Strategic talent development – making the best people in crucial positions better
| DOI | https://doi.org/10.1108/SHR-04-2019-0034 |
| Pages | 263-267 |
| Published date | 11 November 2019 |
| Date | 11 November 2019 |
| Author | Rino Schreuder,Simon Noorman |
| Subject Matter | Hr & organizational behaviour,Employee behaviour |
Strategic talent development –making the
best people in crucial positions better
Rino Schreuder and Simon Noorman
Abstract
Purpose –This articleaims to explain the why and what of strategictalent development. It shows how top
talentsin value-creating top positions can make a strategicdifference for organizations.
Design/methodology/approach –Having established the differences between generic and strategic
talent management, this article argues that talent management needs to be aligned with the
organizationalstrategy. The next step is to ensure that the talents and skillsof people who fulfillstrategic,
‘‘difference-making’’ roles are best developed. You cannot standardize your talent development to
achievegreatness.
Findings –Strategic talentdevelopment is a valuable and priceless investment in the future of the entire
organization.
Originality/value –Strategictalent development is an innovative addition to existing talentmanagement
practices –not a replacement. An addition that makesthe link between talent management and strategy
(even) more explicit andcan help organizations to make a next step in the realization of their ambitions
througha targeteddeployment and development of their top talentsin keypositions.
Keywords Talent strategy, Strategic talent management, Making a difference, Strategic talent development
Paper type Viewpoint
Ageneric talent strategy can never be the basis for a talent approach that is
specifically tailored to the unique strategy of a specific organization. To contribute
significantly to the achievement of specific strategic goals, talent management
needs to be aligned with the organizationalstrategy.
Such a strategic approach of talentmanagement requires HR to perform two crucial tasks:
1. translate the required strategic capabilities of an organization into crucial positions or
roles that have a disproportionate effect on the achievement of the strategic objectives;
and
2. ensure that such A positions or roles are occupied by the best people, to enable top
talents to really make the strategic difference.
Having established the differences between generic and strategic talent managements,we
turn to the next step: How do we ensure that the talents and skills of people who fulfill these
strategic, “difference-making” roles are best developed? Because generic training and
development is not sufficient for the occupants of A positions to really make a strategic
difference. You cannot standardize your talent development to achievegreatness.
Making Messi even better
We are aware of the fact that a differentiated approach to talent management raises
questions and concerns. Doesn’t everybody have (a) talent? And do we really want to
create so-called crown princesand their irritating behavior?
Rino Schreuder is based at
the EMD Centre, Huizen,
The Netherlands.
Simon Noorman is a
Consultant, Change
Manager and Trainer,
based in Meppel, The
Netherlands.
DOI 10.1108/SHR-04-2019-0034 VOL. 18 NO. 6 2019, pp. 263-267, ©Emerald Publishing Limited, ISSN 1475-4398 jSTRATEGIC HR REVIEW jPAGE 263
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