Talent development plays a key role and is an important component of the overall talent management process. It is well known that significant benefits are gained from an internal development approach and that the organization needs to acquire and develop industry- and organization-specific knowledge and skills to be competitive. Therefore, the organization is required to make significant investments in talent development activities, so that talented employees possess the skills to successfully implement the organization's business strategy. Talent development activities are typically undertaken by the organization to ensure that there is no talent disruption, to ensure planned succession rather than replacement, and to enhance the organization's reputation as a talent magnet. Say no to plagiarism. Get a tailor-made essay on "Why Violent Video Games Shouldn't Be Banned"? Get an Original Essay To understand the scope of talent development, you need to ask yourself a few questions: (i) what is talent for development purposes, (ii) does talent development focus on technical or generic skills or both, (iii) what are the learning needs that constitute the primary focus of talent development, organizational or individual or a combination thereof (iv) is talent development occurring in an accelerated or normal manner? how and (v) what are the paths, programs and processes that contribute to the talent development architecture. The answers to these questions help give some coherence to the scope of the concept. Talent is conceptualized as a code for the most effective leaders and managers at all levels, who can help the organization realize its aspirations and drive its performance. Management talent is a combination of a sharp strategic mind, leadership skills, emotional maturity and communication skills. It is the ability to attract and inspire other people with talent, entrepreneurial instincts, core skills and the ability to deliver results. High-potential talent is an invaluable resource, and smart organizations find ways to recognize that talent early. However, it is usually difficult to predict the talent of young leaders. Good talent development requires that the knowledge, skills and abilities necessary for leadership success are clearly defined. Talent development is about focusing on developing technical or generic skills, or both. Priority factors that lead to effective performance include technical credibility and the ability to use systems and processes to meet performance standards. Early stage first-line managers often focus more on technical skills, giving less credit to generic skills. As a result, they often do not meet the performance expectations required by the role. Training is one of the best traditional talent development processes and is extremely effective in imparting technical skills. In many cases they can be developed in isolation from the workplace. However, it is increasingly emphasized that high-potential talents must be skilled in working in different work environments and are inextricably linked to the characteristics or characteristics of the environment. As a result, there is an increased focus on generic skills. The shift to generic skills is something that has happened over the last 20-25 years. Generic skills emphasize a set of qualities and skills that are important in the workplace, namely: communication skills, problem solving and analytical skills, work skillsteam and ability to identify access and manage knowledge. Generic skills also include personal attributes such as imagination, creativity and intellectual rigor and personal values ​​such as tenacity, integrity and tolerance. Generic skills are considered important for employees' career potential and advancement. However, it is clear that such generic skills are also highly environmental in nature. The environment normally consists of task, social and physical dimensions. Task dimensions emphasize the informational and structural characteristics of the role, ambiguity, uncertainty levels of responsibility and autonomy. The social dimensions focus on aspects of the role that are interpersonal in nature such as interpersonal conflict, degree of interdependence, and density of human interaction. Physical dimensions focus on issues such as working conditions such as the degree of risk, danger, noise etc., which influence work performance and behaviour. Generic skills are different from technical skills and provide more significant development challenges. They have a tendency to be holistic, overlapping and intertwined, and are intrinsically related to the type of person one is. They are clearly linked to issues such as the student's self-confidence and self-esteem. It is therefore clear that the new workplace places emphasis on skills that go beyond technical ones and include a full spectrum of soft skills. Talented employees are expected to display these generic skills in combinations that meet the demands of a unique and ever-changing work environment. It suggests that ongoing talent development processes need to be flexible, adaptable, scalable and in tune with the changing environment. Consequently, talent development must be increasingly work-based in order to develop capabilities to cope with the temporality or dynamism of the work environment. Management that believes in an integrated talent management approach usually accelerates talent development to meet current needs. and expected business pressures. While the management who believe in traditional approach, focus on blending classroom development, e-learning and workplace development to upskill talents to achieve effective results and enhance the potential of employees. In the case of the blended approach there are four components of formal development: individual skills development, socializing development interventions, action initiatives and strategic learning. However, traditional approaches to talent development are often passive rather than active, tend to be slow, emphasize natural experiential learning, and the combination of development strategies must be carefully managed to engage the employee in an authentic experiential development process. Accelerated talent development methods focus on ensuring the employee is competent in their performance, and a strong emphasis is placed on accelerating the learning curve. Such methods rely on a highly motivated employee, continuous and intensive training, extensive use of simulation tools, structured projects and experiences to guide learning, and self-directed development processes. Critical objectives that drive accelerated development include improving knowledge and skills. Develop employees sufficiently to take on higher or broader roles. You need to understand the processes that support talent development. Consistent with the dynamic capabilities perspective, it is important to consider how talent development managers manage.