Talent detection in taekwondo: which factors are associated with the longitudinal competitive success?

Background Several morphological and functional characteristics are associated with the performance of taekwondo (TKD) adult athletes. However, we did not find any longitudinal study associating these features to the future performance of young athletes, and thereby, identifying the best variables to use in a battery of tests to talent detection. Therefore, the aim of this study is answer the question which factors are associated with the longitudinal competitive success of TKD young athletes over five competitive years (2008 to 2012).Material &Methods: Six taekwondo athletes (13.06 +/- 1.07 years, 43.6 +/- 6.6 kg, 157.9 +/- 8.3 cm), who trained three to six hours per week, for more than three years, were assessed on 32 maturational indicators, of body composition, anthropometric and functional, using anthropometric techniques, dual energy x-ray absorptiometry, carpal radiography and contact platform. To determine the competitive ranking, the competitive results of athletes from 2008 to 2012 were analysed, and these values were correlated with the other 32 indicators for determining the Longitudinal Predictors of Performance in TKD (LPPT). Moreover, one of the athletes achieved results notably higher than the other, being medalled at Junior World Championships. Therefore, all variables were transformed into z-scores and all those in which this athlete presented superior performance in 1 z-scores were considered as LPPT. Results: The athlete of reference (the first in Longitudinal Competitive Ranking 2008-2012) distinguished, in accordance with the criteria, in nineteen LPPT indicators. The ranking was correlated with 6 LPPT parameters, including one from the maturation group of indicators and five from the functional group.Conclusion: Our results allowed us to identify several factors that are related to longitudinal competitive success in taekwondo young athletes. These factors should be considered by coaches to the proper selection of training programs, as well as for the pre-selection of young talents in competitive taekwondo. However, these results apply only to the Portuguese taekwondo adolescent athletes, being of limited generalizability.

Talent Management in Higher Education: Developing Emerging Leaders Within the Administration at Private Colleges and Universities

This research focused on identifying a series of successful practices relating to administrative talent management within the higher education setting. The field study included a thorough examination of seven small to mid-size private colleges and universities that have incorporated employee development strategies. These strategies were aimed at growing future leaders from within the organization in order to achieve continuity and support institutional priorities. Specifically, several focus areas were investigated including presidential vision, leadership commitment, talent management’s place among institutional priorities, program characteristics, and program evaluation. Among the commonalities that were gathered included support at the senior officer level who serve as advocates, mentors, and program facilitators, a strong connection between talent management and the institutions’ strategic plans, and a holistic approach to developing talent at all levels of the organizations. In addition, both coaching and opportunities for growth in the work environment were evident within several of the institutions. Also, academic leadership development was considered to be a part of the talent management strategy within three of the colleges and universities. The key differentiators included the incorporation of organizational and leadership competencies to provide focus toward the performance development process at two institutions, the implementation of a succession planning model at another institution, and the location of human resource generalists in departments across two of the institutions to identify learning opportunities for both individuals and work teams. Based on both the findings from the field study and the literature review, a comprehensive procedural model is introduced that serves to support human resource departments and higher education professionals, in general, who are looking to either begin or broaden their own talent management approach. However, despite the progress that has been made across several institutions noted throughout the research study, much more must be learned in terms of how the time and resources invested in talent management translates to institutional success. Advisor: James O‘Hanlon