MAY 2023HR TECH OUTLOOK9something you are born with and from this position we need to learn how to identify talent. Secondly, a psychological position states that talent is primarily malleable and therefore we need to focus on training (amount and type). This position has often been related to with the 10.000-hour rule. Finally, though, within the last decade the ecological or talent environment position has received plenty of attention. From this position we acknowledge both the biological and psychological position but emphasize that no one develops in a vacuum and this position brings new perspectives on the table. For example, it considers that both the talent´s work-sphere and private-sphere influences development and retention. It deems vital that learning activities must be seen in relation to the context in which it is targeted to optimize transfer. Finally, from this approach key roles around the talents are important, yet even more so are the relationship and alignment between such roles. For example, if a manager and a team leader are not on the same page regarding expectations and requirements, the talented employee will find herself in the middle pulled from opposite directions.In taking a talent environment approach you need to redirect focus from the individual talent to the context in which the talents develop. Research shows that the individuals' performance and growth highly depend on the environment around them. In analyzing 1052 "star" stock analysts, Groysberg and colleagues found that 46 percent of the star performers did poorly in the year after they left one company as their performance plummeted by 20 percent and did not climb back to old levels even five years later (Groysberg et al., 2004). The researchers explain this by noting that just 30 percent of a star´s performance stems from individual capabilities whereas 70 percent of their performance can be linked to the organization's resources such as reputation, leadership, training, and team chemistry (Groysbjerg et al., 2004).Developing a clear definition of talent has turned out to be a difficult task for researchers. No universal definition has been established, highlighting that working within the field of talent is multifaceted and complexOur call for new models of learningResearch suggests that in organizations, up to 75 percent of learning is informal (Noe, Clarke & Klein 2014, learning in the Twenty-First-Century Workplace) and that the most effective learning takes place outside of structured programs or courses. Hence, we learn mainly from our experiences on the job or in other words our daily environment. This is sometimes referred to as the 70:20:10 frameworks. In many organizations we tend to separate learning from working by sending talents on programs where they need to develop. This creates the problem that the training industry has tried to mitigate for decades, namely, how do we transfer learning back into the workplace. This transfer is often difficult and the impact on performance is limited. According to Harvard Business Review article (Why Leadership Training Fails ­ and What to Do About It ­ October 2016) the authors state that "if the system does not change, it will set people up to fail." In other words, we need to focus on the organizational systems or environments to attract, develop, motivate and retain talents.Summing Up: What Questions Do We Need to Inquire if to Move the World of Talent Management? Let us finalize this call for action with the following reflections for talent managers: - To what extent do we send people away when they need to learn?- Do we focus more on developing the individual talent more than cultivating talent development environments where we believe in everyone's potential?- Where in our organization and environment, are we already successful and can we use learning outcomes across our organization?- Ask yourself or an employee: Try to recall situations within the last 6 months where you really learned something relevant for your job. Did that happen 1) when you attended a course? 2) in your daily worklife? And 3) alone or together with colleagues or others?- What talent practices are in place to foster a learning environment or culture in your organization?
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