The paper "The Importance of Developing Own Talent and Managing Career Pathways within an Organization" is a good example of a literature review on management. Succeeding in today’ s complex worldwide marketplace is enormously challenging. Essentially, it requires organizations to speed up the development and deployment of unique talents in order to create novel solutions and resolve versatile problems and to do so more effectively and quickly than ever before. Career building is an important aspect of talent development and it offers individuals with new opportunities for personal relevance and growth. It also provides organizations with a new paradigm for the establishment and sustenance of competitive advantage.
Organizations that have effective talent development and management strategies in place are able to have the right employees with the appropriate skills in the right jobs and they also experience improved business results, entailing increased retention, higher internal promotion, and hiring and have stronger and more cohesive teams. Importance and value of developing talent in organizations Talent development enables organizations to build careers to drive organizational success. For organizations, particularly those in the hospitality industry, career-building means deliberately developing and deploying talent to generate a good market position.
A career building and talent development enable companies to redirect their human resources management efforts to generate fundamental and outstanding capabilities and to strategically deploy them. Embracing talent development as a competitive strategy overwhelmingly shifts the relationship of the organization with its employees. It involves a concentrates focus on the development of the endlessly evolving skills that sharpen the organization’ s marketplace difference-makers. The rapid and flexible deployment of these differentiating talents results in the emergence of new threats or opportunities (CIPD, 2003). Career building for competitive advantage enables an organization to recognize its future differentiators which is essential in the identification of talents that must be developed to achieve them.
A career building and talent development can’ t generate a competitive advantage if the organization doesn’ t anticipate future and current needs.
Gandz, J., (2006). Talent development: The architecture of a talent pipeline that works. Ivey Business Journal, 70(5), 1-4.
Barlow, L., (2006). Talent development: The new imperative? Development and Learning in Organizations, 20( 3), 6-9.
CIPD. (2003). Managing employee careers: issues, trends and prospects. London: CIPD.
Cohn, M., Khurana, R., & Reeves, L., (2005). Growing talent as if your business depended on it. Harvard Business Review, 83 (10), 62-70.
Farley, C., (2005). HR’s role in talent management and driving business results. Employment Relations Today, 32(1), 55-61.
Handfield-Jones, H., & Axelrod, B., (2001). Talent management: A critical part of ever leader’s job. Ivey Business Journal, 66(2), 53-59.
Taj Hotels, Resorts and Palaces., (2011). Training opportunities. Retrieved on October 21, 2011 from< www.tajhotels.com/Taj//training-opportunities>
The Indian Hotels Company Limited (2011). Careers At The Taj. Retrieved on October21, 2011 from
Rothwell, W., Jackson, R., & Knight S., (2005).Career planning and succession management: Developing your organization’s talent for today and tomorrow. New York: Blackwell Publishing Ltd.
Dowell, J., & Silzer, R., (2005). Strategy driven talent management: A leadership imperative. New Jersey: Butterwort-Heinemann