Talent development, part of human resource development, is the process of changing an organization, its employees, its stakeholders, and

groups of people within it, using planned and unplanned learning, in order to achieve and maintain a competitive advantage for the organization. Rothwell notes that the name may well be a term in search of a meaning, like so much in management, and suggests that it be thought of as selective attention paid to the top 10% of employees, either by potential or performance.
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While talent development is reserved for the top management it is becoming increasingly clear that career development is necessary for the retention of any employee, no matter what their level in the company. Research has shown that some type of career path is necessary for job satisfaction and hence job retention. Perhaps organizations need to include this area in their overview of employee satisfaction. The term talent development is becoming increasingly popular in several organizations, as companies are now moving from the traditional term training and development. Talent development encompasses a variety of components such as training, career development, career management, and organizational development, and training and development. It is expected that during the 21st century more companies will begin to use more integrated terms such as talent development. Washington Group International, in their paper "The Nuclear Renaissance, A Life Cycle Perspective"
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defined two logical laws of talent development:

First law of talent development: "The beginnings of any technology-rich business are all characterized by a shortage of large numbers of technically trained people needed to support ultimate growth"

Second law of talent development: "The resources will come when the business becomes attractive to the best-and brightest who adapt skills to become part of an exciting opportunity"

Talent development refers to an organization's ability to align strategic training and career opportunities for employees.

TALENT MANAGEMENT STRATEGY DEVELOPMENT: EVOLVE YOUR TALENT MANAGEMENT STRATEGY FOR MAXIMUM BUSINESS IMPACT
The right people, in the right roles, at the appropriate costthese are core talent management drivers that are important to business leaders, regardless of industry. An effective and cost-efficient talent management strategy requires a deep understanding of issues ranging from talent acquisition to performance management, succession planning, learning and development, and more. It also requires support from an objective, expert consulting partner that is willing to work with you to ensure that your strategy delivers value to the business.

Key Advantages

An ability to understand business drivers and a willingness to be measured by theseWe help ensure that your talent management effort delivers real and measurable impact on core business performance. A track record of successThe Newman Group has more than a decade of experience building and implementing successful HR, recruiting and talent management strategies. An understanding of theory and best practicesWe have deep understanding of todays best practices and tomorrows emerging next practices, but we also have a willingness to put this aside if it is not right for the organization. A business-first approach enables maximum positive impact from your talent management strategy.

Getting Started: Talent Management Assessment

The best starting point for developing your talent management strategy is an assessment of your current strategy and operations. The Newman Group provides a proven framework for helping you better understand your talent management strategy and its effectiveness in supporting your business goals. The assessment process covers three main phases, including:

DiscoveryWe conduct a thorough review of all aspects of your talent operations, assessing the people, processes and technology in place across talent acquisition and talent management functions. The process includes extensive research, and interviews with key stakeholders as needed to gain a complete understanding of

your talent management environment. AnalysisThe Newman Group conducts a comprehensive analysis of your talent management operations, based on findings from the discovery process. We analyze our findings against your talent managment plans, industry benchmarks, market conditions and your competitive landscape.

RecommendationBased on results from the discovery and analysis process, The Newman Group can identify strengths and gaps in your talent management strategy. We then provide specific recommendations in a prioritized action plan to address identified gaps in your operations and align your strategy with your business goals.

Support Through All Phases of Strategy Development

An effective talent management strategy requires attention to detail across four critical phases: Planning, Discovery, Development and Deployment. From initial strategy assessment through all phases of development and implementation, we provide guidance to help ensure ongoing success of your talent management operations. By providing support and leadership through each of these phases, we will help you devise a strategy that addresses critical needs and facilitates buy-in from across the organization.

Talent Management Strategy

Proven Ways to Attract, Retain and Engage Your Workforce
Talent management has as its ultimate goal creating a work environment that finds, retains and engages the best talent affordable. The key to success for any organization is the ability to attract

and retain skilled and talented people. Talent management is the process of attracting, selecting, caring, training, developing and keeping a workforce to accomplish the goals of the organization. In my years as a consultant, I have identified eight basic elements essential to creating a talent management organization. While each one, like the sails of a ship, can harness the power of the wind, all eight are needed. A sail not properly set or missing hinders the progress of the ship and causes frustration among the crewmembers. TALENT MANAGEMENT STRATEGY Number 1--A Clear Sense of Direction and Purpose. Everyone wants to be paid for what they do, but good employees want to be part of an organization that stands for something and gives them personal fulfillment and meaning. When an organization has a clear sense of direction and purpose, people are willing to give more. Many organizations are now allowing their employees to donate time to non-profit organizations, or spend their off-work hours building houses for Habitat for Humanity. Number 2--Caring Management. Interpersonal skills are an essential element of the highretention culture. People want to feel management cares and is concerned for them as individuals. Yet, poor soft skills are one of the biggest factors that drive people away. Number 3--Flexible Benefits and Schedules Adapted to the Needs of the Individual. In todays workplace, flexibility rules. One-size-fits-all approaches to benefits have long since lost their effectiveness. Workers will migrate to a company whose benefit packages and schedules help them meet the demands of their lives, whether they are single parents, adults who care for aging parents, older workers, younger workers, part-time workers, or telecommuters. Number 4--Open Communication. People have a large appetite for information, and they want it instantly. High retention workplaces place high priority on delivering the right information to the right people at the right time using the right methodology. Companies that leave employees in the dark risk damaging morale and motivationnot to mention compromising their ability to make a quick course change in the marketplace. Number 5--A Charged Work Environment. People want to enjoy their work. They shun boring, bureaucratic, lifeless work environments. That is why high performance workplaces do not bother with the traditional ways of doing things. They find new ways to make work mentally engaging and physically energizing. They also ask for, listen to, and implement the ideas and suggestions of those who work for them. Number 6--Performance Management. It is becoming increasingly more difficult to find competent, motivated workers who have good attitudes and work ethics. Because of this, knowing how to manage performance is important. Performance management includes a new set of skills, tools, techniques, and processes to align an individual and his or her behavior with the goals of the business enterprise.

Number 7--Reward and Recognition. All humans need to feel appreciated. Reward and recognition programs help meet that need. A workplace that rewards and recognizes people builds higher productivity and loyalty, and can create consequences for desired behavior that leads to organizational success. Number 8--Training and Development. Many workers just want a paycheck, but the best workers want opportunity. They want to develop their skills and potential and enhance their ability to contribute and succeed. Training and development gives people greater control and ownership over their jobs, making them capable of taking care of customers and creating better management-employee relationships.

On the job training :

The most frequently used method in smaller organizations that is on the job training. This method oftraining uses more knowledgeable, experienced and skilled employees, such as mangers, supervisors to give training to less knowledgeable, skilled, and experienced employees. OJT can be delivered in classrooms as well. This type of training often takes place at the Some work key place points on in on informal the job manner. Training

on the job Training is characterized by following points It is done on ad-hoc manner with no formal procedure, or content

At the start of training, or during the training, no specific goals or objectives are developed

 Trainers usually have no formal qualification or training experience for training Training is not carefully planned or prepared The trainers are selected on the basis of technical expertise or area knowledge

Formal OJT programs are quite different from informal OJT. These programs are carried out by identifying the employees who are having superior technical knowledge and can effectively use one-to-one interaction technique. The procedure of formal on the job training program is: 1. The participant observes a more experienced, knowledgeable, and skilled trainer (employee)

2. The method, process, and techniques are well discussed before, during and after trainer has explained about performing the tasks

3. When the trainee is prepared, the trainee starts performing on the work place

4. The trainer provides continuing direction of work and feedback

5. The trainee is given more and more work so that he accomplishes the job flawlessly The four techniques for on the job development are:

COACHING

MENTORING

JOB ROTATION

JOB INSTRUCTION TECHNIQUE (JIT)