ABSTRACT
In organizations where talent is highly valued and cherished there is a well-structured development process enshrined in a policy which is implemented in partnership with employees, because development is regarded as mutually beneficial to them and the organization. One of the reasons why talent development programmes are not as effective as they should be is because they are not sufficiently linked to the business strategy and the specific needs of the participant's organization. The fact that talent development is an easy target for budget reduction is also a reflection of top management's perception that development is not substantially contributing to the business. The reason for limited effectiveness in talent development varies from organization to organization, but experience has demonstrated that limited success is due, in many instances, to the fact that the development of human skills is usually divorced from organizational and institutional capacity development.
