Three ways to redefine talent development

first_img 13SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr The pace of technological transformation has enabled a seemingly unlimited profusion of new business models to emerge in every industry. Most often, they don’t compete directly with the established players but rather focus on capturing part of their profit through a systematic access to their customer base along various parts of their value chain. This constant state of disruption has been described as a state of “always-on transformation” by Boston Consulting Group. The dichotomy of the talent and development role in this process, being both an architect at the very heart of the change and a subject affected by it, is a conundrum that requires new solutions.The talent and development function needs to redefine both its identity and practices. The aim will be for talent and development professionals to evolve from solutions providers to architects of sustained growth, shifting from managing processes to driving outcomes and creating a significant impact within the organization. Three areas in particular will be central to this transformation process:1. Social.People are at the core of our practice. Talent and development doesn’t design programs. It designs capabilities and culture by enabling all employees to reach their full potential a defined economic and cultural agenda. continue reading »last_img

Leave a Reply

Your email address will not be published. Required fields are marked *