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Ria van Dinteren and I are back from our wonderful speaking engagement at the 2016 ATD Asia Pacific Conference in Taipei. Our presentation was met with enthusiasm and we’re now busy following up with all the wonderful people we’ve met.

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The strongest talent development programs are the result of a coherent organisational talent management effort: from strategic resource planning, to recruitment and assessment, pipelining, career planning, career development, engagement, mentoring and coaching and (last but not least) learning and development. As true as this plea may be, it can be daunting to start treating talent management as such an integrated process. What would be a good place to start?

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Let me give an example to illustrate how we’re doing in HR. Imagine your competitor initiates a traineeship. Recruiters find talent on the market, learning and development builds a great program, managers can’t wait to put the trainees to work. Sounds familiar, right?

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  1. Five impertinent questions to assess your talent management approach
  2. Learning to play hockey in the club house
  3. Learning to play soccer without a team
  4. Learning to ride without a bike