Talent Questions #5: Talent Acquisition:

Talent Questions #5: Talent Acquisition: The presence of a streamlined process by which new recruits are given training and promised instruction through skill development is likely to encourage the application of candidates with an interest in advancing within the framework of an organization. For the candidate that views a job opportunity as a way not just to make a living but to increase one's set of skills, to advance one's ability to contribute to an organization and to improve one's ability to feel as though he will have a personal stake in the future success of an organization. There are all qualities that will serve as selling points to possible new recruits, who may view the organization as more suited to their ambitions given the formalization of training.

Talent Retention: The ability to retain talent is based not just on the selection of the proper candidate but, even further, will hinge heavily on the capacity of the candidates to gain the skills and knowledge necessary to remain in a position or to advance along an intended path. Indeed, morale is often quite closely hinged upon the ability of personnel to conduct jobs with confidence, effectiveness and clarity. Those who are able to do so will generally be more likely to perform according to expectations, to report a satisfaction with their work experiences and to justify a projection of advancement based on qualifications. Training and development programs can arm personnel with the skills, knowledge and confidence necessary to achieve that type of internal longevity. In this regard, training can have a long term impact on the personnel who will experience this process early in their introduction to the organization. Continued training and development programs can also help to prevent future opportunities to personnel. As a result, such can be tantamount to helping team members anticipate growth and to aspire through productivity to achieve this growth.

Talent Development: Coaching programs will tend to serve the purpose as an assistive training phase in helping the development of talent. The implementation of a coaching program will usually place a developing talent with an experienced individual who can help the candidate to navigate and contend with some of the more challenging aspects of the job. The outcomes which are expected of coaching generally concerned the evolved independence of the candidate in the performance of his or her job responsibilities. This differs from mentoring, which is more driven toward the outcome of training the candidate to actually eventually serve in the role filled by the mentor. This implies a purpose of advancement which is not only different from the primacy of mere independence in coaching, but it also strikes as the more superior approach to promoting commitment by the individual in training. This is because the implications of advancement may carry greater motivational weight. There is, however, a similarity in the approaches insofar as their implementation functions generally on the basis of a one-on-one relationship between an experienced individual and a new recruit.