Talent Development

Organisational Development & Change Management

Developing Talents
Our Team

Riham Abdelsalam Haitham Mamdouh

Passent El Gheriany Sohaila Salem

Mohamed Nasser Dina Hisham

Talent development
Talent development is the organizational process
of positioning employees for career advancement
in a way that aligns with the company’s mission.

Coaching

Career Planning

Management &
Leadership
Development
Coaching
VS

Mentoring
Definition

Coaching Mentoring
It focuses on particular abilities and refers to a partnership where a more
objectives and might also affect a person's seasoned colleague contributes their
personal qualities, including confidence or deeper understanding to aid in the growth
social skills to enhance and maximise of a less experienced colleague
performance in the workplace.
 Goals

Coaching Mentoring
● Assisting performance management.
● Assist in execution of a transition
● Preparing and supporting people through
● Address a performance problem
change.
● Develop new behavioral skills with
● Supporting self-directed learning and
leadership development
development.
● Sharing curated resources.
 Applications
Coaching

Entry and Assessment Feedback Action Plan Intervention Evaluation

Contracting

Relationship Building Assessment Debrief Action Plan Implementation Evaluation

Mentoring
 Results
Mentoring

More Compensation Advanced college degree Career Planning More career satisfaction
engagement

Better working Social Enhanced Higher Performance

Productivity relationships Interactions Skills

Coaching
CAREER PLANNING AND
DEVELOPMENT
INTERVENTIONS
“intellectual
capital”
Intellectual Capital

Value of a company's
employee knowledge,
skills, business training, or
any proprietary
information that may
provide the company with
a competitive advantage.
Career

A career consists of a
sequence of work-related
positions occupied by a
person during the course of a
lifetime.
Career Planning & Development Goal

Organizations are becoming more and more reliant on their

“intellectual capital.”

The war for talent, the changing nature of the workforce, shifting
social expectations about work and family, and increasingly
knowledge-based strategies have pressured organizations to
rethink their role in managing careers and developing their human
capital.

Providing career planning and development opportunities as well

as management and leadership development programs help to
recruit and retain skilled and knowledgeable workers.
Career Planning
Concerned with individuals choosing jobs,
occupations, and organizations at each stage of
their careers.

Career Development
Involves helping employees attain career
objectives.
Career Stages

Research suggests that employees

progress through at least four distinct
career stages as they mature and gain
experience.

Each stage has unique concerns, needs,

and challenges.
Career Stages
Establishment Advancement Maintenance Withdrawal
Stage Stage Stage Stage
(21-26) (26-40) (40-60) (60+)

What are alternative Am I advancing as How do I help others? What are my interests
occupations, firms, and expected? outside of work?
jobs? Should I reassess and
What long-term options redirect my career? Will I be financially
What are my interests are available? secure?
and capabilities?
How do I become more What retirement
How do I get the work effective and efficient? options are available to
accomplished? me?

Am I performing as
expected?
Establishment Stage (21-26)

This phase is the outset of a career when people are generally uncertain
and may be stressed about their competence and potential.

They are dependent on others, especially bosses and more experienced

employees, for guidance, support, and feedback.

At this stage, people are making initial choices about committing

themselves to a specific career, organization, and job.

They are exploring possibilities while learning about their own capabilities.
What should company provide in the Establishment
stage?
Communication and counseling to employees
regarding available career paths and the
necessary skills for advancement.
Workshops, self-development materials, and
assessments should help employees assess
their interests, aptitudes, and capabilities, and
relate that information to potential careers.
Continuous feedback on job performance and
counseling on improvement are crucial, with
the supervisor-subordinate relationship playing
a vital role in these activities.
Advancement Stage (26-40)

During this phase, employees become independent contributors

who are concerned with achieving and advancing in their chosen
careers.

They have typically learned to perform autonomously and need less

guidance from bosses and closer ties with colleagues.

This settling-down period also is characterized by attempts to clarify

the range of long-term career options.
What should company provide in the Advancement
stage?
Organizations should offer communication and counseling to
members regarding challenging assignments and
opportunities for skill demonstration and exposure.
This support should clarify long-term career options and
provide individuals with an understanding of their progress
toward those goals.
Workshops, developmental materials, and assessments should
focus on fostering wider collegial relationships, finding
mentors and sponsors, and promoting creativity and innovation.
These activities should also assist individuals in assessing and
integrating their career and personal lives more successfully.
Maintenance Stage (40-60)

This phase involves leveling off and holding on to career successes.

Many people at this stage have achieved their greatest advancements and are now concerned with
helping less-experienced subordinates.

For those who are dissatisfied with their career progress, this period can be conflictual and
depressing, as characterized by the term “midlife crisis.”
People often reappraise their circumstances, search for alternatives, and redirect their career efforts.

Success in these endeavors can lead to continuing growth, whereas failure can lead to early decline.
What should company provide in the Maintenance
stage?

The firm should provide individuals with

communications about the broader organization
and how their desires and roles might fit into it.

Workshops, developmental materials, counseling,

and assessment techniques should be aimed at
helping employees to assess and develop skills to
train and coach others.
Withdrawal Stage (60+)

This final stage is concerned with leaving a career.

It involves letting go of organizational attachments and getting

Ready for greater leisure time and retirement.

The employee’s major contributions are imparting knowledge and experience to others.

For those people who are generally satisfied with their careers, this period can result in
feelings of fulfillment and a willingness to leave the career behind.
What should company provide in the Withdrawal
stage?

Organizations should offer communication and

counseling to members regarding options for post-
retirement work and financial security, while
emphasizing the value of the employee's experience.

Retirement planning workshops and materials can

assist employees in making a successful transition
and shifting their focus to other interests and
activities.
 ● An ongoing process by which
individuals progress through a
series of stages, each of which can
be characterized by relatively
Career unique set of issues, themes and
Development tasks.
Types of Career
Development
Interventions and
their importance in
different career
stages
Challenges & Solutions
1- Identifying talents and potential

1- Implementing comprehensive & several talent identification programs

2- Depending on scientific assessment centre,
3- Not depending on one assessment tool to identify potential
4- designing systems in each organization to capture the talents based on performance appraisal

2- Lack of Coaching and Mentoring Capabilities

1- Organizations can establish mentoring & coaching programs by reputable institutes ( Ex: Gallup ) that
connect experienced professionals with individuals seeking guidance.
2- Hiring Certified Mentors & Coaches in the organization with certain objectives of leveraging potential &
successors capabilities
3- Utilizing technology, such as virtual mentoring platforms, can expand access to coaching and mentoring
for remote and underprivileged individuals.
Challenges & Solutions
3- Aligning Career Goals with coaching & talent Development
Programs
1- Providing career counselling services that help individuals assess their strengths, interests, and values can
aid in aligning career goals.
2- Encouraging self-reflection and offering resources like career assessments and informational interviews
can enhance career planning and decision-making processes.
3- Designing Tailored-made talents development programs aligned with the successors career goals & his\her
skills interests & preferences

2- Retaining talented individuals and keeping them engaged in

their development Programs
1-Implementing talent retention strategies such as providing growth opportunities, and competitive
compensation packages can help retain and engage talented individuals.
2- Regular check-ins, feedback, and recognition of achievements can also contribute to their motivation and
commitment.
Challenges & Solutions
5- Coping with the rapid pace of technological advancements and
evolving job requirements

1- Investing in skill development programs, both technical and soft skills, can help individuals bridge the skill
gaps.
2- Collaborating with educational institutions, offering online learning platforms, and encouraging lifelong
learning can aid in acquiring the skills needed to thrive in a changing job market.

6- Adapting to Changing Workforce Dynamics

1- Embracing lifelong learning and promoting continuous development can help individuals adapt to changing
workforce dynamics.
2- Offering training programs, upskilling opportunities, and mentoring initiatives that cater to diverse needs
and preferences can ensure individuals are equipped with the skills and knowledge necessary for career
success in a dynamic environment
Leading Your Business at Microsoft Corporation
Challenge: Promotion of the young and brilliant technologists it had recruited was occurring too fast.
While they were ill prepared to manage strategy, structure, people, and change.

Series of The High-risk

hackathons projects Talent Talks
workshops

aim to develop the future

an idea with business or Team welcome risk. Rewards interview with the heads
leaders of the organisation and discuss moving people
societal merit and team for learning quickly through
and focus on strategic up and across teams reap
share that interest apply faster trial and error. people some of the benefits of
thinking and change.
develop the business plan, early talent identification
The purpose would be to had a clear sense of purpose
and development while
create the prototype, and
marry that experience with and an appetite for risk creating opportunities for
pitch it Winning teams are everyone to grow.
the concepts from strategy emerged as incredible leaders
funded
and change
Conclusion
Talent development and talent management, though distinct, are interrelated elements
crucial for organizational success. Talent development focuses on individual growth and
continuous learning, emphasizing long-term investment in employee skills. On the other
hand, talent management takes a strategic, lifecycle approach, aligning organizational goals
with workforce planning and addressing immediate and long-term objectives.

Three significant human resources interventions:

● coaching and mentoring

● career planning and development
● leadership and management development.
References
● https://career.iresearchnet.com/career-development/career-intervention-
outcomes/
● https://www.slideserve.com/damien/career-management-and-
development
● https://www.zainbooks.com/books/management/organization-
development_40_developing-and-assisting-members.html
● https://www.capsim.com/case-studies/microsoft
● https://hbr.org/2016/10/how-microsoft-uses-a-growth-mindset-to-develop-
leaders
● https://www.cipd.org/en/knowledge/factsheets/coaching-mentoring-
factsheet/
● https://www.gallup.com
● https://www.weforum.org/reports/the-future-of-jobs-report-2020