Personal Leadership and Effective Talent Management - Literature review Example

Personal Leadership and Effective Talent Management Introduction Human resource personalities and finance managers are often different when it comes to the concept of talent and power management. In the past, finance was mainly associated with figures while human resource concerned qualitative benefits to the organization, but it has since ceased. With respect to human resource, talent management constitutes the creation of language that is meant to harmonize both finance and human resource as a single unit. Talent management Tony (2007, p. 197), explains talent management as the process through which an organization identifies, formalizes, draws the best directions and manages the organizational members towards achieving the future needs of the business organization. Most studies have pointed out at conflicting variations between talents and individual potentials. As such, many companies have been plunged into chaos by failing to give adequate clarity concerning issues of talent and individual potentiality. However, fewer arguments should be tolerated when it comes to classification of people on the basis of potential. Every person poses varied amount of potential. However, most organizations have not taken keen interest to explore the potential in such potentiality and develop a cluster vital to the achievement of the organizational goals and objectives. Resourcing and talent management It is important for every organization to source for the best talents so as to remain sustainable within a competitive business environment. Therefore, the human resource department should come up with appropriate strategies that aim at retaining the most talented personalities. Talent management forms part of an important resource to make advancement in terms of quality and quantity of the production (Baron& Armstrong, 2007, p. 20). Moreover, there is no organization that is said to have enough talents in possession. As such, it is within the responsibility of the human resource manager to keep sourcing for the best talents characterized with comprehensive, innovative strategy so as to the competitive edge of the business. With the current global economic situation, organizations are mostly concerned about working tirelessly toward achieving some of the best talents. Furthermore, there are many emphases targeting to maintain managers who seem to be doing the best favors to the organization while continuing with the search to get the best successors for a sustainable workforce and consistent productivity. It is inevitable for an organization to survive without the proper talent. As such, some of the organizations have even adopted mechanism to allocate funds for the organizational creativity and talent management (Oakes, K & Galagan, 2011, p. 13). Baron & Armstrong (2007, p. 20), clarifies that to venture into a lucrative market, an organization must engage professionals of high quality and integrity. Engaging such professionals would ensure sustainability of the workforce environment. However, the ability to effectively hire and retain talents requires proper managerial engagement at different organizational levels to achieve a proper competitive advantage of the business process. Credible sources have confirmed talent management as a mission to critically access and ensure that the organization retains the best quantity and quality expatriates that meet the current and the future organizational needs. Besides, talent management is coupled with all important aspects of employees’ life starting from selection, expansion, replacement of mangers towards the restoration of an organizational performance. Talent management and organizational performance Research has confirmed an increasing need of the organizational performance as an important aspect that seeks to improve returns on the business investments while also going hand in hand with talent management. Moreover, it has been confirmed that proper management of talents has a withstanding impact on the organizational performance. As a planning tool to the organization, talent management is considered as an important tool that aids human resource management. It is the mandate of the human resource manager to undertake workforce planning as a will of experience and a real opportunity towards the contribution of support plan and the organizational quality implementation. Some of the most successful organization would authenticate that over 90% of the executive’s one of the greatest challenges as workforce management and measures that would contribute to effective talent management. Therefore, talent management improves the business value through a continuous revolution and innovation of ideas that are vital for the business sustainability (Lewis & Heckman, 2006, p. 67). Talent management has also been pointed out as a factor that influences the economy through the help of global expansion, mergers and acquisition as some of the main success factors. With respect to talent management, management must ensure that it is properly inclined to culture, management and the accountability of the human resource manager. As such, every organization has taken proactive approach and interest in talent management to harness appropriate talent vital to enhance the organizational returns (Lewis & Heckman, 2006, p. 67). Factors influencing human resource management For an organization to achieve the best returns in a competitive market environment there should be the focus on workforce and talent management. Scholarly sources have pointed out that the center of talent management concerns attraction, proper selection, engagement, development and retaining of the best employees to enhance the organizational sustainability. Despite the fact, organizational performance can be enhanced by proper rewards and good payments, talent management and leadership organizations have taken toll as one of the best strategy. Moreover, talent management aims at improving and maintaining the organizational sustainability (Belout & Gauvreau, 200, Para 75). Credible sources have confirmed that human resource department in every institution must have a compelling mission to improve the organizational value while providing the support plan and institutional strategies necessary to deliver the best productivity within an organization. Talent management and human capital is an integral part of an organization that provides that top brass management of an organization with access to important issues of both public and private interest. As such, human capital has the responsibility to deliver the role of the organizational ability to identify actions of different of varied performance segments to ensure that the best innovative skills are maintained within an organization. Drawing from the United Nations talent management report of 2008, both public and private organizational success is to ensure that all the innovative aspects of human capital are maintained within an organization and deployed for future success. Ultimately, the report provided that strategies related to talent management must be built on coherent models of leadership (In Ariss, 2014, p. 65). Personal leadership attributes According to Lussier & Achua (2010, p. 52), the success or failure of every effort is mainly dependent on the quality and type of leadership. As such, self-awareness may not only get recognition as part of the leadership traits, but also as an important element towards the realization of performance and a distinctive measure in the organizational development. On an opinion, the desire to learn enables one to work tirelessly to achieve the best leadership objectives. Besides, it is noted that one can learn issues of leadership awareness through self-analysis and humility. Leaders who are perceived to possess high levels of self-awareness are not only recognized as some of the best leaders, but it also gives relevant information concerning leadership skills of such leaders. Therefore, honesty and individual courage are fundamental elements that make leaders be graded as either performers or nonperformers. The success of any leadership is characterized by communication and vision as some of the important aspects towards achieving the leadership skills. Such elements help in the ignition of passion and aspiration to perform the best a leader (Lussier & Achua, 2010, p. 52). When it comes to issues of personal leadership, personal declaration often raises the level of leadership effectiveness. As such, every leader must understand his capacity and make a personal assessment of the strengths and weakness then make a proactive effort to correct on areas that seem to be characterized by default. Individual leadership efficacy Despite the presence of many theories that seem to ascertain personal leadership traits, the success to explore such traits depends on skills and individual qualities. For instance, communication skills are considered important elements in leadership and management. However, if a manager lacks self-control may not be able to apply communication skills as part of leadership and management the moment temper takes over the course explains (Clawson, 2002, p. 54). As such, communication skills would be of no use. Some of the personal leadership and behaviors that are believed to support effective leadership and management contains the following traits. Passion Most leaders have got the passion to the extent that the best leadership and skills are lost in the process of exercising the authority. Most scholars have pointed out that such leaders susceptible to doing the opposite of what a good leader is suppose to practice totally. Therefore, such leaders only deliver according to their passion (Ricketts, 2011, p. 65). Openness Communication has been singled out as an important element in exercising and achieving of effective management. As such, a leader must have the best communication skills both in the heart and action. Moreover, openness is also important quality that helps in effective communication (Browne & Keeley, 2007, p. 125). Conclusion The paper has discussed some of the important elements with respect to personal leadership and talent management. Innovation and talent management have been discussed as some of the best traits that an organization cannot afford to exist without such availability. As such, different amount of potentiality, most organizations have not taken keen interest to explore the potential in every person and develop a cluster vital to the achievement of the organizational goals and objectives. Besides, the paper has also discussed how a leader can develop personal trait to help raise the effectiveness. Despite that fact that nothing can change personal qualities, it is necessary for a leader to put in more effort so as to show the presence of such qualities. References: Baron, A & Armstrong, M. (2007). Human capital management: Achieving added value through people. London: Kogan Page Ltd. Belout, A & Gauvreau, C. (2004). Factors influencing project success: the impact of human resource management. International journal of project management, 22(1), 1-11. Browne, M & Keeley, S. M. (2007). Asking the right questions: A guide to critical thinking (Vol. 119, p. 147). Pearson Prentice Hall. Clawson, J. (2002). Level three leadership. Prentice Hall. In Ariss, A. (2014). Global talent management: Challenges, strategies, and opportunities. Lewis, R & Heckman, R. (2006). Talent management: A critical review. Human Resource Management Review, 16(2), 139-154. Lussier, R & Achua, C. (2010). Leadership: Theory, application, skill development. Australia: SouthWestern/Cengage Learning. Oakes, K & Galagan, P. (2011). The executive guide to integrated talent management. Alexandria, Va.: ASTD Press. Ricketts, C. (2011). Leadership: Personal development and career success. Clifton Park, NY: Delmar. Tony, D. (2007). Talent assessment: A new strategy for talent management. Aldershot: Gower. Read More