The term talent has been used widely in organisations and human resource management practice. It refers to someone who has innate abilities in a particular skills, knowledge or behaviour which is valued by the organisation.
Talent has been written about widely in the research for talent management processes and policies but is very rarely defined or described when discussing individuals who possess both an innate ability but also learned skills or acquired experience and knowledge.
In the organisational setting talent is often used to describe;
- The skills and ability of an individual
- The skills and ability required by the organisation to achieve its strategic goals
- A specific person who possess a specific skills which is admired as a talent
- Capabilities that contribute to the achievement of organisational goals
- A group or team of individuals within the organisation
Areas of talent vary from soft skills such as people skills, networking, communication and customer service skills to hard skills such as engineering, Information Technology and marketing.
Talent may also refer to the knowledge and experience that individuals possess. Very often this knowledge is implicit, it is an expertise that is admired, an ability to understand what needs to be done and when to solve a particular problem, or a competency in a key area which is of high value to the organisation.
In order to achieve organisational effectiveness an organisation must be able to focus on what skills, knowledge and behaviours are key to the achievement of organisaitonal strategy. Defining what talent is required in order to achieve strategic goals, whether specific competencies or general areas of ability, is a key element of a talent management programme.
Once ‘talent’ has been defined it is then possible to build the requisite talent management processes to recruit, select, induct, deploy and develop talent within the organisation.
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