Who is responsible for people development?
Posted: Sun Jan 19, 2025 10:52 am
So, whose role is talent management ? For the expert, the responsibility should be divided into three parts:
A third of the employee, who needs to look for positions where most of the time they seek their talent;
One third of the leadership, which has to allocate people maximizing most of the time to use their talents;
One third of the organization needs to define what talents it needs to be successful.
The book The Career Management Link, written by professor Claudio Queiroz, talks precisely about this division of responsibilities.
If, on the one hand, the corporate world lacks professionals lebanon whatsapp data who are aware of the responsibility in managing their careers, leaders and organizations also need to identify their shared responsibility in providing adequate conditions for employees to enhance their talents and skills.
Another good read for the area is the book Discover Your Strengths, by authors Marcus Buckingham and Donald Clifton. Based on research conducted by the Gallup Institute, the duo defends the theory that to achieve excellence, people should not invest in correcting their weaknesses, but rather in strengthening their strengths. The authors present a practical guide on how to build a strengths-based organization, identifying systems for selection, performance management and career development based on strengths.
Steps to align HR with talent development
What steps should be taken to ensure that HR is truly aligned with the concepts of talentism ? Well, one of them is to align the discourse with the company's practice. If you are “preaching” that your organization recognizes your talents, you need to identify what they are and put them to work in the right position.
This is exactly what a football coach does, for example. He chooses the right people who, as a team, produce extraordinary results. In this dimension, he discovers the talent of each person. And best of all, he realizes that complementarity is the basis of the success of a great team.
Talent management involves much more than the ability to bring together people with different skills that complement each other to achieve business results. That is why it is recommended not to form teams that have the same characteristics, such as analytical, creative or affective.
When talking about talent , it is important for the company to think about it in the short, medium and long term. In other words, it should seek to identify, prepare, value and develop people.
A good example might be in the sales department. Which people on the team are best at making initial contact with the customer? And which of these people are best prepared to deal with after-sales?
What does education have to do with talentism?
In this context, an important part also comes into play: bringing the executive into the classroom, expanding their range of possibilities and tools for their performance.
“Sometimes we are not prepared to manage talent. That is why people often do not resign from organizations, but from their leaders. And today, losing talent means losing money,” says Professor Cláudio.
In this case, education should not be restricted to offering courses and lectures. It is necessary to explain its role in career management and what benefits it can provide in people management.
A third of the employee, who needs to look for positions where most of the time they seek their talent;
One third of the leadership, which has to allocate people maximizing most of the time to use their talents;
One third of the organization needs to define what talents it needs to be successful.
The book The Career Management Link, written by professor Claudio Queiroz, talks precisely about this division of responsibilities.
If, on the one hand, the corporate world lacks professionals lebanon whatsapp data who are aware of the responsibility in managing their careers, leaders and organizations also need to identify their shared responsibility in providing adequate conditions for employees to enhance their talents and skills.
Another good read for the area is the book Discover Your Strengths, by authors Marcus Buckingham and Donald Clifton. Based on research conducted by the Gallup Institute, the duo defends the theory that to achieve excellence, people should not invest in correcting their weaknesses, but rather in strengthening their strengths. The authors present a practical guide on how to build a strengths-based organization, identifying systems for selection, performance management and career development based on strengths.
Steps to align HR with talent development
What steps should be taken to ensure that HR is truly aligned with the concepts of talentism ? Well, one of them is to align the discourse with the company's practice. If you are “preaching” that your organization recognizes your talents, you need to identify what they are and put them to work in the right position.
This is exactly what a football coach does, for example. He chooses the right people who, as a team, produce extraordinary results. In this dimension, he discovers the talent of each person. And best of all, he realizes that complementarity is the basis of the success of a great team.
Talent management involves much more than the ability to bring together people with different skills that complement each other to achieve business results. That is why it is recommended not to form teams that have the same characteristics, such as analytical, creative or affective.
When talking about talent , it is important for the company to think about it in the short, medium and long term. In other words, it should seek to identify, prepare, value and develop people.
A good example might be in the sales department. Which people on the team are best at making initial contact with the customer? And which of these people are best prepared to deal with after-sales?
What does education have to do with talentism?
In this context, an important part also comes into play: bringing the executive into the classroom, expanding their range of possibilities and tools for their performance.
“Sometimes we are not prepared to manage talent. That is why people often do not resign from organizations, but from their leaders. And today, losing talent means losing money,” says Professor Cláudio.
In this case, education should not be restricted to offering courses and lectures. It is necessary to explain its role in career management and what benefits it can provide in people management.