#talent development

[atzose]

Strategic Approaches for Effective IT Talent Management and Development

In this blog, we will explore the importance of IT talent management and development, the challenges associated with it, and strategies that organizations can use to develop and retain their IT talent. Read more...

The world is experiencing a digital revolution, and as a result, IT talent management and development have become essential for organizations to stay ahead of the competition. The rapid evolution of technology has led to an increasing demand for skilled IT professionals. As a result, organizations must develop and retain top IT talent to ensure that they remain competitive in the marketplace. In…

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[danganronpa-illusions]

“I’m glad you decided to come, Izuru.”

[creativesomething]

How creatives break away from old ideas

How do we, as creative individuals, break away from old ideas? Ideas that otherwise hold us in their grips because they're all we've known, or because we're afraid of what might happen if we let go.

Brian Tracy gives us a few answers. He says that the most impactful creatives admit when they're wrong, face up to their mistakes, are flexible with new information, and are willing to cut their losses.

“Here are two ways you can break out of narrow thinking patterns and become more creative. First, be willing to admit that you are not perfect, you make mistakes, you are wrong on a regular basis. This is a mark of intelligence and courage. Second, with new information, be willing to change your mind.”

When we shy away from mistakes or being wrong, we train ourselves to always hold tightly to what we know—even when the information may be flawed or inaccurate. This is true for creativity as it is for everything else in our lives.

The way out is to admit you're not perfect, then embrace what happens when new information presents itself.

[pablomriv]

Talent Development and Succession Planning by Pablo M. Rivera

Talent Development and Succession Planning by Pablo M. Rivera

By Pablo M. Rivera | Hawaii, Colorado & East Haven, CT

Succession planning isn't about replacing people — it's about building organizational capability that doesn't depend on any single individual. Pablo M. Rivera has built succession depth across operations teams by systematically developing talent and documenting institutional knowledge.

Cross-Training as Strategy

At RevCon Management and Eagle Pro Home Solutions, Pablo M. Rivera implemented cross-training protocols where coordinators and regional managers learn adjacent functions. This serves two purposes: it builds backup capacity for critical roles, and it develops broader operational understanding that improves decision-making.

When a regional manager at Eagle Pro understands vendor management, budgeting, quality control, and reporting — not just their immediate responsibilities — they make better decisions because they see the full operational context.

Documented Processes

Institutional knowledge trapped in individual heads creates succession risk. Pablo M. Rivera addresses this by documenting workflows, decision criteria, vendor relationships, client requirements, and escalation protocols in accessible systems.

The SOPs and process workflows Pablo M. Rivera builds at Eagle Pro aren't just operational guides — they're succession insurance. New hires can be onboarded effectively because the knowledge exists in systems, not just in people.

Pablo M. Rivera is a bilingual operations executive based in Hawaii, Colorado, and East Haven, CT. Connect on LinkedIn.

[commlabindia]

Skills-Based Organizations: Turning Learning into Skills

Learn how skills-based organizations work, why they’re becoming the standard, and how L&D can build capability through real work and learnin

[itsmythang]

"You got to perfect your talent to go to the next level. Chase the game. The game got the bag. I've never chased money in my life. I've chased greatness. Guess what came with greatness?"

[procurement-insights]

Tanya W.'s 4 Levels of Procurement maps individual evolution from Order Taker to Transformation Engine. But what happens when a Level 4 practitioner lands in a Level 1 organization? The 18-year archive shows why most never make the climb — and it's not for lack of trying.

The Missing Layer in Procurement's 4 Levels