TALENT DEVELOPMENTto acknowledge and retain high potential officers with great leadership skills and expertise in the civil service. This initiative is aligned with the public service aspiration to provide a national leadership track in the civil service (MAMPU, 2020). The fast track and subject matter expert officers were identified through a series of leadership assessment programmes wherein the sessions and participants will be evaluated based on their thinking, leadership, and communication skills. Other requirements are language proficiency, psychometrics, and fitness test. The requirements should be met for one to be recognised as a fast-track and subject matter expert officer. There are additional requirements for subject matter experts, such as significant contributions to the organisation, academic writing, publication, conference and seminar participation. Leadership Assessment Programme (LEAP) is conducted to identify fast-track officers in the public service. The selection process for fast track in the leadership evaluation programme framework is shown in Figure 1.1.Figure 1.2: Leadership evaluation programme framework. Source: PSD Circular Apart from talent retention and talent recruitment, talent development is widely acknowledged as a crucial component of talent management (Thunnissen et al., 2013). Yet in the studies on this subject, talent development has not received enough attention. Despite the paucity of prior research on this subject (Hedayati Mehdiabadi & Li, 2016), the performance of many companies in managing talent shows the significance of talent development (Garavan et al., 2012).Garavan et al. (2012), also emphasised that the programmes that fall under talent management are primarily to cater to “zero talent outages” and to come up with a solid succession plan path rather than just talent replacement. By doing so, this method safeguards the talent pool in a company and positions them as a talent magnet. Despite the fact that there are few published studies, the importance of talent development is clearly shown in his study on both a global and local level. In addition, Kim and McLean (2012) concurred that one of the key sub-practices of talent management that requires more attention is talent development. This suggests that talent development should be researched independently rather than as a component of talent 104
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