Introduction to Talent Management and Career Development
In a study carried out by Claussen et al., (2014), I explored essential managerial skills in order to get a job promotion. The study findings revealed the following, the importance of tailored and understanding talent management systems that acknowledge the specific requirements of the firm’s hierarchy’s positions and is unique managerial skills. The authors argue that promotions are based on peer comparisons, for which it is argued that talent management systems should not waste the resources developing a manager’s uniform skills sets, to select from them. Instead, the talent management systems should be geared toward developing a manager’s unique skill sets and crafting it to specific requirements of the positions. The following is truth based on the industry. For example, in retail and software industry that focus in customer services, the career development programs are based on uniform training, for the various levels of the management/leadership positions and not based on the manager’s (person) unique skills, creating a possible disengagement of the employee.
It is argued that human resources management plays a crucial role in developing a talent management system that handles the aptitudes and master the vigor of the employees within the organizations (Ali et at., 2019). TM supports the recruitment process and develops the people skills within the organization related to the needs of the positions aligning with organizations’ goals and strategies. Is its know that talent managements strategies focus in the areas recruitment and selecting, onboarding new employees, performance management, career development and employee engagement. Studies, which have linked the success of the organization performance to the strategies of talent management, support the needs to recruit and retain high performance skillful workers, which may differ depending on the industry. The concept of TM, per noted by Ali et al., (2019) was introduced in the 1980’s and 1990’s, as proactive movement approach in order to obtain the better results from the working capital and retain employees with the best KSA’s (knowledge, skills and abilities) within the organizations. TM main focus is in human capital, enhancing the use of technology, allocation of resources and the measure of performance outcomes from the perspective of the organization’s goals and strategies. The TM are designed with the future of the organization needs, including goals and strategies and aligning the current resources and future recruitment process to achieve the established operational goals.
Through careers development organizations match the employee aspirations to the firms’ challenges that may produce significant organization effectiveness, for that, employee engagement is vital in order to retain high performances workers maintain competitive advantage within the industry. Employee value within the organization goes beyond the job performance per noted by Sulkhanishvili & Kharadze (2025). It is unique personalities, abilities and qualities that create a sense of diverse and range of significant abilities that add in value to the organization structure. For that, there is a need for organizations to develop skills based on the uniqueness of their personnel rather that a one size fits all training, to cover a position instead of enhancing the human skills capital.
In our second article, I an going to continue the careers development discussion and provide insights based on previous and current studies and literature reviews. Stay tuned for the next discussion,
References:
Ali, Z., Bashir, M., & Mehreen, A. (2019). Managing organizational effectiveness through talent management and career development: The mediating role of employee engagement. Journal of Management Sciences, 6(1), 62-78.
Claussen, J., Grohsjean, T., Luger, J., & Probst, G. (2014). Talent management and career development: What it takes to get promoted. Journal of World Business, 49(2), 236-244.
Schweyer, A. (2010). Talent management systems: Best practices in technology solutions for recruitment, retention and workforce planning. New Jersey: John Wiley & Sons.
Sulkhanishvili, T., & Kharadze, N. (2025). The impact of performance management on the career development of employees. Access Journal, 6(1), 67-83.
