Commonsense Talent Management252 7.1 THE BASIC COMPONENTS OF A DEVELOPMENT PROCESS The discussion in this chapter is built around understanding four basic compo- nents of development and how they interrelate: talent requirements, learning objectives, development methods, and development programs. • Talent requirements: The term talent requirements is used to describe things employees in the workforce must be able to do in the future that they may not be able to do now. Most business strategies require employees to do things in the future that they have not done in the past such as performing current tasks more effectively and building qualifications to take on new roles and respon- sibilities. The purpose of development is ultimately to address talent require- ments. Talent requirements can be tied to specific operational needs like “train sales employees so they can demo the new mobile product application,” or they can reflect more general workforce capabilities like “maintain a steady supply of internal talent available to staff all of our global leadership positions.” • Learning objectives: Learning objectives describe the attributes employ- ees must develop to meet talent requirements. They define specific types of knowledge, skills, aptitudes, abilities, motives, and interests that influence employee performance now and in the future. Development is used to help employees achieve learning objectives that support the company’s talent requirements. Like talent requirements, learning objectives can be specific or more general—for example, “ensure employees know how to install the mobile product application onto their smart phones” or “educate leaders on methods for managing a virtual workforce.” Learning objectives define what capabilities employees need to develop. Talent requirements define why they need these capabilities. • Development methods. Development methods are used to achieve learning objectives. There are six primary categories of development methods: suc- cession management, career planning, training resources, social learning, assessment measures, and transition management (see table 7.1). All develop- ment methods use a combination of three basic techniques to build employee capabilities: giving people roles that expose them to learning experiences, creating relationships that help employees learn from others, and providing resources that support the learning of new skills, knowledge acquisition, and self-insights. Hunt, Steven T.. Common Sense Talent Management : Using Strategic Human Resources to Improve Company Performance, Center for Creative Leadership, 2014. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/ashford-ebooks/detail.action?docID=827115. Created from ashford-ebooks on 2020-04-07 11:19:06. C op yr ig ht © 2 01 4. C en te r fo r C re at iv e Le ad er sh ip . A ll rig ht s re se rv ed . Creating the Right Development Experiences .

1. Commonsense Talent Management252
7.1 THE BASIC COMPONENTS OF A
DEVELOPMENT PROCESS
The discussion in this chapter is built around understanding four
basic compo-
nents of development and how they interrelate: talent
requirements, learning
objectives, development methods, and development programs.
• Talent requirements: The term talent requirements is used
to describe things
employees in the workforce must be able to do in the future that
they may not
be able to do now. Most business strategies require employees
to do things in
the future that they have not done in the past such as performing
current tasks
more effectively and building qualifications to take on new
roles and respon-
sibilities. The purpose of development is ultimately to address
talent require-
ments. Talent requirements can be tied to specific operational
needs like “train
sales employees so they can demo the new mobile product
application,” or they
can reflect more general workforce capabilities like “maintain a
steady supply
of internal talent available to staff all of our global leadership
positions.”
• Learning objectives: Learning objectives describe the

2. attributes employ-
ees must develop to meet talent requirements. They define
specific types of
knowledge, skills, aptitudes, abilities, motives, and interests
that influence
employee performance now and in the future. Development is
used to help
employees achieve learning objectives that support the
company’s talent
requirements. Like talent requirements, learning objectives can
be specific
or more general—for example, “ensure employees know how to
install the
mobile product application onto their smart phones” or “educate
leaders on
methods for managing a virtual workforce.” Learning objectives
define what
capabilities employees need to develop. Talent requirements
define why they
need these capabilities.
• Development methods. Development methods are used to
achieve learning
objectives. There are six primary categories of development
methods: suc-
cession management, career planning, training resources, social
learning,
assessment measures, and transition management (see table 7.1).
All develop-
ment methods use a combination of three basic techniques to
build employee
capabilities: giving people roles that expose them to learning
experiences,
creating relationships that help employees learn from others,
and providing
resources that support the learning of new skills, knowledge

3. acquisition, and
self-insights.
Hunt, Steven T.. Common Sense Talent Management : Using
Strategic Human Resources to Improve Company Performance,
Center for Creative
Leadership, 2014. ProQuest Ebook Central,
http://ebookcentral.proquest.com/lib/ashford-
ebooks/detail.action?docID=827115.
Created from ashford-ebooks on 2020-04-07 11:19:06.
C
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Creating the Right Development Experiences 253
(Continued )
Method Purpose and
Characteristics

5. Primary Talent
Requirements Addressed
Succession
management
To identify and develop
talent to fill key posi-
tions in an organization.
Includes nine box talent
reviews, job rotation
programs, high-poten-
tial identification, and
leadership development
programs.*
Helps ensure a steady
supply of high-performing
talent in critical roles
Engage, retain, and use
high-potential employees
Career planning To help employees build
their capabilities and
achieve their career goals.
Includes career devel-
opment plans, career
paths, and career interest
inventories.
Engage, retain, and
develop employees who
are seeking to build a
career

6. Training resources To provide employees
with specific knowl-
edge, training, and skills
needed to perform their
current roles or prepare
for future roles. Includes
online and classroom
training.
Provides employees with
access to knowledge
needed to perform current
roles or move into future
roles
Social learning To provide employees
with guidance on how
to advance their careers
and build relationships
to increase engagement
and knowledge sharing.
Includes formal and infor-
mal career coaches, men-
tors, and online learning
communities.
Provides employees with
knowledge and relation-
ships that help them
advance their career
Emphasis on learning
through relationships,
which increases employee
retention

7. Table 7.1
Common Development Methods
Hunt, Steven T.. Common Sense Talent Management : Using
Strategic Human Resources to Improve Company Performance,
Center for Creative
Leadership, 2014. ProQuest Ebook Central,
http://ebookcentral.proquest.com/lib/ashford-
ebooks/detail.action?docID=827115.
Created from ashford-ebooks on 2020-04-07 11:19:06.
C
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Commonsense Talent Management254
Method Purpose and
Characteristics

9. Primary Talent
Requirements Addressed
Assessment
measures
To provide employees
with insight into per-
formance strengths and
development oppor-
tunities. Includes 360
surveys and psychometric
measures of work style,
personality, and motives.
Increases employees’ self-
awareness and under-
standing of strengths and
limitations
Focuses development
energy on things that mat-
ter the most
Transition
management
To help employees adapt
and rapidly reach full pro-
ductivity in new positions.
Focuses on technical
training as well as meth-
ods to socialize people
into new companies or
groups.

10. Helps employees to reach
full productivity in new
roles while decreasing the
risk of turnover in new
staff
*Nine box talent reviews are a method commonly used in
succession management to evaluate employ-
ees based on their performance and potential. A nine box is a
three-by-three grid where one axis is
used to categorize employees according to three levels of
performance and the other axis is used to
categorize employees based on three levels of potential.
• Development programs. A development program is a
process for leveraging
one or more development methods in combination with other
talent man-
agement activities to achieve learning objectives that address a
specific set
of talent requirements. Companies typically implement
development meth-
ods in combination with other activities to form integrated
development
programs.
An example illustrates how these four components come
together to create
an integrated development process. When a utility company
realized that over
25 percent of its skilled power line workers were eligible for
retirement, it iden-
tified a “talent requirement” to hire and develop internal talent
to fill these roles
within the next five years. To fill these roles, employees had to
achieve the learning

11. objectives of mastering technical skills needed to work the
lines, as well as gain
Hunt, Steven T.. Common Sense Talent Management : Using
Strategic Human Resources to Improve Company Performance,
Center for Creative
Leadership, 2014. ProQuest Ebook Central,
http://ebookcentral.proquest.com/lib/ashford-
ebooks/detail.action?docID=827115.
Created from ashford-ebooks on 2020-04-07 11:19:06.
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Locate a movie, television, or Internet television show, or net
streaming series that portrays a character with an anxiety
disorder (For example, characters from the movies: The
Aviator with Leonardo DiCaprio, What About Bob? with Bill
Murray, The Truman Show, What’s Eating Gilbert
Grape?, or Analyze That, or TV shows: The Big Bang
Theory or Monk or net steaming series: This is Us, or Scrubs).

13. In an essay of 600-750 words address the following:
1. What were some of the irrational beliefs and attitudes that the
characters displayed?
2. In what way did these beliefs/attitudes manifest in the
character’s behavior?
3. How does stress tie into anxiety? What are some ways to
modify the stress and reduce anxiety?
4. What form(s) of therapy can assist the character?
Use the Library databases and include two to four scholarly
sources from the library to support your claims.
Prepare this assignment according to the guidelines found in the
APA Style Guide
Movie/TV list for Anxiety and Phobias Paper
TV shows
Scorpion--CBS
Homeland--Showtime
Girls--HBO
Elementary—CBS /Sherlock (BBC)
Supernatural—Hulu/TBS
Sex and the City—iTunes/Amazon
Big Bang Theory—CBS
Monk—USA Network
Movies
Amélie
Analyze This
Eternal Sunshine of the Spotless Mind
What About Bob?
The Aviator
Precious
The Net
Lars and the Real Girl
What’s Eating Gilbert Grape?
Silver Linings Playbook

14. The Truman Show
Vertigo
High Anxiety
Finding Nemo
As Good As It Gets
Copycat
Sherlock Holmes
For more ideas check out http://www.listal.com/list/movies-
based-on-phobias.
For streaming series and other net accessed media check with
your professor.