Sustainable Talent Management - Research Paper Example

Sustainable Talent Management of the Assignment: of the of the Table of Contents Introduction 3 Performance Management Process to be employed 3 Concepts related to Talent pools and Talent Review Process 4 Effects of Leadership 4 Comparison between Talent Assessment and Employee Performance Management 5 Functional expertise required to set up the talent management objectives 6 Global Talent Management 7 Benefits of Strategy-driven Talent Management 7 Conclusion 8 Recommendation 8 References 10 Introduction Talent management plays a key role in the organizational success. It deals with the implementation of the strategies that has been planned by the managers within the organization so as to enhance the productivity of the employees within the organization and also to increase the customer base of the organization (Tarique, 2010). It also depends on the skills developed by the employees through the training provided to them. There are several drivers for the talent management process such as demand for human capital that is increasing the global workforce trends. The talent management is also affected by a shortage of skills in some of the organization where there is lack of efficient managers to train the employees (Gruman & Saks, 2011). The large organizations as compared to the small and medium firms are often concerned about the talent management as it affects their reputation in the international market. The aim of the paper is to assess the key concepts of talent management in an organization. The paper offers the researcher with the scope to understand the benefits of the strategy driven talent management and also to compare between the talent management and employee performance in an organization. Performance Management Process to be employed An effective performance management leads to the success of the organization. The performance management comprises of various steps that are to be followed by the organization for the successful implantation of the performance management process. The first step involves the performance planning which a process of communication between the employee and supervisor to set up the effective planning for the performance. It also comprises of the expectation set related to the employee performance (Sadikoglu & Zehir, 2010). The next step that is to be followed is that of coaching that involves a two way discussion focusing on the performance of the employees and recognizing the areas that can be improved to have a better performance of the workforce. The third step involves the multiple sources of feedback that the managers can gather from the customers that would be helpful for the improvement of the employee performance. Research suggests that there are various sources of the feedback can be collected such as from customers as well as self evaluation (Sadikoglu & Zehir, 2010). The fourth step involves the performance review that the organization can conduct based on the goals set by the organization and the development needs that can ensure better performance of the employees. Concepts related to Talent pools and Talent Review Process The talent review process enables the HR managers to assess the talent of the employees within the organization and to design the process for the betterment of the employee performance (DeNisi & Pritchard, 2006). The process involves identifying the organizational trends as well as mitigating the risk factor that creates a barrier to the success of the organization. The talent pool within an organization refers to the percentage increase in the quality of job, competencies of the employees as well as the roles played by them. The talent pool of an organization focuses on the enhancement of the performance objectives set by the managers so that they can train the employees in order to make them perform well. The capacity of a well developed talent pool depends on the number of executives as well as the ability of the company to develop. Effects of Leadership A well developed talent pool comprises of a team leader and the team members who are capable of performing well with the training that is provided to them. The efficiency of the team leaders plays a key role in the performance of the team members. The training and the motivation provided to them helps them to overcome the challenges (Sadikoglu & Zehir, 2010). The leaders are also expected to carry out the talent review process for the team members by identifying the trends followed by the organization and training the employees to get familiar with the organizational change. Comparison between Talent Assessment and Employee Performance Management In order to initiate the talent management program the HR also plays a key role in carrying the practice of managing the organizational change. According to the researcher there are four different talent management activities recruitment of new employees, performance of the workforce, strategy followed by the organization and the leadership development that takes place within the organization (Busi & Bititci, 2006). The process begins with the recruitment and then further managing the workforce according to the policies of the organization and ends with the training provided by the managers to the employees (Sadikoglu & Zehir, 2010). However the employee performance management begins with a simple step of planning for the process that is setting up the goals and the next step involves assessment of the company’s overall performance. The third step involves the development of the job skills by the employee and the final step involves recognition of the employee performance depending on the challenges that they overcome (Sadikoglu & Zehir, 2010). Figure 1: Performance Management Model (Source: Busi & Bititci, 2006) Functional expertise required to set up the talent management objectives The talent management objectives involve the process of identifying the talent of the candidates during the HR recruitment process and the next step involves managing the performance of the workforce and training them to perform well (Sadikoglu & Zehir, 2010). The training has to be provided by the team leaders to the team members by motivating them to take up challenges and participate in the decision making process. There are several keys to set up an efficient talent management within the organization that involves developing an appropriate strategy for the talent management, balance the basic involvement in the process of talent attraction and retention (Sadikoglu & Zehir, 2010). The third key involves gaining knowledge regarding the company’s business environment and plans. The factors that create barriers to the company’s success are to be included. The annual turnover of the company needs to be tracked as well as the reputation of the company needs to be marketed within the existing customers and the target customers. Global Talent Management According to the researcher the talent management is an initiated that has to be undertaken by the mangers within the organization in order to enhance the performance of the employees. The employee engagement the job has an impact on the productivity of the employees and also it contributes to the talent retention within the organization (DeNisi & Pritchard, 2006). Global talent management initiatives taken by the manager of a company involves identifying the skills of the employees within the company and training them according so as to develop appropriate skills required to work with the project. The talent management also involves collecting the feedback from the customers as well as rewarding the employees for their good performance (DeNisi & Pritchard, 2006). The process of rewarding actually motivates the employees to further enhance their performance objectives. Benefits of Strategy-driven Talent Management The benefits of the strategy-driven talent management guide a company to develop a competitive advantage in the international market in case it specializes in the manufacturing of one particular product (DeNisi & Pritchard, 2006). The management process also summarizes the necessity of developing as well as retaining the best talent within the organization. The strategy-driven process also involves the reviewing of the critical issues that takes place in the global organization and reflects the way employees are trained to overcome the challenges (DeNisi & Pritchard, 2006). The strategies undertaken by the managers in order to carry out the process of talent management have been helpful in retaining the best talents within the organization. Conclusion Through this paper the researcher has analyzed the concept of the sustainable talent management process that has been carried out within the organizations in order to enhance the employee performance which in turn contributes to the organizational success factors. The comparison has been made between the talent pool as well as the talent review process where the former implies a group of members comprising of trained executives as well as the efficient team members. The talent review process involves the evaluation of the talent within the employees based on their performance. However, the process of the employee performance management involves various steps beginning with the planning and assessing the performance levels and then development of further skills as well as recognition of the good performance given by the employees. The paper also discusses the talent management objectives as set by the mangers of various organizations in order to make the employees get accustomed to the change within the organization. However to bring about the change the managers are expected to put in several efforts so that the change is favorable to the employees. The strategies undertaken by the managers provide the organization within the competitive advantage to compete with the rivals. Recommendation The researcher recommends that a successful talent management process can be initiated in an organization by following various practices. It is recommended that the talent management strategy is associated with the business strategy in an organization. The professional within the company are expected to take initiatives for the talent management program. Before the process is initiated the goals must be set by the managers regarding the strategies to be undertaken for the talent management. The process also involves that the employees are to be assigned with the right job that they are able to perform well and the skills of the employees need to be identified clearly. It is only through monitoring the performance of the employees that a sustainable talent management program can be ensured within the company. References Busi, M. & Bititci, U. S. (2006). Collaborative performance management: present gaps and future research. International Journal of Productivity and Performance Management, 55(1), 7-25. DeNisi, A. S. & Pritchard, R. D. (2006). Performance appraisal, performance management and improving individual performance: A motivational framework. Management and organization Review, 2(2), 253-277. Gruman, J. A. & Saks, A. M. (2011). Performance management and employee engagement. Human Resource Management Review, 21(2), 123-136. Sadikoglu, E. & Zehir, C. (2010). Investigating the effects of innovation and employee performance on the relationship between total quality management practices and firm performance: An empirical study of Turkish firms. International Journal of Production Economics, 127(1), 13-26. Tarique, I. & Schuler, R. S. (2010). Global talent management: Literature review, integrative framework, and suggestions for further research. Journal of world business, 45(2), 122-133. Read More