Talent Management – key questions for Learning and Development, Sarah Cook and Steve McCaulay, Training Journal, July 2009

This article is like many in the area of Learning and Development; a combination of obvious statements, combined with a few insights that make you want to read on. The first part of the article confirms my initial cynical view that the current emphasis in books and magazines on the buzz phrase ‘Talent Management’ is really nothing new, just a recycling of obvious ideas. Is there really any need for us to be told at such length that there are dangers of not investing in people during a recession?

The article becomes more interesting when it moves on to the practical choices that have to be made. It defines talent management as the strategies and practices needed to identify, develop, attract and retain people of value. In the context of management talent, it then asks the important question – do we identify an elite group who have the highest potential? Or do we cast our net more widely and thus avoid the danger of a de-motivated under-class?

As with the Harvard article, the authors seem to be better at asking good questions rather than answering them; other key questions are – do we make the process fully transparent within the organisation? Do we involve the individuals in the choices that have to be made or make plans on their behalf? Though it is right that these questions can only be answered in the context of each company’s culture and HR strategy, it would have been good to receive more guidance on the factors that determine the answers.

One area where a definite view is put forward is in the identification of talent; the authors believe that the ability to learn and develop should be a key factor in any person who is singled out for talent management, a necessary condition. They also believe that those chosen should be provided with a personal coach to help him or her manage personal development.

Three key areas of this development are identified – strategic awareness, personal effectiveness and career management – and the point is made that the plans must be more than attending courses. A flexible menu of secondments, projects, assignments and personal study should be arranged.

The article ends with a helpful checklist of questions for the L & D person to ask around talent management. This is the first contribution of a series of three and more answers may come during the next two articles. But somehow I doubt it!

To access this article go to http://www.trainingjournal.com/tj/2262.html