Hide not your talents, they for use were made,
What’s a sundial in the shade?
— Benjamin Franklin

THE behaviors of talent development (6)

The Talent Development capability is more than just wanting to improve an employee's performance. This capability speaks to a leader's tendency to give useful feedback, spend time with their people, have quality development plans in place and ensure their staff feel encouraged and supported. Leaders measuring strongly in this capability are focused on their teams long term development needs and are actively approached by members of their team for feedback and coaching. 

talent development behaviours include:


Adept at identifying and nurturing diverse talent

A sophisticated eye for talent is a rare and valuable leadership capability. Even where recruitment is external to the leaders function and their people are selected for them, a leader adept at identifying and nurturing diverse talent will create a high performing, loyal team. Recognising hidden talent in your existing staff, identifying transferable skill sets and nurturing talent from a variety of different employee demographics is the behaviour this competency will help you identify and measure. 


Uses quality processes for building the capacity of staff

Staff development is a journey. Performance reviews are more frequently something to be avoided than cherished. This behaviour identifies the degree to which leaders systematize the development of staff. Giving others opportunities to practice new skills and build capability is an element of great management/leadership, however, creating quality processes for building the capacity of staff will ensure individuals continue to improve over the months and years and reap the engagement and reward that comes as a consequence. 


Works effectively with a diverse workforce

Diversity is the reality of modern business. It is a function of the society we live in and a means of creating higher performing teams. This behaviour offers the rare chance to review, in simple, pragmatic terms, how effective leaders are at working with a diverse workforce (see sample below).  

This sample result could highlight the participant: 

  • Demonstrates bias towards some colleagues  
  • Has an awareness of his/her bias but is unaware of his/her effect on others
  • Has been unconsciously discriminatory to a direct manager or peer