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Strategic talent development interventions: an analysis

Sunita Panda (School of Management, National Institute of Technology, Rourkela, India.)
Chandan Kumar Sahoo (School of Management, National Institute of Technology, Rourkela, India.)

Industrial and Commercial Training

ISSN: 0019-7858

Article publication date: 2 February 2015




The purpose of this paper is to attempt to test a model of talent development interventions and find out the various factors which actually impact the process in a manufacturing concern.


Multiple regression analysis is used to analyse the data and find the extent to which the variables considered are significant predictors of talent development. Primary data are collected from the respondents (executives) of two manufacturing units with the help of a structured questionnaire. A sample size of 200 is considered for extraction of data for the study.


The results of the study highlight that six of the independent variables significantly predict the dependent variable. This paper identifies the most important factors which are found to be pivotal for the development of talent in the organizations considered for the study.

Practical implications

Managing talent in the present competitive business scenario is one of the most vital issues in which HR professionals/practitioners are involved. It becomes imperative for top management to know about the various ways which can aid in proper development of talent. This paper empirically identifies the various strategic interventions which aid in the proper development of talent in manufacturing sector.


While there are many papers tracing the talent development process and the various strategic interventions, there is a dearth of empirical research being done in this field in the manufacturing sector. This paper attempts to explore the developmental interventions in the manufacturing sector and adds new insights on an empirical basis.



Panda, S. and Sahoo, C.K. (2015), "Strategic talent development interventions: an analysis", Industrial and Commercial Training, Vol. 47 No. 1, pp. 15-22.



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