Development of Talent in the Organization...

Development of Talent in the Organization Building of the bench strength for the future is something which no organization can afford to ignore. With the competition steadily increasing and the present trends indicating that the talent pool is going to decrease, no organization can afford to ignore the identification and development of the talent of their employees. Given the ease with which business models can be copied, it is only the people of the organization along with their ability to learn and lead are the only sustainable source of competitive advantage for the organization. Talent development focuses on the planning, selection and implementation of development strategies for the organizational employees to ensure that the organization has both the current and future supply of talented employees to meet its strategic objectives and that development activities are aligned with organizational talent management processes. The organization which desires to sustain its success must have the best talented employees in order to succeed in the hypercompetitive and increasingly complex present day economy. Along with the understanding of the need to hire, develop, and retain talented people, the organization is to be aware that it must manage talent as a critical resource to achieve the best possible results. For managing talent The organization is to develop the capabilities of employees, nurture their careers, and manage the performance of individuals and teams. Organizational restructuring, globalization and competition highlight the need for both the organization and individual employees to be focused on investment in learning. Organizational talent development process almost invariably focuses on organizational needs and is an investment for meeting these needs. Organizational driven talent development focuses on a multiplicity of organizational needs such as succession planning, the achievement of business strategy, and the enhancement of leadership bench strength and...

Building Organizational Capabilities for Excellence...

Building Organizational Capabilities for Excellence  Organizational capabilities are rapidly becoming recognized as important keys for the organizational success. Today developing new capabilities is a strategic necessity for an organization. The organization confronts many challenges while developing new capabilities for addressing the demands and opportunities of the present day ever-changing environment. Organizational capabilities entail extensive learning process dispersed across complex activity fields that even extend beyond the activities of the organization. Organizational capabilities are concerned with the ability of the organization to combine different types of resources, especially organization specific knowledge embodied in the employees, in order to create new resources that enable the organization to achieve and sustain its competitive advantage. Organizational capabilities are viewed as a type of strategic resource since it is rare, valuable, inimitable, non-tradable, and non-substitutable. Organizational capabilities focus on the ability of the organization to meet customer’s demand and the aspirations of the stake holders. In addition, organizational capabilities are unique to the organization so as to prevent replication by the competitors. These capabilities are anything that the organization does for improving its performance and differentiating it from other competing organizations. Developing and cultivating organizational capabilities can help the organization to gain an advantage in its operating environment by focusing on the areas where it excels. There are several definitions of organizational capabilities. Some of these definitions state that the organizational capabilities are ‘an all round quality …’ (Stephenson, 1999), ‘ability… to effectively meet… business objectives’ (ANAO, 2001), ‘a process of examining an organization to increase its capacity…’ (Haertsch, 2003), ‘capacity… to deploy existing resources to perform some task’ (Grant, 2004), ‘the embodied knowledge set that supports competitive advantage …’ (Gill & Delahaye, 2004), ‘often referred to as organizational competences, although strictly a capability refers to the potential and...