TRAINING AND DEVELOPMENTCAREER DEVELOPMENTTALENT ENGAGEMENT management. Patrick (2000) defines training and development as efficient progress of the knowledge, proficiency, and skills that should possess by an employee to do the duties effectively. While, as per by Armstrong-Stassen (2006) training and development “is the use of systematic and planned instruction activities to promote learning”. It is vital to note that this definition refers to the formal processes of conducting training and development, and therefore it is crucial to not only provide an avenue for employees to access training to enhance their skills but also the identification of the nature and level of training which is needed. Therefore, the development, as well as knowledge dissemination, is crucial to be covered although training generally covers practical skills, the new technique or processes of implementation in the universities or other knowledge-intensive companies’ contexts. Next, Noe (2009) refers to training and development as a planned activity by organisations to aid learning on the job-related competencies, skills, knowledge, and attitudes of workers. Training and development will create progress and success through employee’s lifelong learning which boosts their motivation and shapes a positive attitude (Schmidt, 2007). “For those not receiving training, a vicious circle arises where those who need the most training to develop, receive the least training and subsequently lose their motivation to learn as the pay and career gaps with their peer groups widen . . . and this lack of sustainable development can be devastating for individuals, localities, employers, labour markets and entire sectors of the economy”. (p. 522) Career development gains its popularity through various research platforms in developing and creating career growth opportunities for employees to stay in the organisation. Career development becomes an important determinant in human development processes to manage job challenges such as retention, recruitment, training, promotion, succession planning and so on. Weng et al., (2010) expanded on career development and advancement with a suggestion that an employee organisational career growth can be attained using four factors: career goal progress, promotion speed, professional ability development, and remuneration growth. This multi-dimensional conceptualization reveals that organisational career development is a person’s effort to advance their career goals. It also dabbles around the acquisition of professional skills within the organisation and the company’s effort to carry out activities in line with that, via promotion and salary increment. Davis (2015) advocates for career development management beginning at recruitment with available career options and specific career development offerings being promoted in advertisements to attract top talent.The definition of work engagement as stated by Kahn (1990, p. 694) is “the harnessing of organisation members’ selves to their work roles; in engagement, people employ and express themselves physically, cognitively and emotionally during role performances”. Work engagement has gained the attention of researchers as a relatively new construct due to its contribution in enhancing firm performance and attaining sustainable competitive advantage (Blazej, 2018). Those who are engaged in their work would work harder and would be most likely to return a result that meets the customer and the company’s needs since they have high energy and self-efficacy. It is also found that they utilize their skills when carrying out their job and find that their work is challenging and stimulating and that their work provides them with a sense of personal accomplishment.Talent engagement is an ongoing process, and it is important to continually assess and improve your efforts. By taking the time As stated by Devins and Gold (2014),105
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