The Human Resources areas have a fundamental role in the development and detection of the potential of their collaborators, being the strategic ally that guides them to the fulfillment of the goals and results, through their selection, development, training and wellness.
The development of human talent in organizations is important to consolidate it to quality leadership, which inspires and allows employees to adapt to the constant evolution and changes that are necessary from each area.
To ensure that employees are trained for current and future challenges, the Human Resources area must bear in mind several steps and conditions to achieve this development. The first of them consists of projecting the future of the collaborator from the purpose of the organization. Based on this, it is essential to carry out a diagnosis classifying the competencies, skills and knowledge that are necessary and important for the development of the functions and that will lead people to achieve this goal.
For this diagnosis, it is necessary to previously sensitize the collaborators, which allows them to understand the objective of the process in which they will participate in order to develop their potential. The above implies: generating trust, showing transparency, coherence and transmitting encouragement.
In this recognition of talent, potential and abilities, the values of the company must also be aligned with those of the people. Many organizations start from integrity, commitment, solidarity, passion and responsibility.
Based on this diagnosis and analysis of the potential of competencies, the Human Resources areas will be able to develop a training plan in which their results are fed back and also, knowing from them what they hope to achieve in the short, medium and long term. In addition, the commitment to this development plan must be ensured, which should be directed by establishing joint objectives.
The development or training plan is essential to define it as an autonomous and non-mandatory process, based on learning models such as 70 – 20 – 10, where 70% of learning is based on the experience of activities, projects and ideas that are develop as they are practiced. The 20% where collaborators are allowed to work as a team and learn from their leaders, who have great knowledge and experience in the field and finally it will be only that 10%, which will be based on the education or learning culture of the same development plans provided by the organization such as courses, talks, books, among others.
To conclude this process and verify that the knowledge is being applied and the development plan has been internalized, methodologies such as performance evaluation, a second assessment of potential or skills can be used. These can be carried out semi-annually or annually, since the development of skills requires time and constant monitoring.
It is important to mention that sudden and unexpected changes may be involved, including new expectations and responsibilities. However, development plans allow employees to create solid relationships that generate commitment to the organization. Since, the more they feel involved and listened to, the productivity, motivation and loyalty towards the organization will be seen.