Mapping talent development: definition, scope and architecture

TLDR

The paper explores talent development, defines its scope, and identifies key issues in formulating organizational strategies, filling a literature gap. The authors conduct a review of the limited and fragmented literature on talent development processes. The review shows talent development is embedded in broader talent management and identifies key issues such as target talent, competencies, drivers, pace, and supporting architecture, while raising critical questions for organizations. The study is purely theoretical but identifies gaps for future research.

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.