Summary
Summary HRD3702_Study Notes_Workbook_08
- Course
- Institution
- Book
HRD3702_Study Notes_Workbook_08
[Show more]
Connected book
Book Title:
Author(s):
- Edition:
- ISBN:
- Edition:
More summaries for
-
HRD2602 EXAM PACK 2024 Course HRD2602 - Training And Development Practices
-
HRD2602 EXAM PACK 2024 LATEST QUESTIONS AND ANSWERS
-
HRD3702 ASSESSMENT 6 SEMESTER 1 2024 Identify and explain training interventions that Afri-Solar’s employees will need to adapt and perform better in foreign countries Highlight the importance of ...
Seller
Followlyanapetzer
Reviews received
Content preview
HRD3702 – Management of Training and DevelopmentWORKBOOK 8: Talent Management
People are the most important asset of any organisation and must be nurtured and placed in positions where they
experience job satisfaction in line with their abilities and interests.
3. Talent Management
It is evident that there is a relationship between the talent of staff and their productivity in organisations. Organisations will
benefit from nurturing the talent of their staff.
Talent management is the process of establishing a continuous supply of highly productive individuals in the
right job at the right time, including the implementation of strategies designed to increase workplace
productivity and improve process for attracting developing, retaining and utilisation of people with the required
skills and competencies to meet current and future strategic business needs.
Talent management can be defined as the sourcing; screening; selection; on-boarding; retention;
development; deployment; and renewal of the workforce, with analyses and planning as the adhesive,
overarching agent.
If organisations nurture the talent of their staff, it will enable human capital management and therefore HRD to
be linked to the organisation business strategies and allow for investments in the s taff, developing them in
line with their talents and potential.
4. High Potential
It has become increasingly important for organisations to identify the talent in the organisation and therefore for
staff with high potential to move ahead in the organisation.
Talent is defined as the shared knowledge, skills, abilities, experience, values, habits, and behaviours of
employees that contribute to the organisation’s mission.
Talent in organisations can refer to or be applied to three distinct aspects:
• an individual’s knowledge, skills and abilities (that is, talents)
• a specific person (e.g. she/he is talented, implying that she/he has specific knowledge, skills and abilities
in some area)
• a group is an organisation, implying that a pool of employees is exceptional in their knowledge, skills,
and abilities in a specific area (for example, leadership potential, innovative thinking, financial
management, and so forth.
Talent reflects the core competencies of the organisation.
Potential entails what a person can become; their ability to be more than what they are at this moment.
Potential is the possibility that an individual might develop the characteristics necessary to reach a
higher level. Talent therefore determines an individual potential.
Two types of potential exist within an organisation:
• The traits and competencies that a person has when employed.
• The ability a person has to learn new competencies and to develop to become successful in a high level
position.
Three components of potential
➢ Foundational dimension is competencies that are consistent throughout an individual’s adult career,
e.g. cognitive abilities, personality characteristics, and interpersonal abilities.
➢ Growth dimensions include mechanisms that facilitate or obstruct an individual’s growth and
development. Typical examples are adaptability, flexibility and motivation.
➢ Career dimensions are early indications pf potential for a specific career or area of a career, e.g.
supervisor skills, design skills, or potential project leadership skills.
Page 1 of 7
, HRD3702 – Management of Training and Development
5. Concept of Talent
Before the organisation can identify staff with the potential to enable it to reach and even exceed its goals, it
must know what it is looking for in employees. Staff needs to be developed in areas that are of importance to
the organisation while also offering them the opportunities and environment they can excel in. If organisations
do this, they will not only stay competitive and grow, but it will also become an employer of choice where the
talent developed and managed would want to remain within the organisation.
The goal of talent management is to ensure that the right talent is strategically placed in the right
position at the right time.
Individual concepts of potential and talent
Experience refers to previous job experience, variety of assignments or any learnerships that an
employee gained in his or her career so far. By facing a variety of challenges, the individual develops an
insight that cannot be learned from training alone.
Knowledge: Workers contribute knowledge towards the organisation through what they know. They
have many job opportunities and specialised knowledge which they can take with them to any other
organisation.
Competencies (Capabilities) include relevant knowledge, skills and value orientation that may be
required for a specific task or job.
Personal attributes refer to personality, learning experiences, emotional intelligence, ability, behaviour
and motivation.
Cognitive ability can include verbal comprehension, quantitative ability and reasoning abilities. As
stated earlier, global economies are moving towards knowledge and service organisations. Employment
in services is expected to account for 86% of all jobs in 2016.7 Cognitive abilities on all levels become
more and more important for the organisation to maintain a competitive advantage.
Human capital – what employees have – refers to the sum of the life experiences, knowledge, personal
attributes, inventiveness, enthusiasm and cognitive ability that the employees invest in their work.
Page 2 of 7
The benefits of buying summaries with Stuvia:
Guaranteed quality through customer reviews
Stuvia customers have reviewed more than 700,000 summaries. This how you know that you are buying the best documents.
Quick and easy check-out
You can quickly pay through credit card or Stuvia-credit for the summaries. There is no membership needed.
Focus on what matters
Your fellow students write the study notes themselves, which is why the documents are always reliable and up-to-date. This ensures you quickly get to the core!
Frequently asked questions
What do I get when I buy this document?
You get a PDF, available immediately after your purchase. The purchased document is accessible anytime, anywhere and indefinitely through your profile.
Satisfaction guarantee: how does it work?
Our satisfaction guarantee ensures that you always find a study document that suits you well. You fill out a form, and our customer service team takes care of the rest.
Who am I buying these notes from?
Stuvia is a marketplace, so you are not buying this document from us, but from seller lyanapetzer. Stuvia facilitates payment to the seller.
Will I be stuck with a subscription?
No, you only buy these notes for $2.77. You're not tied to anything after your purchase.
Can Stuvia be trusted?
4.6 stars on Google & Trustpilot (+1000 reviews)
50843 documents were sold in the last 30 days
Founded in 2010, the go-to place to buy study notes for 14 years now