How positioned with regard to personalization is your HR-area?
After the personalization if the IT sector (Amazon, Google, etc.), the insurance sector (just to calculate the price of a car insurance there are often more than 15 criteria) and the personalized medicine (however, restricted to the pharmacotherapeutical use), the topic now as well infringes on HR and the personal development.
There is talk of staff oriented personal development at the curriculum vitae ("curriculum vitae oriented personal policy") or as well, thus the youngest shoot, the personalization within the leadership development (HBM 08/12). This subject is definitely to be taken seriously for dynamic and open organisations. For some time, we argument that a unique leadership and organisation culture constitute a singular and uncopyable organisational value (see Stiefel 2010).
The leadership culture of an organisation should therefore be constituted in a way (which is actually, of course, predictable to only a certain part) that it - on the one hand - really reflects the uniqueness in the values and their leaders' attitude and - on the other hand - also copes with the individual strenghts, talents and potentials of every single employee. From our point of view, it makes sense to analyse not only the behaviour of the "top 10" leaders, but also to think about the fact, where the strategic success factors of the past have been stated, where they will be in the future and which behaviour and competences will contribute to meet these strategic success factors. A personalised leadership development has therefore to do the splits between real individual and strength oriented development on the one hand, and - an on the other hand - the establishment of strategic competence versions.