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Talent Development Through Skills Mapping

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Talent Development Through Skills Mapping

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What was the main idea the author shares with the audience?

Based on the idea shared by the author, I have found that it has been considered the aspect of talent development for creating a productive work environment. In dimension, I have also found that the author has also shared different essential reasons for the task of talent development by an organization. There are different issues have also been shown related to employee performance, skills, learning, and other aspects to meet the organizational performance standard (Adiwibowo, and Harun, 2018). The author has shared a three-dimensional framework for showing the effectiveness of talent development for completing a task with higher efficiency.

What are some themes mentioned in the articles?

I have found the curial theme from this article regarding HR's role in the talent management process. In this aspect, I have found that the talent management process is related to the hiring of the right talent, motivating talent as well as developing employees (Adiwibowo and Harun, 2018). It also has been observed theme regarding the employability aspect is based on changing external requirements or the requirements of the organization.

What are some key concepts mentioned in the articles?

I have found the concept of employability from this article represents the ability of employees to perform different required tasks of the organization. In this dimension, I have observed that the current organizational process is highly related to the process of making innovation and change management and due to this reason; the employability concept shows the organizational task regarding developing skills of current employees to meet its strategic objectives (Stander and Zyl, 2019). For instance, technology change and increasing productivity are major organizational objectives where enhancement of employee ability with effective training can assist the organization to meet the such objective.

What do we learn from these articles?

I have learned from this article that talent management is an important function in HRM. I have found that organizations can focus on a three-dimensional approach including – individual dimension, organizational dimension, and organization and societal dimension. Based on this approach, I have identified that talent management is related to developing employees, and organizations as well as providing an opportunity to society to gain employment based on their skills (Stander and Zyl, 2019). I have also learned that in the aspect of the professional world, it is needed continuous development of people for managing continuous business growth.

Why should we use these concepts in building and sourcing capabilities?

I have found that the employability concept should be used for building as well as sourcing capabilities. I have identified that this article is related to showing the employability concept of hiring the right people in an organization based on department and job description (Johnson, Huang and Doyle, 2019). In this aspect, based on the external sourcing process of making a connection with some big employment consultant for making job postings, it can be searched, for the right people.

What has the author done well?

I have observed that the author has presented effectively the principles for talent development. This principle has shown values including value for employees as well as value for the organization. Employee value is related to the training and development aspect and organizational value is related to increasing productivity (Santosoet al. 2021). Therefore, I can say that author shows the necessity of talent management for developing an innovative work culture.

How can the practices mentioned in the assignment be used in the real world?

I have found based on this practice that it can also be applied at the individual level for continuous personal as well as professional development(Santosoet al. 2021). In this aspect, it is needed to make a continuous self-assessment based on current requirements of ability so that it can be made an action plan for developing the required skills to achieve career goals. A tool that can be used to practice all of the practices mentioned in the assignment is professional development plans. These plans have a lot of structure and process features that help individual employees get valuable professional development. When monitored carefully, opportunities for professional growth are identified, analyzed, and acted upon based on each employee’s level of responsibility, qualifications and experience The practices discussed above should be used in the real world to help the Mapping Talent Development team meet organizational objectives. These objectives include: defining the purpose and goals of the MAP, creating a consistent framework for delivering MAP training, identifying individuals and teams in the organization who have not received training, assigning mentors to staff members who need help using MAP, providing follow-up and monitoring to ensure that the Mapping Talent Development program is successful. In the real world, Mapping Talent Development can be used as a guide to understand what is effective in the classroom. The idea of mapping out and understanding different types of skills and talent is helpful in seeing what works best in reaching students and informing them on what they should expect each day at school. It also helps in making sure that a student’s needs are being met and that they have time to work on things they struggle with.

In the real world, we need to work together to establish a strategy for mapping talent. This might be a good way for your company to create a talent management plan or employee development program. It’s important that everyone at your company understands how it all fits together, from the people who identify and recruit future leaders, to those who train them to be effective leaders in their industries.



Johnson, K.R., Huang, T. and Doyle, A., 2019. Mapping talent development in tourism and hospitality: a literature review. European Journal of Training and Development.

Santoso, W., Sitorus, P.M., Batunanggar, S., Krisanti, F.T., Anggadwita, G. and Alamsyah, A., 2021. Talent mapping: a strategic approach toward digitalization initiatives in the banking and financial technology (FinTech) industry in Indonesia. Journal of Science and Technology Policy Management.

Stander, F.W. and Zyl, L.E.V., 2019. The talent development centre as an integrated positive psychological leadership development and talent analytics framework. In Positive psychological intervention design and protocols for multi-cultural contexts (pp. 33-56). Springer, Cham.

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