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The five key principles for talent development

机译：人才发展的五个关键原则

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Purpose - In this socio-economic climate there may still be budget for talent development, but it might not be as much as we have grown accustomed to. There is a growing need for effective, sustainable and prudent programs: the question is "how?" This paper aims to address this issue. Design/methodology/approach - Through the author's work with clients in industry, services and government, five key talent development principles are distilled, tested and evaluated. Findings - There are various, sometimes conflicting, ways to determine who is of value within an organisation. HP, departments are unlikely to address talent management as an integrated process. The form and purpose of talent development efforts are frequently mismatched. Preferred learning styles and the design of talent programs are often at odds. Talents have the potential to be much more engaged in and meaningful to their organisation. Practical implications - Clarify what "talent" means in your organisation by formulating a crystal clear policy. Perceive talent management as an integrated process and start organising it as a coherent effort, involving all human resource departments. Fulfil a clear and present organisational need with your talent development efforts. Offer mentoring by true role models and thus enhance the talent's organisational "know-how" and business insight and accelerate their development. Harness the power of the talent pool, because talents working in teams could offer your company a huge and largely untapped cognitive surplus. Originality/value - The five key principles of talent development and the 25 decisions will aid human resource professionals in assessing or designing their own talent, leadership and career development trajectories.
机译：目的-在这种社会经济环境下，人才开发仍可能有预算，但可能不如我们习惯的那么多。越来越需要有效，可持续和审慎的计划：问题是“如何”？本文旨在解决这个问题。设计/方法/方法-通过作者与行业，服务和政府部门的客户的合作，提炼，测试和评估了五个关键的人才培养原则。发现-确定组织中有价值的人有多种方法，有时是相互冲突的。惠普各部门不太可能将人才管理作为一个集成流程来解决。人才培养工作的形式和目的经常错位。首选的学习方式和人才计划的设计经常不一致。人才有可能更多地参与其组织并对其组织有意义。实际意义-通过制定明确的政策来澄清“人才”在组织中的含义。将人才管理视为一个完整的过程，并作为所有人力资源部门的一致努力开始进行组织。通过您的人才开发工作来满足当前明确的组织需求。通过真正的榜样提供指导，从而增强人才的组织“诀窍”和业务洞察力，并加速其发展。利用人才库的力量，因为团队中的人才可以为您的公司提供巨大且尚未开发的认知盈余。原创性/价值-人才培养的五项关键原则和25项决策将帮助人力资源专业人员评估或设计自己的才能，领导能力和职业发展轨迹。

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