There has been a significant change between what career development means in the 21st century and what it meant when our parents' generation, or even when my fellow Boomers, entered the workforce
In Larry Israelite’s book Talent Management, case studies from six leading companies—Cisco, McDonald’s, Avon, Children’s Healthcare of Atlanta, Ciena, and Liberty Mutual—offer compelling evidence that talent management matters:
During the early 1980s, I worked in a community center that looked after the welfare of an inner-city neighborhood in Mumbai. My clients were the poorest of the poor: pavement dwellers who lived on the sidewalks. We offered these families health services, enrolled their kids in school, and organized childcare for them.
In the beginning, there was the manager, the person who got things done. Then came the leader, the person who “inspired” the manager and “motivated” the workforce.
Talent management has become a top priority for organizations, highlighting that the optimization of talent in the workforce directly affects everyday operations and in turn drives the bottom line.