Measuring and Managing Talent

According to Baqutayan (2014), there are three elements to growing talent within the workforce.   Psychological contracts, which relate to informal obligations between an employer and employee, which are developed through mutual beliefs and perceptions.  In many respects, this relates to Social Exchange Theory and the principles that more an employee is invested in, the greater commitment to the employer.   Secondly, Baqutayan (2014), identifies that Career Paths are an integral part of any Talent Management process, providing talented employees room to grow, both locally and as part of the global enterprise.  The third element is the development of a talent culture, which espouses the values, beliefs, behaviours and environment required to attract, engage, and retain committed and competent employees.

From a personal viewpoint of working in education in Queensland, these three principles are significantly challenged, specifically in the primary sector.  In primary education in Queensland, there is limited promotional career path opportunities prior to principalship.  This is usually restricted to a Head of Department (Curriculum) or Deputy Principal in comparison to the secondary sector, where there are multiple opportunities for leadership, such as Year Level Coordinators, Heads of Department, and often multiple Deputy Principals.  Even in other states, such as Victoria there are multiple formal opportunities for positions of added responsibility whether as paid or unpaid positions including; year level coordinators, specialist teachers, leading teachers, assistant principals

There is also a superficial and inconsistent approach to a talent culture.  Existing processes such as Developing Performance Planning, encapsulated within the Employee Performance, professional development and recognition policy are implemented with significantly diverse levels of diligence.

While, developing talent is often associated with strong business outcomes, Baqutayan (2014), drawing on various studies identifies that there are 7 psychological outcomes of Talent Management for the individual employee;

  • Becoming more innovative
  • Always participating in teamwork
  • Using more emotional intelligence
  • Developing positive mindset
  • Positive attitude
  • Professionalism
  • Ambition

These psychological outcomes are also viewed as indicators of a talent within the workplace.  A talent could therefore be seen as an individual that is innovative, engages collaboratively in team work, displays strong emotional intelligence, holds a positive mindset and attitude, models professionalism and maintains drive and personal ambition.

While what is seen as talent is workplace specific, these attributes could be seen as a broader set of traits of talent across professions and employment fields.




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