Talent development in the digital age: a neuroscience perspective

Abstract

Purpose

The purpose of this paper is to suggest a relationship between talent development and organizational change, and to invite more research on this topic.

Design/methodology/approach

This is a viewpoint of the authors and not a research paper. It is designed to stimulate thinking and research.

Findings

There are no findings. The paper suggests that the expanded use of talent development interventions may improve workforce engagement in organizational change and invites more thinking and research.

Research limitations/implications

It is not a research piece, a viewpoint only.

Practical implications

One practical implication of future research is to better understand the link between neuroscience, talent development and change if any.

Social implications

Several indicators– including Gallup’s most recent Global Workforce Study are suggesting profoundly low levels of employee engagement globally. One reason suggested in sheer volume and complexity of organizational change. In effect, people may be overwhelmed. Better understanding how to engage people generally, and specifically during times of large-scale organizational change may contribute to both the working lives of people and to overall organizational performance. For this reason, more research is needed.

Originality/value

The link between talent development and organizational change has, for the most part, not been explored in the research literature. The potential value of brain science in informing this link has not been explored either. For the most part, the connections discussed here are original and, with rigorous research, could inform employee engagement and organizational change.

Citation

McFarland, W. and Jestaz, D. (2016), "Talent development in the digital age: a neuroscience perspective", Industrial and Commercial Training, Vol. 48 No. 2, pp. 74-79. https://doi.org/10.1108/ICT-09-2015-0062