Dear members,
I am a new member of CiteHR.com and come from Vietnam, working for the Talent Development Department. This is a new subject in Vietnam, and I would like to receive your suggestions or introductions for the first step to carry out this section in the organization.
I am looking forward to hearing from you soon.
Thanks,
My personal email: cuongbrg@gmail.com
From Vietnam, Hanoi
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5I am a new member of CiteHR.com and come from Vietnam, working for the Talent Development Department. This is a new subject in Vietnam, and I would like to receive your suggestions or introductions for the first step to carry out this section in the organization.
I am looking forward to hearing from you soon.
Thanks,
My personal email: cuongbrg@gmail.com
From Vietnam, Hanoi
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Being the corporate trainer, I would like to say that the Talent Development department is one of the most significant departments of any organization. Talent signifies "Human Capital" of the organization. Development of human capital is what Talent Development is all about. Training to sharpen the technical edges as well as exploring the hidden potential of the hired talents of the organization to maximize not only the revenues but also the valuable culture of the system is what Talent Development is about.
A laser beam focus on all the arenas of developing talents/human capital with the right training and grooming should be the first step.
Regards,
Priyanka Singh
09713772351
From India, Raipur
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A laser beam focus on all the arenas of developing talents/human capital with the right training and grooming should be the first step.
Regards,
Priyanka Singh
09713772351
From India, Raipur
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Hello Cuongbrg,
Talent Development essentially encompasses the following:
1. Development of Hard or Functional Skills
2. Development of Soft Skills
3. Nurturing and developing employees for taking on higher roles and responsibilities.
There will be two sets of requirements for Talent Development in any organization, namely:
1. Individual development requirements (IDP) - these will emerge from the Annual Appraisals as well as a Training Need Analysis (TNA).
2. Organizational requirements - these will emerge from the organization's goals and objectives for the short and medium-term.
You may consider evolving your own process based on the following guidelines:
1. In case you're part of a start-up, get hold of the competencies for each role holder and draw up a list of programs required to develop these. In case yours is not a start-up organization, collate the inputs for individual development from the appraisal process.
2. Carry out a TNA and add to the above drawn-up list.
3. Interact with senior management to understand what skills they want their team members to have - hard skills and soft skills, separately.
4. Also, get their inputs on what they see as necessary to achieve organizational goals.
The above inputs will give you a clear picture of both individual development requirements as well as organizational requirements.
Compile and collate the information and share it with HOD's/Senior Management - tweak it as required.
Talent Development also includes the following:
1. Identifying employees with 'high potential' (HiPo) for bigger roles, identifying the skill set required for such roles, and giving them the opportunity to get trained to acquire the desired skill set.
2. Developing a Leadership pipeline - based on inputs and actions taken above.
Trust you'll find these inputs useful.
Warm Regards,
Lt Col (Retd) Sumant Khare
Nvision Learning and Development Gateway to Experiential Learning
Gurgaon, India.
[NVision | Learning and Development](http://www.nvisionlnd.com) M: 9650052490 T: 0124-4206665
From India, New Delhi
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Talent Development essentially encompasses the following:
1. Development of Hard or Functional Skills
2. Development of Soft Skills
3. Nurturing and developing employees for taking on higher roles and responsibilities.
There will be two sets of requirements for Talent Development in any organization, namely:
1. Individual development requirements (IDP) - these will emerge from the Annual Appraisals as well as a Training Need Analysis (TNA).
2. Organizational requirements - these will emerge from the organization's goals and objectives for the short and medium-term.
You may consider evolving your own process based on the following guidelines:
1. In case you're part of a start-up, get hold of the competencies for each role holder and draw up a list of programs required to develop these. In case yours is not a start-up organization, collate the inputs for individual development from the appraisal process.
2. Carry out a TNA and add to the above drawn-up list.
3. Interact with senior management to understand what skills they want their team members to have - hard skills and soft skills, separately.
4. Also, get their inputs on what they see as necessary to achieve organizational goals.
The above inputs will give you a clear picture of both individual development requirements as well as organizational requirements.
Compile and collate the information and share it with HOD's/Senior Management - tweak it as required.
Talent Development also includes the following:
1. Identifying employees with 'high potential' (HiPo) for bigger roles, identifying the skill set required for such roles, and giving them the opportunity to get trained to acquire the desired skill set.
2. Developing a Leadership pipeline - based on inputs and actions taken above.
Trust you'll find these inputs useful.
Warm Regards,
Lt Col (Retd) Sumant Khare
Nvision Learning and Development Gateway to Experiential Learning
Gurgaon, India.
[NVision | Learning and Development](http://www.nvisionlnd.com) M: 9650052490 T: 0124-4206665
From India, New Delhi
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Dear all,
Thank you very much for your comments. I am currently working for a bank that is undergoing a restructuring of its HR department, and Talent Development is a new section being introduced.
I believe that the banking or finance industry may present more challenges compared to other sectors.
Thank you.
From Vietnam, Hanoi
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Thank you very much for your comments. I am currently working for a bank that is undergoing a restructuring of its HR department, and Talent Development is a new section being introduced.
I believe that the banking or finance industry may present more challenges compared to other sectors.
Thank you.
From Vietnam, Hanoi
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Dear Lt. Col. (Retd) Sumant Khare,
Thank you so much for sharing such significant information with us. Your experience speaks volumes through your words. I really appreciate this. Keep posting anything and everything related to new areas and learnings in Training & Development born out of your perspective and experience in the industry.
Regards,
Priyanka Singh
9713772351
From India, Raipur
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Thank you so much for sharing such significant information with us. Your experience speaks volumes through your words. I really appreciate this. Keep posting anything and everything related to new areas and learnings in Training & Development born out of your perspective and experience in the industry.
Regards,
Priyanka Singh
9713772351
From India, Raipur
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Hi Cite members,
I am working for a manufacturing company. In my organization, senior staff are not given prominence of late. They are also frustrated and disengaged from their current jobs. The reason is that new joiners' CTC is considerably higher than that of the existing staff. This salary disparity makes them feel unappreciated. Management is also not reacting to this situation.
Any suggestions from the senior Cite HR members?
Regards,
Bagavathi
From India, Hosur
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I am working for a manufacturing company. In my organization, senior staff are not given prominence of late. They are also frustrated and disengaged from their current jobs. The reason is that new joiners' CTC is considerably higher than that of the existing staff. This salary disparity makes them feel unappreciated. Management is also not reacting to this situation.
Any suggestions from the senior Cite HR members?
Regards,
Bagavathi
From India, Hosur
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Thanks so much for the information provided below. I am truly grateful for the time you invested and the depth of experience you have. However, I would like to express some concerns I have regarding identifying employees with 'High Potentials' for bigger roles. Please can you share with me methods for doing this, as I discovered that most employees feel that the process is marked by bias, such as "not being in the bosses' good book."
Moreover, I would be grateful if you could share a template for a leadership pipeline with me. Thanks once again.
Warm regards,
Tejiri
QUOTE: Talent Development essentially encompasses the following:
1. Development of Hard or Functional Skills
2. Development of Soft Skills
3. Nurturing and developing employees for taking on higher roles and responsibilities.
There will be two sets of requirements for Talent Development in any organization, namely:
1. Individual development requirements (IDP) - these will emerge from the Annual Appraisals as well as a Training Need Analysis (TNA).
2. Organizational requirements - these will emerge from the organization's goals and objectives for the short and medium term.
You may consider evolving your own process based on the following guidelines:
1. In case you're part of a start-up, get hold of the competencies for each role holder and draw up a list of programs required to develop these. If yours is not a start-up organization, collate the inputs for individual development from the appraisal process.
2. Carry out a TNA and add to the above-drawn list.
3. Interact with senior management to understand what skills they want their team members to have - hard skills & soft skills, separately.
4. Also, get their inputs on what they see as necessary to achieve organizational goals.
The above inputs will give you a clear picture of both individual development requirements as well as organizational requirements. Compile and collate the information and share it with HODs/Senior Management - tweak it as required.
Talent Development also includes the following:
1. Identifying employees with 'high potential' (HiPo) for bigger roles, identifying the skill set required for such roles, and giving them the opportunity to get trained to acquire the desired skill set.
2. Developing a Leadership pipeline - based on inputs and actions taken above.
Trust you'll find these inputs useful.
Warm Regards,
Lt Col (Retd) Sumant Khare
Nvision Learning and Development
Gateway to Experiential Learning
Gurgaon, India.
From Nigeria, Lagos
Acknowledge(0)Amend(0)
Moreover, I would be grateful if you could share a template for a leadership pipeline with me. Thanks once again.
Warm regards,
Tejiri
QUOTE: Talent Development essentially encompasses the following:
1. Development of Hard or Functional Skills
2. Development of Soft Skills
3. Nurturing and developing employees for taking on higher roles and responsibilities.
There will be two sets of requirements for Talent Development in any organization, namely:
1. Individual development requirements (IDP) - these will emerge from the Annual Appraisals as well as a Training Need Analysis (TNA).
2. Organizational requirements - these will emerge from the organization's goals and objectives for the short and medium term.
You may consider evolving your own process based on the following guidelines:
1. In case you're part of a start-up, get hold of the competencies for each role holder and draw up a list of programs required to develop these. If yours is not a start-up organization, collate the inputs for individual development from the appraisal process.
2. Carry out a TNA and add to the above-drawn list.
3. Interact with senior management to understand what skills they want their team members to have - hard skills & soft skills, separately.
4. Also, get their inputs on what they see as necessary to achieve organizational goals.
The above inputs will give you a clear picture of both individual development requirements as well as organizational requirements. Compile and collate the information and share it with HODs/Senior Management - tweak it as required.
Talent Development also includes the following:
1. Identifying employees with 'high potential' (HiPo) for bigger roles, identifying the skill set required for such roles, and giving them the opportunity to get trained to acquire the desired skill set.
2. Developing a Leadership pipeline - based on inputs and actions taken above.
Trust you'll find these inputs useful.
Warm Regards,
Lt Col (Retd) Sumant Khare
Nvision Learning and Development
Gateway to Experiential Learning
Gurgaon, India.
From Nigeria, Lagos
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Introduction to Employee Training and Development - PPT 1.ppt
Training and Development.doc