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Johnson & Johnson Company’s Talent Development

The specific strategy that is followed in a company is the critical factor to determine the development and aspects of talent management in this organization. It is possible to concentrate on two types of pace that can be typical of the talent development programs: the traditional and accelerated pace (Gandz, 2006). According to Cohn, Khurana, and Reeves (2005), talent development programs should be effectively aligned with the company’s goals.

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Moreover, the overall approach to talent development should be regarded as integrated, and the selected program should be focused on contributing to the company’s strategy (Cohn et al., 2005; Martin & Schmidt, 2010). As a result, it is possible to identify two main ways in which the company’s strategy can influence the talent development process and its pace.

Thus, when the company’s strategy does not include the goals associated with the transformation or modernization of its processes, the approach to talent development reflects this specific pace, and the traditional methods of training employees can be used (Garavan, Carbery, & Rock, 2012). These methods are usually oriented to achieving the long-term objectives, and they include the on-job traditional training among other methods.

This approach can be viewed as time-consuming, but leaders make decisions regarding its implementation when the focus is on the gradual development of employees’ skills, as well as on the increases in the performance outcomes (Garavan et al., 2012). At this stage, talents in the organization can learn their new roles and develop skills and relationships that are necessary for the promotion.

However, the specific aspects of the organization’s strategy can cause leaders to decide regarding the application of the accelerated talent development program (Garavan et al., 2012). For instance, if the company plans to adopt the new business model, and the leader is focused on the change, it is possible to implement the accelerated talent development programs that are based on the use of intensive courses and simulations. This approach allows for achieving the desired goals in the shortest time while involving all employees in the training sessions.

Thus, Johnson & Johnson is an example of a company that refers to the accelerated approach in its practice. The managers of Johnson & Johnson implemented the LEAD program that is based on the principles of the accelerated talent development, and they achieved the success in training their employees with the help of new methods and techniques (Martin & Schmidt, 2010). If the company uses the accelerated approach, the talent development process becomes active, it can be discussed as correlated with the company’s strategy, and it is also based on the employees’ motivation to demonstrate changes in their performance.

Nevertheless, it is important to note that the strategies of modern companies include plans for different courses and business scenarios. As a result, the blended approach to talent development in the organization can be viewed as the most appropriate choice. According to Garavan et al. (2012), the focus on blended traditional and accelerated development programs can be considered as an integrated approach to talent management.

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Gandz (2006) formulated the talent development architecture that demonstrates the connections between the developmental needs of employees, managers’ decisions, and implemented programs. While following this architecture, the blended approach can be viewed as having many contributions to the organization’s progress because the talent development becomes balanced, and its aspects address both short-term and long-term organizational goals.

References

Cohn, J. M., Khurana, R., & Reeves, L. (2005). Growing talent as if your business depended on it. Harvard Business Review, 83(10), 62-70.

Gandz, J. (2006). Talent development: The architecture of a talent pipeline that works. Ivey Business Journal, 70(3), 1-4.

Garavan, T. N., Carbery, R., & Rock, A. (2012). Mapping talent development: Definition, scope and architecture. European Journal of Training and Development, 36(1), 5-24.

Martin, J., & Schmidt, C. (2010). How to keep your top talent. Harvard Business Review, 88(5), 54-61.

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