Shaping Talent Development at Such a Time Like This

 I am certain you have a talent development strategy. One that captures all the essentials of how you intend to develop organizational talent. How is that going? The COVID pandemic has tested everyone and every organisation with its unprecedented impact on lives, how we do work and what work means in essence.

We see organisations embracing technology with speed for business continuity. We have seen the increasing use of virtual options. We have seen work shift from offices to home. Not leaving out the coordination of remote teams. 

My advice: take a deep breath. There are many questions. How do we navigate talent development? Where do we start from? What is meaningful without driving people over the edge with an overload of virtual learnings?

Talent development is not just training; that is the mistake many make. Talent development is a holistic approach targeted at nurturing talent to meet organizational goals. Note the word nurturing; nurturing is a combination of modeling, motivating and building talents in tandem with the overall HR strategy and strategic direction.As you think talent development, think about the following core elements:

• Talent experience
• Talent learning journey 
• Talent leadership
• Organizational culture
• Innovation

To navigate talent development in these times , I suggest the following actions:

Start with what you have

It is easy to fall into the trap of creating new solutions without using what you already have. I suggest you start from your current talent development strategies and solutions. Think of what you do currently and how you can leverage on “the bird in hand”. It’s worth two in the bush. Start with existing talent development solutions, tools and technologies.

Do a pulse check

Moving quickly is great but have you taken a pulse check with those who are being developed. The very talent that drives the business strategy. You don’t have to do a robust needs assessment. Check with managers, have a focused-group conversation with employees on their needs and what you can do to support. Many times the solution is simple. Take a pulse check on what and how people want to learn.

Build rapport

It’s easy to do a pulse check for the sake of developing a talent development solution. It is another thing to be seen as an ally or business partner. Partnering starts with building rapport. At a time like this, trust and credibility are critical to the talent development process. Nothing builds rapport than you listening to what people have to say. Don’t listen to answer. Listen and you will find the answers hidden in what they say. Talent development lies in the talent themselves. Speak to people and understand them first and then their needs.

Pace the solutions

We can go “techy” and I am all for technology; however, we must shift from the notion that technology solves everything. Technology is an enabler in talent development so leverage on available technology. The pitfall of technology deployment without first understanding the exact needs met by the solution can be costly. Think human-centered design as you deploy solutions and more importantly with technology. Keep it simple. People are dealing with a lot so remove the complexity. Determine new solutions to complement existing solutions.

Do a pulse check again

It sounds repetitive to take another pulse check but it is crucial to evaluate after a while and more frequently. That way you learn about what works and what does not work. This gives room for adaption and re-prioritization.

One thing I realize at this point is that people want to be heard, seen and appreciated. These three ingredients should be an integral part of your talent development process. You have a role to play, managers have a role and the employees have a role too. Listen and learn what works and doesn’t work for the organization.

Think talent; think profitability.