involved in the design of the talent program of ING Retail Netherlands,
the Retail Banking Leadership Program (see www.reinventing-retail.com). My focus in this
program was assessing the architecture of all learning and development efforts. In
combination with other related sub-projects, that program became exemplary for an
integrated approach.
Looking at talent development from a distance, it can only take off in co-operation with the
right people that have been previously recruited and selected. Recruiting the right people
requires strategic HR thinking, where the profiles of the outliers could form the derivative
profiles of the new intake. ING has not only clarified the profiles of the top managers, but has
also formulated SMARTentry requirements for young talents and has involved management
in selecting the candidates. A marketing campaign targeted at carefully selected
universities and student associations got the influx of young graduates into the RBLP
started.
Having passed selection, the recruited talents begin to work and learn: there is a first job or
project to get started with and – sometimes instantly – the talent development program is
set into motion. This way the two worlds of working and learning are separated from day one.
From an integrated perspective – and ING did this especially efficiently – that separation is
not made. Jobs and projects connect seamlessly with the topics in the talent program
developed by HRD. Moreover, the curriculum provides ample opportunities for talents to
learn on the job and not only in the classroom.
After talent programs have come to an end some organizations stage regular talent reviews
(Bryan and Joyce, 2007; Cappelli, 2008) to optimise the match between talents, jobs,
projects and initiatives. An even smaller group of organizations will offer their talents
personal support in their career development. The combination of talent reviews and career
development creates a dialogue between the organisational need for talent deployment and
the talents’ unique desires for their professional development and careers.
Five key decisions to establish the integrated process of talent development are listed
below:
1. Which integrated talent management process has been agreed?
B A process in which all relevant departments work closely together as a unit,
according to clearly defined agreements:
– marketing and communications;
– recruitment;
– learning and development;
– performance management;
– compensation and benefits;
– succession planning;
5. Which HR system supports talent development?
B The system that is used during assessment.
B An ERP system, like SAP (HR).
B Another system.
Principle 2: perceive talent development as an integrated process, or: ‘‘What is the
talent development process?’’
Research by American Society for Training and Development (ASTD) Talent Development
Group shows that HR departments, due primarily to budgetary considerations, are less likely
to perceive talent management as an integrated process, let alone to address it as such.
HRD will receive more budget when they have an attractive talent development program on
offer and career development will receive more funding when they support the
organisations’ outliers on carefully laid out career paths. It seems to me that every HR
department fights for a piece of a puzzle, without actually completing the puzzle.
In 2008-2009 I was involved in the design of the talent program of ING Retail Netherlands,
the Retail Banking Leadership Program (see www.reinventing-retail.com). My focus in this
program was assessing the architecture of all learning and development efforts. In
combination with other related sub-projects, that program became exemplary for an
integrated approach.
Looking at talent development from a distance, it can only take off in co-operation with the
right people that have been previously recruited and selected. Recruiting the right people
requires strategic HR thinking, where the profiles of the outliers could form the derivative
profiles of the new intake. ING has not only clarified the profiles of the top managers, but has
also formulated SMARTentry requirements for young talents and has involved management
in selecting the candidates. A marketing campaign targeted at carefully selected
universities and student associations got the influx of young graduates into the RBLP
started.
Having passed selection, the recruited talents begin to work and learn: there is a first job or
project to get started with and – sometimes instantly – the talent development program is
set into motion. This way the two worlds of working and learning are separated from day one.
From an integrated perspective – and ING did this especially efficiently – that separation is
not made. Jobs and projects connect seamlessly with the topics in the talent program
developed by HRD. Moreover, the curriculum provides ample opportunities for talents to
learn on the job and not only in the classroom.
After talent programs have come to an end some organizations stage regular talent reviews
(Bryan and Joyce, 2007; Cappelli, 2008) to optimise the match between talents, jobs,
projects and initiatives. An even smaller group of organizations will offer their talents
personal support in their career development. The combination of talent reviews and career
development creates a dialogue between the organisational need for talent deployment and
the talents’ unique desires for their professional development and careers.
Five key decisions to establish the integrated process of talent development are listed
below:
1. Which integrated talent management process has been agreed?
B A process in which all relevant departments work closely together as a unit,
according to clearly defined agreements:
– marketing and communications;
– recruitment;
– learning and development;
– performance management;
– compensation and benefits;
– succession planning;
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