HR Insight: Beyond Training – Exploring the True Definition of Talent Development

By Amalie R Abeysundara , Head of Staff Development, Union Assurance

1. Defining and Communicating the Essence of Talent Development

One of the biggest shifts we made at Union Assurance was redefining what learning means. For many, learning still feels like going back to school. But in today’s world, it’s about curiosity, collaboration, and constant growth. So, we start from day one. Every new team member is introduced to our learning culture during onboarding. We show them the many paths available—whether they’re just starting or aiming for leadership. We created an internal academy that offers structured learning journeys, tailored to each person’s role and goals. Even better, we’ve opened the door for anyone to be a part-time trainer. This brings learning closer to teams, making it something we do together, not something given from above. These internal trainers become champions of growth in their teams, and it makes a real difference.

2. Aligning Goals and Outcomes with Organizational Strategy

I’ve often seen companies roll out learning programs without clearly knowing why. At Union Assurance, we took a different path. We built a strong foundation—a framework of “future skills” aligned to our company’s long-term strategy. We worked closely with experts to define six key skills we believe will keep us future-ready. For every job level, we’ve identified clear behaviors that reflect these skills. Our learning journeys are designed to build these skills over time. More importantly, we tie these learning journeys directly to performance. Every program ends with real-life projects—so learning isn’t just theory; it leads to impact. Our leaders were on board from the start, which helped us embed this deeply across the organization.

3. Essential Components of Effective Talent Development

To keep growing, people need new ideas. That’s why we constantly update our learning programs based on what’s happening in the market. We also measure progress before and after each program—so we know what’s working. Our development journey is carefully planned. We start by helping new joiners master their role. Then we guide them toward leadership, innovation, and strategic thinking. With each step, there are clear goals, timelines, and support. This structure helps people see how far they’ve come and where they’re going next.

4. Balancing Organizational and Individual Needs

One lesson I’ve learned is that you can’t rush growth. Before we push people to do more, we must help them succeed where they are. People need to understand their roles and feel confident in their day-to-day work. That’s why we first focus on helping them master their current responsibilities. From there, we guide them towards bigger opportunities. It’s a two-way street—when the company grows, our people grow too. And when our people grow, the company thrives.

5. Embracing Diversity, Equity, and Inclusion

In a diverse organization like ours, development must be inclusive. It’s not just about training—it’s about making sure everyone feels seen, heard, and supported. We’ve launched initiatives like “Grow,” which supports women, mental health, and recognizes all types of partnerships—regardless of marital status. These aren’t just nice-to-haves. They are part of our culture. We’ve also created special programs for working mothers, and mentorship programs that focus on well-being and growth. At the end of the day, performance is what matters—not your background or your identity.

6. Measuring Impact and Driving Performance

What gets measured gets managed. That’s why we’ve built a dashboard that tracks everything—from participation and engagement, to promotions and project success. Every employee is expected to complete at least one learning program each year. For leadership programs, we track how they contribute to internal promotions. For DEI, we aim for 50:50 gender balance, especially in senior roles. We even track development across business areas like bancassurance and agency—linking learning to real business results. These numbers help us stay focused and prove that development does drive performance.

7. Navigating the Challenges of a Rapidly Changing World

Today’s world is fast, and everyone learns differently. Some prefer videos, others like to read or join sessions. So, we deliver content in different ways to meet people where they are. Creating relevant content takes time and effort. But it’s worth it. We invest in building strong internal trainers and keep their knowledge fresh and certified. And we use data to constantly improve, because decision-makers want to see results—and quickly. So we stay agile. We listen. We evolve.

8. Leveraging Talent Development for Retention and Growth

Talent development isn’t just about learning. It’s a powerful way to keep great people. We work closely with our talent management team to identify key roles and create tailored plans for those employees. When people know you’re investing in their growth, they’re more likely to stay. Regular check-ins, targeted programs, and clear paths forward keep people motivated and ready for the next step. And that reduces turnover, especially in critical roles.

Conclusion: The True Definition of Talent Development

For me, talent development is more than a department or a strategy—it’s a way of life. It’s how we build a culture of curiosity, resilience, and purpose. It’s about aligning what the company needs with what people dream of becoming. It’s about creating real impact. And most of all, it’s about believing in people and giving them the space, tools, and trust to grow. “Talent development is not just about delivering training; it’s about cultivating a culture where learning is a way of life, driving both personal and organizational success.” – Amalie R. Abeysundara