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The 7 Essential Steps of
Talent Development
Key Takeaways from the RBL Talent Academy
2
In today’s tumultuous business world, your success depends on how well your leaders are able to develop and empower
their people. RBL’s research has shown that effective implementation of seven steps can make sure you have the human
capability you need to be able to deliver on the promises you make to customers and investors:
7 Essential Steps of Talent Development
3
1. Understand why development matters
Which is the best cell to be in? Which is the worst cell to be in?
Right Wrong
Well 1 2
Poorly 3 4
Environment
Development and learning must respond to the external pace of change. Successful organizations, leaders, and
individuals risk failure by getting stuck doing the wrong thing well if they fail to change as fast as their context.
Those who learn adapt and prosper.
4
2. Know who is responsible for development
Line Managers as Builders
HR/Learning
Professionals’ Roles
Employees as Owners
• Fully engaged with talent
throughout the organization
• Have regular employee
conversations
• Make final decisions about
development strategies for their
team or organization
• Accept accountability for building
talent in their team / organization
• Ensure follow up
• Create frameworks, blueprints
that connect talent development
to strategic priorities
• Coach leaders to invest their time
and resources in helping their
teams and organizations learn
• Design and deliver learning
solutions
• Manage the process and systems
for learning
• Be personally accountable for my
own growth
• Define what personal career
success is for me
• Be willing to take risk and make
personal commitment to learn
• Learn and relearn
Organizations, leaders, and individuals need to build skills and learning for the future so that they continually do the
right thing well. But who is responsible for that development? The table below outlines the development
responsibilities for line managers, HR and learning professionals, and individual employees.
5
3. Engage in performance/potential discussions
Knowing that individuals are
the owners of their own
development, how can
leaders and HR/learning
professionals help guide
employees’ learning?
An important step is
engaging in a discussion that
identifies where employees
are at in their behavior and
performance and what sort
of development needs exist
based on that.
Future
Current
6
4. Provide a career roadmap: Career stages
Impact through:
Individual work
Impact through:
Relationships
Impact through:
Strategy,
Structure,
and Process
2
3M
3T 4T
4M
1
(M)anagerial
(T)echnical
Another key conversation is helping employees understand how they can contribute regardless of their current
role. Great talent managers help employees understand what career stage they are in, explore whether that
aligns with where they ought to be given their role and where they want to be given their career goals, and
coach them to find more meaningful ways to contribute.
7
Career stages: Identify requirements of each stage
1: Learn 2: Master 3M/3T: Manage/Mentor 4M/4T: Direct/Define
•Work under close
supervision
•Willingly accept
direction; acknowledge
their lack of status and
experience
•Cooperate with others as
part of a team
•Earn the trust of
colleagues by delivering
on the basics
•Work independently and
produce significant
results
•Renegotiate their
supervisory relationship
from specific direction to
broad guidance
•Develop credibility: a
reputation for getting
things done
•Demonstrate
resourcefulness in
solving problems or
overcoming obstacles
•Remain up-to-date
technically
•Broaden in perspective
and skills, helping others
see the “bigger picture”
•Support others through
ideas, knowledge, and
insight
•Develop junior
colleagues as a formal
manager, idea leader,
project leader, or
informal mentor
•Provide strategic focus to
the organization
•Influence important
organization decisions
and actions
•Lead improvement in
how the organization
operates — its systems,
processes, and practices
•Exercise power (formal
and informal) responsibly
for the benefit of the
organization
8
5. Focus conversation on skills for the future
Technical Skills Fit
Low High
Cultural
Skills Fit
High
3
Culturally aligned
Relish culture fit;
train technical
4
High potential
Target 5–15% of
people;
invest 5–15% of time
Low
1
Misfit
Remove from
organization
2
Technically isolated
Be wary;
pay attention
When you understand where employees are at regarding their behavior, performance, and career stage, great
leaders work with their employees to identify personal development priorities that reflect where they are and
what future growth needs to look like in order to build the cultural and technical skills that are needed for the
future.
9
6. Understand the different avenues
of talent development
50%
On-the-job
• Job assignments
• Special projects
• Supported by one-on-one
coaching and internal
coaching/ mentoring
Education
• Guest not tourist training
• Learning solutions more than
action learning
• Attend as teams; solve
problems
• Make training part of work
Life Experience
• Business or industry leadership
positions
• Community involvement
• External mentors
• Personal growth
You want to develop your people. You’ve helped them identify the gaps in their development and what skills they need
to build capability for the future. So then what? Our research shows that a 50 : 30 : 20 ratio is a powerful way to build
skills and capabilities .When Talent leaders invest their time and efforts in finding and supporting the right projects and
job assignments that help employees grow, they ensure education is application-focused and ask employees to share
learning experiences together, and they encourage and facilitate external experiences that help employees grow.
30%
20%
10
7. Invest in development
Finally, it’s time to intentionally plan development opportunities. The table and slides below provide sample
development opportunities and a way to purposefully organize them.
11
These seven steps can help you—and the leaders in your organization—build the skills
that build talent for today and tomorrow:
In Conclusion…
Contact us to learn more about RBL’s HR transformation services.
Contact Us
Sharpen the skills of your leaders
to build talent with the Talent Academy.
Email rblacademies@rbl.net to learn more and get started.

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7 Essential Steps to Develop Talent

  • 1. The 7 Essential Steps of Talent Development Key Takeaways from the RBL Talent Academy
  • 2. 2 In today’s tumultuous business world, your success depends on how well your leaders are able to develop and empower their people. RBL’s research has shown that effective implementation of seven steps can make sure you have the human capability you need to be able to deliver on the promises you make to customers and investors: 7 Essential Steps of Talent Development
  • 3. 3 1. Understand why development matters Which is the best cell to be in? Which is the worst cell to be in? Right Wrong Well 1 2 Poorly 3 4 Environment Development and learning must respond to the external pace of change. Successful organizations, leaders, and individuals risk failure by getting stuck doing the wrong thing well if they fail to change as fast as their context. Those who learn adapt and prosper.
  • 4. 4 2. Know who is responsible for development Line Managers as Builders HR/Learning Professionals’ Roles Employees as Owners • Fully engaged with talent throughout the organization • Have regular employee conversations • Make final decisions about development strategies for their team or organization • Accept accountability for building talent in their team / organization • Ensure follow up • Create frameworks, blueprints that connect talent development to strategic priorities • Coach leaders to invest their time and resources in helping their teams and organizations learn • Design and deliver learning solutions • Manage the process and systems for learning • Be personally accountable for my own growth • Define what personal career success is for me • Be willing to take risk and make personal commitment to learn • Learn and relearn Organizations, leaders, and individuals need to build skills and learning for the future so that they continually do the right thing well. But who is responsible for that development? The table below outlines the development responsibilities for line managers, HR and learning professionals, and individual employees.
  • 5. 5 3. Engage in performance/potential discussions Knowing that individuals are the owners of their own development, how can leaders and HR/learning professionals help guide employees’ learning? An important step is engaging in a discussion that identifies where employees are at in their behavior and performance and what sort of development needs exist based on that. Future Current
  • 6. 6 4. Provide a career roadmap: Career stages Impact through: Individual work Impact through: Relationships Impact through: Strategy, Structure, and Process 2 3M 3T 4T 4M 1 (M)anagerial (T)echnical Another key conversation is helping employees understand how they can contribute regardless of their current role. Great talent managers help employees understand what career stage they are in, explore whether that aligns with where they ought to be given their role and where they want to be given their career goals, and coach them to find more meaningful ways to contribute.
  • 7. 7 Career stages: Identify requirements of each stage 1: Learn 2: Master 3M/3T: Manage/Mentor 4M/4T: Direct/Define •Work under close supervision •Willingly accept direction; acknowledge their lack of status and experience •Cooperate with others as part of a team •Earn the trust of colleagues by delivering on the basics •Work independently and produce significant results •Renegotiate their supervisory relationship from specific direction to broad guidance •Develop credibility: a reputation for getting things done •Demonstrate resourcefulness in solving problems or overcoming obstacles •Remain up-to-date technically •Broaden in perspective and skills, helping others see the “bigger picture” •Support others through ideas, knowledge, and insight •Develop junior colleagues as a formal manager, idea leader, project leader, or informal mentor •Provide strategic focus to the organization •Influence important organization decisions and actions •Lead improvement in how the organization operates — its systems, processes, and practices •Exercise power (formal and informal) responsibly for the benefit of the organization
  • 8. 8 5. Focus conversation on skills for the future Technical Skills Fit Low High Cultural Skills Fit High 3 Culturally aligned Relish culture fit; train technical 4 High potential Target 5–15% of people; invest 5–15% of time Low 1 Misfit Remove from organization 2 Technically isolated Be wary; pay attention When you understand where employees are at regarding their behavior, performance, and career stage, great leaders work with their employees to identify personal development priorities that reflect where they are and what future growth needs to look like in order to build the cultural and technical skills that are needed for the future.
  • 9. 9 6. Understand the different avenues of talent development 50% On-the-job • Job assignments • Special projects • Supported by one-on-one coaching and internal coaching/ mentoring Education • Guest not tourist training • Learning solutions more than action learning • Attend as teams; solve problems • Make training part of work Life Experience • Business or industry leadership positions • Community involvement • External mentors • Personal growth You want to develop your people. You’ve helped them identify the gaps in their development and what skills they need to build capability for the future. So then what? Our research shows that a 50 : 30 : 20 ratio is a powerful way to build skills and capabilities .When Talent leaders invest their time and efforts in finding and supporting the right projects and job assignments that help employees grow, they ensure education is application-focused and ask employees to share learning experiences together, and they encourage and facilitate external experiences that help employees grow. 30% 20%
  • 10. 10 7. Invest in development Finally, it’s time to intentionally plan development opportunities. The table and slides below provide sample development opportunities and a way to purposefully organize them.
  • 11. 11 These seven steps can help you—and the leaders in your organization—build the skills that build talent for today and tomorrow: In Conclusion…
  • 12. Contact us to learn more about RBL’s HR transformation services. Contact Us Sharpen the skills of your leaders to build talent with the Talent Academy. Email rblacademies@rbl.net to learn more and get started.