HOW DO ORGANISATIONS IDENTIFY AND DEVELOP TALENT?

How do organisations identify and develop talent?

How do organisations identify and develop talent?

Executive Summary

Devereux has developed from its origins in the 1930s to become a recognised, substantial UK architectural company, which is currently one of the top 100 architectural practices in the UK. It aims to produce architecture and design of the highest calibre, that satisfies the functional and space requirements of the client's brief, is cost effective in relation to the capital budget and costs-in-use and is complete on time. Devereux Architects is a leading AJ100 practice working across a number of sectors. With major projects in healthcare, education, housing and sports and leisure, Devereux is working in the UK, Europe, the Middle East and the Caribbean. The key objective of the practice is excellent client service, delivered through high-quality, sustainable architecture. Founded in 1939 by Alan Devereux and Alidair Davis, Devereux is an award winning Architectural Design Practice based in South West of London. Since the 1930's the Practice has had various compositions to the then Partnership, until 1st April 2001 when it was incorporated and the new Devereux Architects Limited was born. In the 1950's and 1960's the firm had a large healthcare workload while at the same time developing experience in other sectors. Some of its achievements were the upgrading and conversion of listed and historic buildings around the city of London.

Strategic HRD puts less emphasis on the role of experience. Traditional training activities provide individuals who are lacking in knowledge and skills with structured opportunities to receive the fruits of deskilled organizational experience. When viewed this way, training and development is a maintenance subsystem, intended to improve organizational efficiency by increasing routinization and predictability of human behaviour. It is appropriate to rely on experience if future events and situations will be similar to the past. However, experience is not always appropriate in preparing for the future. Strategic HRD advocates that individuals should anticipate knowledge and skills needed in the future rather than react after problems become apparent. The Human Resources management system converts inputs, such as skills, abilities, motivation, potential, working time and vacancies, into outputs to produce improved skills, increased motivation, reduced absenteeism, reduced labour turnover, reduced accident rates, increased effectiveness and suitability-filled vacancies.

Acknowledgements

I am grateful for all the support from my teachers and mentors I have received whilst researching and writing up this paper. Thanks especially go to My friends, who has read through my draft copies, listened to my moaning and complaining and supported me every step of the way. I'd also like to thank my mum and dad who have endured me through this period, and forked out the money for my extension. Thanks also to Tim John who has been patient with me when no work was forthcoming.

Table of contents

How do organisations identify and develop talent?2

Executive Summary2

Acknowledgements4

Chapter I6

Introduction6

A Brief History of Devereux Architects Limited6

Chapter II9

Literature review9

Chapter III18

Talent management and Devereux Architects30

Recommendation for Devereux Architects37

Conclusion39

References41

Appendix49

How do organisations identify and develop talent?

Chapter I

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