You have recently been recruited by a small distribution company – ABC DISTRIBUTION – to implement a Strategic Talent Management process. You have chosen the “talentship” approach (this approach is concerned with the managerial abilities of the leaders to anticipate the needs of human resources, but more specifically “Talent” resources, and to clearly state how they can satisfy this need.
Talent management refers to the initiatives of human source to organize, plan and implementation of plans to meet the organizational goals. The talent management includes the talent of recruiting; retaining, developing, rewarding and making people perform in the organizational works(Al , Wayne and Jaap).
The term talent management means to utilize the human resources in a company at the fullest. The managerial heads appoint a talent manager for scrutinising the quality in the workers and make the best use of them. The directors term talent management as a strategy to create a higher performing workforce (Cappelli and Keller). According to the HR, Executives of ABC distributors the process includes acquiring, hiring, retaining the employees. The official heads seek to select the best performing employees and utilize their talent to make the best output for the business(Cerdin and Chris). However, the company has a drawback in case of internalization and succession planning. The officials felt a need for the expansion and succession of the company in the international market. Thus, they felt the need for hiring a talent manager to implement the talents of the employees to expand the company. The manager and executives have decided to utilize the employees talents to achieve their targets and goals related to the organization development and welfare.
To get a better vision about the talent management in the company I would prefer to interact personally with every employee to know them well. It is very important to know the workers, their likings and disliking in the workplace (Davis et al.). If I do not know the workers interest then I will not be able to relate them to the required field. I would prefer a group discussion with the board of directors to get an idea about their expectation from me and the talent management strategy. I would also get an overall idea about what expectations they are keeping from the workers. I would also like to communicate personally with the workers to get a better idea about them and how to implement them in the workplace.
The middle management also has a similar idea about talent management to a certain extend. During my conversation with the employees, I felt they were also dedicated and sincere to their work life. The only difference I felt during this assessing period was that the employees felt over stressed or pressurized at certain times. They have a similar view about the talent management but they believed in balanced work strategy. They are unable to cope up with the excess pressure imposed on them to meet the company goals. The basic difference between the view of the directors and workers about talent management was that the directors focused only on the company goals and success and the workers demanded for stress free environment. I did a group study on 15 employees from different field including the technical, management, human resource, accounts department and I could conclude that the view point of the directors and the workers were all most same except for a basic difference that the workers needed a stress free environment. This issue can be solved if the officials conduct a meeting with the workers or a team member on behalf of the whole team. The workers should be aware of the company target for achieving a field in international market. The workers should be provided extra bonus and incentives for extra work and good performance(Gelens et al.). This will motivate the workers and increase their interest in work life. The managers should also speak with them in case they are overstressed with work and need some break.
The main reason for staff leaving the company is lack of communication among the officials and the workers. The company has succeeded in their working field and has desires for further expansion. However, the company must focus on the employment issues faced by the company. The rotational staffing has a negative impact about the company image in the market and thus the company should make sure that they have clarity in this issue with the staffs(Swailes). A regular chance in employee is the cause for too much pressure on the employee with a lack in co-ordination and management. The leadership skills are missing and the motivation strategies are absent. The company should listen to grievance and issues of the employees and motivate them to work for the company. The employees should be well aware about the necessity of the development and extension of the company. The employees can be motivated by giving extra pay and incentives for their hard work and dedication.
This high rotational level will affect my implementation of talent management as it takes time for every individual to adopt the organizational culture and make the best use of their talents. Being a talent management manager I would also take time to understand the workers and bring the best potential qualities out of them. A regular rotation in the company will disturb the process and every time I have make a new start of analyzing the employee and bringing the best out of him/her. I would prefer to sit and discuss the issues faced by the workers in the company and try to resolve them so that they do not leave the company. The workers needs must be fulfilled or resolved by the company for a better outcome in their work. I would prefer to support the workers and motivate them to work hard and give their best to the company assuring them that the company will solve their issues.
The issues faced by the employees can be resolved by following few steps in the company. Being the HR specialist in talent management I would recommend the following tools to be used:
The use of technology is major tool in present world. The company must adopt the innovative and latest technology to implement the technical advantage in the work process. The company must use the technology to compete with the present company. The company is planning for further extension and succession, which requires an urgent implementation of technology and system usage (Thunnissen,Paul and Ben). There are workers who have skilled knowledge of technology and will be beneficial to the company. I would recommend the executive director to use the technology in the company for its own advancement and betterment. The executives should hire workers or use the workers who have skilled knowledge about technology advancement. This will be beneficial to the company and the workers to express their talent and knowledge for the company betterment.
Conclusion:
After completing the study on the company management strategy and realizing the drawbacks of the company I would reach the executives with a clear report that will consist the feedback from the workers who are willing to work but are unable to do so as they have no response to their grievance from the companies side. The list that consists the regular shift of employees from the company will be a strong proof for my proposal. The executives will be given a sketch of how I will implement the strategies to keep a clear relation with the employees and prevent their terminations. This would result to the worker motivation and dedication towards the company thus helping the company to extend further in the international market.
The essential steps for successful talent management are:
References:
Aksakal, Erdem, et al. “Personel selection based on talent management.” Procedia-Social and Behavioral Sciences 73 (2013): 68-72.
Al Ariss, Akram, Wayne F. Cascio, and Jaap Paauwe. “Talent management: Current theories and future research directions.” Journal of World Business 49.2 (2014): 173-179.
Cappelli, Peter, and J. R. Keller. “Talent management: Conceptual approaches and practical challenges.” Annu. Rev. Organ. Psychol. Organ. Behav. 1.1 (2014): 305-331.
Cerdin, Jean-Luc, and Chris Brewster. “Talent management and expatriation: Bridging two streams of research and practice.” Journal of World Business 49.2 (2014): 245-252.
Davis, Tony, et al. Talent assessment: A new strategy for talent management. Routledge, 2016.
Gelens, Jolyn, et al. “The role of perceived organizational justice in shaping the outcomes of talent management: A research agenda.” Human Resource Management Review23.4 (2013): 341-353.
Swailes, Stephen. “The ethics of talent management.” Business Ethics: A European Review 22.1 (2013): 32-46.
Thunnissen, Marian, Paul Boselie, and Ben Fruytier. “Talent management and the relevance of context: Towards a pluralistic approach.” Human Resource Management Review23.4 (2013): 326-336.
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