Talent development plays a key role and is an important part of the overall talent management process. It is well established that an internal development approach achieves significant benefits and that the organization has the need to acquire and develop industry and organization specific knowledge and skills in order to 'be competitive. Therefore, the organization must invest significantly in talent development activities, so that talented employees possess the necessary skills to successfully implement the organization's business strategy. Talent development activities are generally undertaken by the organization to ensure that there is no shortage of talent, to ensure planned succession rather than replacement and to enhance the organization's reputation as a magnet of talent. Say no to plagiarism. Get a tailor-made essay on “Why Violent Video Games Should Not Be Banned”? Get an Original Essay To understand the scope of talent development, some questions need to be asked: (i) what is talent for the purposes of development, (ii) does talent development focus on technical or generic skills or both, (iii) what are the learning needs that constitute the main objective of talent development, organizational or individual or a combination thereof (iv) does talent development occur accelerated manner or normal manner, and (v) what are the pathways, programs and processes that contribute to the talent development architecture. The answers to these questions help to bring a certain 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. Managerial talent is a combination of a keen strategic mind, leadership ability, emotional maturity and communication skills. These are the ability to attract and inspire other talented people, entrepreneurial instincts, fundamental skills and the ability to produce results. High-potential talent is an invaluable resource, and smart organizations find ways to recognize this talent early on. However, it is generally 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 involves focusing on developing technical or soft skills, or both. The overriding factors leading to effective performance include technical credibility and the ability to use systems and processes to meet performance standards. In the early stages, front-line managers often place more emphasis on technical skills while giving less credit to generic skills. As a result, they often fail to meet the performance expectations required for this role. Training is one of the best traditional talent development processes that is extremely effective in imparting technical skills. They can in many cases be developed independently of the workplace. However, it is increasingly emphasized that high-potential talents must be able to work in diverse work environments and are inextricably linked to the characteristics of the environment. As a result, there is an increasing emphasis on skillsgeneric. The shift to generic skills has occurred over the last 20 to 25 years. Generic skills focus on a range of qualities and abilities that are important in the workplace, namely: communication skills, problem-solving and analytical skills, job-related skills team and skills to identify access and manage knowledge. Generic skills also include personal qualities such as imagination, creativity and intellectual rigor, as well as personal values ​​such as perseverance, integrity and tolerance. Generic skills are considered important for employees' potential and career advancement. However, it is clear that these generic skills are also highly environmental in nature. The environment normally includes task, social, and physical dimensions. Task dimensions emphasize informational and structural characteristics of the role, ambiguity, levels of uncertainty, responsibility and autonomy. Social dimensions focus on aspects of the role that are interpersonal in nature, such as interpersonal conflict, degree of interdependence, and density of human interactions. The physical dimensions focus on issues such as working conditions such as the degree of risk, danger, noise, etc., which influence work performance and behavior. Generic skills are different from technical skills and pose greater development challenges. They tend to be holistic, overlapping and intertwined, and they are intrinsically linked to the type of person one is. They are clearly linked to issues such as the learner's self-confidence and self-esteem. So it’s clear that the new workplace emphasizes skills that go beyond the technical and include a full spectrum of soft skills. Talented employees are expected to demonstrate these generic skills in combinations that meet the demands of a unique and ever-changing work environment. This suggests that ongoing talent development processes must be flexible, adaptable, scalable and responsive to the changing environment. As a result, talent development must increasingly be work-based in order to develop the capabilities needed to cope with the temporality or dynamism of the work environment. Leaders who believe in an integrated approach to talent management typically accelerate talent development to meet current needs. and anticipated commercial pressures. While the management, which believes in a traditional approach, focuses on combining classroom development, e-learning and on-field development to improve the skills of the talents so that they are effective and enhance the potential employees. In the case of the blended approach, formal development has four components, namely individual skills development, socializing development interventions, action and strategic learning initiatives. However, traditional approaches to talent development are often passive rather than active, they tend to be slow, they emphasize natural experiential learning, and the mix of development strategies must be carefully managed to engage the talent. employed in a true experiential development process. Accelerated talent development. the methods are intended to ensure that the employee is competent to perform, and there is strong emphasis.