In our research, we are uncovering better ways of developing talent by helping others do it. Through this work we have come to value:
- Individuals, teams and feedback over methods and tools
- People developing themselves over writing comprehensive development plans
- Shared responsibility over management‐driven initiatives
- Responding to change over following a plan
That is, while there is value in the items on the right, we value the items on the left more.
- Continuous attention to employee well‐being enhances agility.
- Welcome changing career desires. Plans and goals change; not many people have the same career desires for their whole life.
- Personal development is a shared responsibility. It should not be driven by either management or by the individual alone.
- Self‐organization is the best way to develop a talent strategy centred around the individual.
- The most efficient and effective method of developing talent is in face‐to‐face conversations between the individual and facilitator(s): HR, management, the team. These conversations need to be meaningful and happen on a frequent basis.
- Simplicity is essential. Talent development should be accessible and understandable to any individual, regardless of their background.
- Talent development should keep a constant pace. It is continuous. It never stops and never takes a break.
- Visual management is key. Talent development goals should be visually presented and easily accessible, otherwise they will get overrun by operational tasks.
(As inspired by the Agile Manifesto.)