Accelerated Development of Organizational Talent

SSRN Electronic Journal 01/2007; DOI: 10.2139/ssrn.1072907
Source: RePEc


This working paper explores the challenges of accelerated development of organizational talent. The meaning of the word "accelerated" is that such development takes place at a pace that is significantly higher than that of "traditional" development that allows an individual to learn the intricacies of the current job, observe incumbents in a higher level position (usually, one level up), practice elements of the boss' job when being delegated tasks, undergoing formal training, or benefiting from the knowledge accumulated by others and codified in the knowledge management systems. Accelerated development means, contrary to the usual, more traditional developmental path, bypassing traditionally expected career steps, stretched over a longer period of time learning opportunities, and/or age-related developmental progression. Accelerated development is a necessity for organizati of qualified individuals in the internal or external labor markets, and significant pressures from other organizations that are ready to "poach" talented executives and employees and offer them even higher levels of responsibility and remuneration. Organizations also respond with accelerated development initiatives to the individuals engaged in career entrepreneurship, i.e., those who make alternative career investments in order to enjoy quicker returns in terms of career growth and progression. This paper discusses the challenges of accelerated development programs, such as not only learning the competencies required in the new position, but also developing a new identity. The paper discusses the process of going through an accelerated development program and identifies its important elements: preentry experience, initial surprise of getting into the accelerated program's environment and learning to use it, engaging in identity exploration through examining past and present identities, staging identity experiments, and, finally, stepping out of the program into the

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Available from: Konstantin Korotov
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    • "Accelerated or traditionally-paced talent development Advocates of an integrated talent management approach emphasise the need to speed up the development of talent in order to respond to current and anticipated business pressures (Abell, 2005; Backus et al., 2010; Korotov, 2007). Whereas a traditional approach emphasises a focus on blending classroom development, e-learning and on-the-job development enhance the competencies of talent to perform effectively and enhance their potential. "
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    ABSTRACT: Purpose – The purpose of this paper is to explore the concept of talent development, define its scope and identify the issues involved in formulating talent development strategies in organisations. Design/methodology/approach – The paper reviews the relatively scant and fragmented literature on talent development processes. Findings – The literature review revealed that talent development is usually discussed as part of a wider talent management process. The literature highlights issues concerning who is the talent to be developed, what competencies should be developed, who drives development, what is the appropriate pace of development and what is the architecture to support the development. Research limitations/implications – The paper is solely theoretical in nature; however, it does identify gaps for further research. Practice implications – The paper raises a number of important questions that should be considered by organisations when they engage in talent development. Originality/value – The paper contributes to a perceived gap in the literature and highlights the issues that come within the terrain of talent development.
    Full-text · Article · Jan 2012 · European Journal of Training and Development