Talent management is considered being a new management principle that might be making a distinction to the organizational success as well as competitive advantage, taking into consideration the fact that its emergence as well as implementation will be basically conforming to the demands of the organization regarding further growth and are strongly connected with the strategies of business. EEI is making a deliberate investment regarding the practices of talent management and undertaking the development of high-potential staffs that assists in bringing forth benefits regarding the capability of the company to actualize their long-term goals to build power plants as well as to deliver energy to the end customers.
In turn, the high-potential staffs are feeling valued as the organization is showing interest in assisting them towards acquiring skills as well as capabilities, and also to enable them in developing a leadership career. Within EEI, the high potential development programme is having close link with the process regarding performance management by which the line managers are recognizing the staffs having high potential. There is also the requirement to take into consideration the factors that are associated with the aspect of distinguishing or influencing talent management in the global aspect. The aspect of introducing a global corporate talent management programme with uniform evaluation tools can be considered as the process to build steadiness as well as a common assurance regarding the values as well as organizational goals. Since there is a single centralized programme regarding talent management, the organization is using the programme as a process to create unity as well as align its staffs, who are scattered geographically due to the continued expansion within the international markets.
The high potential development programme in EEI is classified as talent management. There is a close relation of talent management with the process of performance management by which line managers at EEI are recognizing the employees having high-potential. The senior organizational managers are stating that there is the involvement of all the staffs in the initiatives regarding talent management, having an understanding of the process for the reviewing of talent. The management is believing that the different tools that are used, along with the feedback system, assists in providing the means to ensure a transparent method of talent management in which there is the involvement of high-potentials. The management considers the 20-grid box to be an effective tool that will be ensuring the uniformity to assess high-potential staffs and is considered being to be a major aspect to manage as well as assess performance in the talent development process (Dries 2013).
There are three major roles that talent management is playing in EEI. Firstly, talent management practices are being used as a way to foster the commitment of the staffs. For ensuring effectiveness as well as continuity regarding the projects, EEI is having the requirement for long-term commitment from its staffs due to the business nature. One of the ways by which EEI is trying to do the securing of the commitment regarding the high-potential staffs is via stipulation regarding additional scopes towards the development of competence, which leads to the possibility regarding functional leadership careers. EEI is making a deliberate investment regarding the practices of talent management and undertaking the development of high-potential staffs that assists in bringing forth benefits regarding the capability of the company to actualize their long-term goals to build power plants as well as to deliver energy to the end customers. In turn, the high-potential staffs are feeling valued as the organization is showing interest in assisting them towards acquiring skills as well as capabilities, and also to enable them in developing a leadership career. On the other hand, various staffs are placing emphasis regarding different career paths (Minbaeva 2013). As a result, in respect of staffs that are not valuing leadership career paths, talent management endeavours might be considered as the way to encourage preconception in contrast to the aspect of diversity as well as inclusivity. Secondly, practices regarding talent management can be considered as the means to invest in human capital. EEI is preferring the aspect of developing leaders internally than bringing them from the outside. Regarding the advancement of leadership development, the company is investing considerable funds towards corporate learning. In this regard, the employment of certain activities will be including expatriation, to work on short-term global assignments as well as different projects. In this respect, talent management is an investment for enhancing the human capital values as well as organizational effectiveness (Velverde 2013). To invest in developing high-potentials is considered being an incentive for strengthening the staff association. When the individuals will be getting the opportunity for senior leadership positions, they will be gaining certain returns in the form of increased wages as well as higher positions in the long-run. Thirdly, the data is suggesting that talent management is a process to create international alignment (Oldapo 2014). The aspect of introducing a global corporate talent management programme with uniform evaluation tools can be considered as the process to build steadiness as well as a common assurance regarding the values as well as organizational goals. Since there is a single centralized programme regarding talent management, the organization is using the programme as a process to create unity as well as align its staffs, who are scattered geographically due to the continued expansion within the international markets. The model of leadership that is used for assessing as well as identifying talent is associated with the aspect of creating a shared perception regarding the values of the organization (Sparrow 2015).
Therefore, talent management is considered being a new management principle that might be making a distinction to the organizational success as well as competitive advantage, taking into consideration the fact that its emergence as well as implementation will be basically conforming to the demands of the organization regarding further growth and are strongly connected with the strategies of business (Beamond 2016).
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Human Resource Management |
Talent Management |
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1. HRM is more concentrated towards the administration, and deals with pay, vacation days, benefits as well as complaints. |
1. Majority of the duties are federated to the front-line managers who are actually leading the staffs. |
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2. HRM is more strategic that deals with the everyday management of individuals. |
2. Talent management is tactical and often manifests as a company-wide lasting plan |
The advantages regarding the involvement of line managers in the selection and assessment of high potential staffs are,
The disadvantages regarding the involvement of line managers in the selection and assessment of high potential staffs are,
The primary aspect is associated with the ways by which establishments are doing the identification of talents – There might occur different practices along a number of facets. There might occur the identification of highly structured and are relying on the measuring of official circumstances, or they might be structured in a more loose manner and have major reliance on the holistic impressions of the assessors. Another significant factor is the identification of practices that are recognized as goals, and the significance attributed to the goals regarding the process of evaluation that might be varying in a significant manner (Deery 2015). Secondly, talent management is having a concern regarding training and development. There might occur a variation regarding the practices in this area relating to the extent that there is the application of formal training vs. on-the-job training. There also might occur development activities that are more or less open to the staffs, as well as the procedure reading selection might vary from the programs. Thirdly, talent management is concerned with succession planning. This might be varying in respect of process formalization, structure regarding the career path as well as the extent to which the responsibility regarding the advancement of career is considered by the establishment in opposition to the individual. Moreover, retention management is concerned with the aspect of undertaking various measures that the companies undertake for protecting their investments regarding talent (Cascio 2016). These practices might be including the segmentation of the workforce for identifying the specifically significant staffs as well as offering them the scope of participating in the process of making decisions, managing their prospects regarding the advancements as well as paths toward their careers (Brewster 2017).
Employer Branding is founded on the primary assumption relating to the fundamental human resource management, which states that human capital is bringing organizational values that influences the levels of performance. Since, EEI is nurturing an employer brand, it will be securing and retaining the most essential staffs that will be promoting the success of the brand as well as bringing profits and, therefore generate values relating to the organization as well as shareholders. The significance relating to employer branding is to reduce the recruitment costs, improve staff relations as well as retention and the capability towards offering lower salaries in comparison to the organizations with weaker brands. (Schiemann 2014)
A general model relating to the positive influence that employer branding will be having on the outcomes of business can be showcased through the following model,
Figure 1 Employer Branding Model
(Source: EREMedia 2017)
Employer Branding does the influencing of the aspects to attract, satisfy, engage as well as commit to the staffs regarding the generation of the satisfaction regarding the customers as well as loyalty that are related to the increase in productivity. Another purpose of employer branding is enhancing the organizational culture. It is also stated that organizational strategy and leadership as well as strategies regarding marketing will be creating a strong employer brand (Taylor 2014). For building an effective employer brand, organizations are required understanding the ways by which stakeholders are perceiving the employer, analysing as well as interpreting the information for understanding what the organization is standing for and creating a value proposition that is depending upon this aspect (Gelens 2014).
For strengthening the psychological contract with the skilled staffs towards building a stronger employer branding, the employer brand is aiming towards the aspect of influencing every touch-point regarding the staff experience through the promotion of a productive staff package relating to the pay as well as benefits, environment to work, managing the career, work-life balance, mental and social satisfaction. The staff cycle is will be comprising of stages that a staff undergoes in every position of work they are holding from recruitment to transition (Collings 2015). The goal is associated with the promotion of a ‘superior employment experience’ in association with the intangible and tangible beneficial aspects, which will be leading to the organizational staffs to agree upon the fact that the organization is the most attractive place for working (Morris 2016).
Figure 2 The Employment Cycle
(Source: EREMedia 2017)
There has been the introduction of employer branding as the process to enhance retention by making promise regarding employment, or in other words brand promise so unique as well as better in comparison to the competitors that the staffs would not be considering the aspect of shifting to a new job (Gelens 2014). It is regarded as the medium for aiming towards the enhancement of the overall experience through the increase the satisfaction regarding the job, organizational commitment, involvement, enhancement of the organizational culture, as well as explaining the psychological contract all through the employment life-cycle (Collings 2015).
Various processes as well as structures such as job descriptions, grading structures, competencies are comprehensively used for judging as well as monitoring performance. These approaches are considered being fairly inflexible within the unionised surroundings, especially within the public sector, and are used as well for demonstrating the equality as well as fairness regarding the management of individuals. On the other hand, majority of the companies are agreeing to the fact that performing effectively against such types of defining structures will not be equating to the aspect of talent regarding higher-level jobs (Cappelli 2014).
Figure 3 Talent Management Identification Process
(Source: IES, 2013)
Managers are focusing on one or more groups of staffs where they are trying to seek the aspect of identifying talent, through the use of certain tools as well as criteria. The companies that are reporting most beneficial aspects from their approach regarding talent management will be placing high significance to hold open as well as honest conversations, regarding the aspect career or talent with every staff towards managing their expectations regarding the opportunities for development (Cooke 2014).
There occurs the establishment of the benefits regarding staffs as well as the organization when they are extending their information as well as spreading this throughout the company. There is the requirement for creating career paths that are clear as well as explicit. EEI does the implementation of performance management as well as measuring the staffs. Every manager is judging the staffs in a different manner without the criteria associated with the objective. It is required ensuring that the performance evaluation is depending upon the goal criteria as well as transparent methods concerning the high potential staffs (Festing 2014).
The sourcing of talents will be beginning with the evaluation of the skill source. There are two approaches relating to the aspect of organizing the abilities, which are considered as mechanistic as well as organic. The major distinction within the two kinds is that the former is interested in reducing the behavioural distinctions in respect of improved predictability as well as reliability, and the latter will be exploiting the behavioural distinctions regarding flexibility as well as malleability (Meyers 2014).
The factors explaining the aspects regarding the aspect of talent management to be process oriented,
The organizational culture at EEI is associated with the performance values, collaboration values, innovative values, ethical values, positive spirit values, service values as well as safety and reliability values. At EEI, the performance values will be including the high expectations as well as stress upon individual responsibility. The collaboration value does the promotion of cross-organizational teamwork, mutual assistance as well as decisions in respect of the greater good. The changing values are providing encouragement relating to innovation against bureaucracy, providing support in respect of new ideas. The ethics value states that the leaders are modelling integrity as well as resemblance in words and actions as well as exemplifying ethical behaviours regularly. The positive spirit value will be representing the openness as well as trust and an environment that is positive as well as hopeful. The service value is focusing the individuals on the purpose of the organization and to whom they are providing services against the aspect of focusing on the internal issues. The safety values are essential for EEI and these values are considered as a distinctive set of behavioural aspects for serving as reminders to remain concentrated on the key requirements relating to safety as well as steadfastness.
There should occur the full implementation of the improved methods only after the formalization of all the supporting documentation. There might occur the formalization of process changes regarding documents, which involves procedures, policies, work orders, training programs and so on. The process-oriented approach is influencing the high-potential employees by appraising the members of the team regarding their ability to perform, rewarding as well as recognizing the members of a team in a way in which they want to get rewarded (Farndale 2014).
The ways by which the process-oriented approach is influencing the high-potential staffs are mentioned as under,
The aspect of focusing on high-potential staffs will be associated with the performance of the staffs that is defining the capabilities as well as proficiencies. This is a parameter for identifying the high-potential staffs. There is also the requirement for looking towards the aptitude of the staffs, desirability for growth as well as overall potential.
The high-potential staffs need to feel invested into the objectives of the organization and is required seeing his professional growth via the prism of organizational development.
Different processes such as descriptions regarding jobs, structures for grading, competencies and others will be used extensively for judging as well as monitoring the ability to perform in respect of the high-potential staffs.
Conclusion:
To conclude it can be stated that there occurs the establishment of the benefits regarding staffs as well as the organization when they are extending their information as well as spreading this throughout the company. There is the requirement for creating career paths that are clear as well as explicit. EEI does the implementation of performance management as well as measuring the staffs. Every manager is judging the staffs in a different manner without the criteria associated with the objective. It is required ensuring that the performance evaluation is depending upon the goal criteria as well as transparent methods concerning the high potential staffs. The sourcing of talents will be beginning with the evaluation of the skill source. There are two approaches relating to the aspect of organizing the abilities, which are considered as mechanistic as well as organic. The major distinction within the two kinds is that the former is interested in reducing the behavioural distinctions in respect of improved predictability as well as reliability, and the latter will be exploiting the behavioural distinctions regarding flexibility as well as malleability.
Reference:
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