Imperial College London sets out the mission statement for its talent development strategy as a framework and mechanism for investment in staff and the building of a culture of learning and high performance; also as a contribution to managing diversity and to the colleges branding and employer-of-choice agendas.
Newcastles guiding principle is that effective leadership and management are essential to success and future growth. Therefore as well as recruiting a percentage of their new leaders externally they have established a strategy to implement robust succession processes, to ensure not just that the right leaders and managers are in place to take the institution forward but that a pool of talent is available to draw on.
It is vital that the sector makes the most of the talent within our universities.
The aim at NTU is to better understand, develop and utilise the talent that already exists in the organisation by making succession planning and the development of potential a core business process.
The BBC has been establishing and developing its talent management and succession processes since 2010. The aim of the overall strategy is to have detailed and comprehensive information about their staffs ability and potential, so as to have the right talent available to meet current and future business objectives.
The University of Kent has recognised that to respond to challenges organisationally, we need to embrace change, be more agile and responsive to the external environment, and increase capacity for coping with uncertainty. All of these challenges have implications for staff and we need staff at all levels making positive change happen.
Internationalisation is of central importance to higher education today, as the impact and implications of globalisation spreads into all aspects of institutions core businesses of teaching, learning, research and knowledge exchange.