Essentially, talent development activities should not focus solely on optimising performance for the individual employee’s current role but also should encompass long term business needs. Organisations should ensure a variety of development activities are available for their employees. Ultimately, talent development should be seen as a key success factor for the organisation.
Recent CIPD research suggests that more than two-fifths of employees strongly agree or agree that their organisation provides them with opportunities to learn and grow and additionally, more than two-fifths of employees are satisfied with the opportunity to develop their skills in their job, proving that organisations are utilising learning and development as an organisational tool. The most popular forms of training remain as on the job and peer-led, proving the 70/20/10 training model remains as effective as ever. Interestingly, respondents to my study note the utilisation of on the job training as well as coaching and mentoring rather than leaning solely on formal learning. This shows concurrence with recent literature suggesting that the concept of a traditional career is being challenged, which in turn is steering companies toward constant learning experiences. As discussed by one of the respondents in my study: