A Social Network for HR folks to connect, share knowledge and learn.
The 'better half' yet to come!
Contrary to the positive connotation given to the clichéd “Well begun is half done” this article intends to generate curiosity to look at the other half as far as talent management is concerned. Organisations all over have been openly supportive of driving a performance based culture where the best are treated the best. Talent assessment activities are being carried out on a war footing at many an organisation, taking stock of talent issues if any and drawing out comprehensive plans to improve the pitfalls. Corporate world is caught in a frenzy to identify its top-class talent and quarantine the grey areas to ensure that priorities and privileges are set realistically. Half job well done. It is the other half that bothers.
If many have not guessed yet, it is the set of activities that succeed the assessment. All the reports generated, information gathered and plans drawn are not finding the light of day with the absence of robust talent development strategies at the desired level. Organisations finding gaps in competencies and performance are lacking in developing training programs that result in an effective plugging of these drawbacks. The importance of strategic talent development is overshadowed by the day-to-day activities in the organisation today. Companies are so engrossed in tying the loose ends up that no alignment of strategic training and development with the business requirements is ever attempted in an earnest manner. Any lack of competency is nullified by ushering in requisite talent from external sources. And at what cost!
There is a visible lack of drive and initiative in presenting a sound case for developing a strategic learning and development wing at organisations to ensure the prime-mover churns out talent to sustain a long term competitive advantage. Barring firms like Deloitte PLC (featured in the Top 10 Training Hall of Fame, Business Source Corporate, February 2009) who seamlessly integrate training programs with individual’s job requirements, there are many firms who either do not see sense in spending to develop their workforce’s competencies or develop ‘one-size-fits-all’ plans that are unable to address specific competency gaps in individuals.
The problem stems from the lack of leadership in senior management positions that can drive this initiative. There is no idea buy-in when it comes to identifying training and development as a strategic concern. Training and development (T&D) always contributes to a lag effect and thus is inadvertently thrown to the backburners. Insufficient indicators in real time that can reaffirm the importance of T&D lead to this aspect of talent management ending up in mere lip talk than action. Top thinkers and management moguls have always voiced their support in favour of talent development & training programs as an effective tool to improve business performance. So much so that, IT majors like Infosys and Wipro have dedicated training centres with world class facilities to foster training and employee development in a comprehensive manner. These efforts have paid rich dividends in developing talent bench that is ready to take up challenging assignments thanks to the developed capabilities and more importantly the developed competencies to deliver value.
There is a compelling need for leaders in senior management to focus on not just assessing the talent but invest in developing the same inside out. This will take patience, spending and a long-term view in copious quantities.
Posted originally on www.talent2value.com
If many have not guessed yet, it is the set of activities that succeed the assessment. All the reports generated, information gathered and plans drawn are not finding the light of day with the absence of robust talent development strategies at the desired level. Organisations finding gaps in competencies and performance are lacking in developing training programs that result in an effective plugging of these drawbacks. The importance of strategic talent development is overshadowed by the day-to-day activities in the organisation today. Companies are so engrossed in tying the loose ends up that no alignment of strategic training and development with the business requirements is ever attempted in an earnest manner. Any lack of competency is nullified by ushering in requisite talent from external sources. And at what cost!
There is a visible lack of drive and initiative in presenting a sound case for developing a strategic learning and development wing at organisations to ensure the prime-mover churns out talent to sustain a long term competitive advantage. Barring firms like Deloitte PLC (featured in the Top 10 Training Hall of Fame, Business Source Corporate, February 2009) who seamlessly integrate training programs with individual’s job requirements, there are many firms who either do not see sense in spending to develop their workforce’s competencies or develop ‘one-size-fits-all’ plans that are unable to address specific competency gaps in individuals.
The problem stems from the lack of leadership in senior management positions that can drive this initiative. There is no idea buy-in when it comes to identifying training and development as a strategic concern. Training and development (T&D) always contributes to a lag effect and thus is inadvertently thrown to the backburners. Insufficient indicators in real time that can reaffirm the importance of T&D lead to this aspect of talent management ending up in mere lip talk than action. Top thinkers and management moguls have always voiced their support in favour of talent development & training programs as an effective tool to improve business performance. So much so that, IT majors like Infosys and Wipro have dedicated training centres with world class facilities to foster training and employee development in a comprehensive manner. These efforts have paid rich dividends in developing talent bench that is ready to take up challenging assignments thanks to the developed capabilities and more importantly the developed competencies to deliver value.
There is a compelling need for leaders in senior management to focus on not just assessing the talent but invest in developing the same inside out. This will take patience, spending and a long-term view in copious quantities.
Posted originally on www.talent2value.com
Tags: development, management, talent
Add a Comment
About
© 2009 Created by Gautam Ghosh on Ning. Create Your Own Social Network
You need to be a member of HR Professionals to add comments!
Join this social network