Sustainable Talent Management - Performance Management to Measure Employee Talent - Assignment Example

Nowadays, the digital progress and rapid development of business have established the conditions of fierce competition on the majority of markets around the world. As a result, organizations are to search for various innovative and effective ways, approaches and methods that can enhance their competitive edge and provide a competitive advantage over rivals. In turn, employees are the essential resource, which contributes to an organization’s success. Thus, an appropriate approach to managing and developing talents is exceedingly important for ensuring a prosperity of an organization. In order to ensure sustainable talent management, organizations should develop an appropriate strategy, and set corresponding objectives. Therefore, this paper is aimed at a determination of appropriate performance management process to measure employee talent, as well as an analysis of the key concepts of talent pools and talent review. In addition, the purpose of the paper is to develop appropriate talent management objectives to measure functional expertise and assess the key elements of global talent management allying to Apple Inc. Eventually, it would be appropriate to recommend a process, which can intensify a sustainable talent management process.

Determine which performance management process you will employ to measure employee talent.

Primarily, it is necessary to define some performance management processes to employ in order to accurately measure employee talent. Taking into consideration the strategy from the assignment 3, the most suitable performance management processes are continuous coaching and performance assessment meetings. To be more specific, coaching signifies constant providing employees with guidance, support, and direction. Consequently, “as a coach, managers need to recognize strengths and weaknesses of employees and work with employees to identify opportunities and methods to maximize strengths and improve weak areas” (Lockwood, 2006). Thus, managers would be able not only to intensify the development of the personnel and meeting objectives of the organization but also to measure employee talent and progress.

In turn, applying of performance assessment meeting would ensure objectivity and accuracy of the evaluation. It means a review, summarizing and highlighting the employee’s performance over the course of a time period. Performance assessment meeting includes analysis of both a manager evaluation and іelf-assessment of a worker’s performance. The reason is that a manager can overlook some details; thereby, make a mistake measuring an employee. Hence, a manager would be able to take into consideration and analyze various points of view. Consequently, it provides a supervisor with an opportunity to correctly measure performance basing on two sources of information.

Analyze the key concepts related to the talent pools and the talent review process.

In these days, HR departments have numerous responsibilities and duties. A human resource department is to resolve different human capital issues, as well as support an organization in solving various potential obstacles. One of the potential problems that can be faced by an organization is the demand for talented and high-qualified staff. There can be a generous number of causes for this demand. In the most, talented and high-ranking people tend to leave organizations searching better one. At this point, the organization faces significant difficulty as it is a sufficiently complicated process to choose an appropriate person for taking greater responsibility. In turn, “talent pools, also known as acceleration pools, are groups of high-performing, high-potential employees who are being developed to assume greater responsibility in a particular area” (Bruce, 2014). These employees form the basis of best-practice talent pool-based succession planning. In the most, those employees who were placed in a talent pool have outstanding abilities, and attributes, as well as specialization in various fields. Thus, these people are able to sustainably perform duties of various positions within a company.

In addition, in order to meet business needs of a company, there should be conducted talent reviews that evaluate capability, potential and capacity of employees within an organization. To clarify, “talent review is the mechanism by which High Potential People (HiPPos) are identified and filtered into the organization’s accelerated promotion or development programs” (Bruce, 2014). In general, talent review process is a set of interviews or meetings, which helps managers to understand the career goals, the degree of readiness to promotion, strengths, development needs and plans of employees. Due to these strategies, managers would be able to understand a talented employee’s degree of readiness to be promoted. Besides, this kind of review is used in evaluation the state of an organization leadership talent pool. In other words, the reviews are used in order to fill some future leadership gap in an organization.

Develop appropriate talent management objectives to measure functional expertise.

Above all, it is necessary to mention that managers should focus on the desirable end results in order to effectively develop the objectives of measuring functional expertise. In addition, any talent strategy has to be closely aligned with the business strategy of an organization. In this case, the business strategy and objectives would determine the quantity and quality of talents that are needed for ensuring successful operation of a business (Silzer, 2010). Usually, the most successful companies employ the concept of a tight connection between organization strategies and succession management strategies. It would be perfect for talent managers to gather all possible information from advisory individuals and service partners, as well as participate in various processes in which a talent is involved, in order to successfully assess him or her. Drawing on Silzer, “the most successful plans for talent management are planned and operated by those HR departments that are supported by their senior management enthusiastically, with the resources, budget, and communication needed” (2010). Furthermore, it would be proper for the HR director to have constant communication with top management in order to be involved in an organization’s business strategy. Hence, an HR director would be able to involve a top management in both the talent management strategy and process. Undoubtedly, such a practice would facilitate making functional expertise, as well as make it more identifiable.

Assess the key elements of global talent management as they apply to your organization.

In order to assess the key principles of global talent management as they apply to Apple Inc., it would be appropriate to determine these key elements. The first principle of global talent management is Alignment With Strategy, which signifies that business strategy of a company should closely align with talent management strategy. According to Günter K. Stahl and Ingmar Björkman, “corporate strategy is the natural starting point for thinking about talent management” (2011). Thus, the talent needs and strategy should be based on the business needs and objectives of an organization. The second key element is Internal Consistency. It signifies that an organization’s talent management practices should work with each other in synergy. For instance, it would be immensely unprofitable for a company if talents that have been intensively trained would leave the organization.

The third principle is Cultural Embeddedness, which means considering corporate culture as the essence of ensuring sustainable and competitive advantage. Therefore, by means of applying this principle, organizations “make deliberate efforts to integrate their stated core values and business principles into talent management processes such as hiring methods, leadership development activities, performance management systems, and compensation and benefits programs” (Stahl & Björkman, 2011). The next key element is Management Involvement. To clarify, it signifies that talent management process not only requires an involvement of HR department but also all managers and supervisors. The success of developing talents is based on the constant commitment to talent management by a whole organization. The last principle is Balance of Global and Local Needs, which signifies that companies should adhere to the global HR strategy while operating in various countries. To be more specific, local needs should not prevent a coherent management approach and HR strategy.

Apple Inc. perfectly applies the principles such as Alignment With Strategy, Internal Consistency, Management Involvement. and Cultural Embeddedness. The company actively search for and develop talents in order to reach its main business objectives. For instance, the level of salaries and treatment to employees in Apple Inc. perfectly corresponds to the company's business strategy, which roughly speaking means providing the products of the highest quality at high prices. As a result, the company looks for the most responsible, creative, flexible and highly-qualified personnel. In terms of Internal Consistency, all supervisors and managers of the company follow the goals of the talent management as after the successful implementation of any job, the employee immediately receives a new and significantly different from the previous one. Therefore, the personnel quickly master and learn new tools. This approach enables personnel to be aware of the necessity of being prepared for different challenges. The balance of Global and Local Needs is not applied so well as the organization operates in some countries with a specific culture such as China. Therefore, the company does not manage to maintain a coherent HR strategy management approach and in some regions.

Recommend a process that optimizes a sustainable talent management process.

In the current conditions, optimization of a sustainable talent management process is necessary for the organization in order to stay competitive. In order to ensure an opportunity to intensify the sustainable talent management, the company should keep an up to date talent review process as it is an essential part of competent succession. Therefore, the essential attributes are talent review attendance and process integrity. “The process integrity refers to the consistency and quality of the process throughout the firm and the resulting reliability of the talent data from this consistency. A combination of both high performance and integrity is expected to be part of the foundation of a successful firm” (Silzer, 2010). In turn, in the identification of potential leaders, consistency would provide high-quality talent data. The Talent review enables top management and representatives of HR department to clearly identify strengths and weakness of talents and the strategy. In addition, it provides them with an opportunity to cooperate in the evaluation of different impacts and benefits of a particular talent management strategy, as well as discuss any necessary changes that can contribute a lot to the company’s sustainable development and support to reach the objectives.

Conclusion

The paper represented the determination of appropriate performance management processes measuring employee talents such as coaching and performance assessment meetings. In addition, there was conducted an analysis of the key concepts of talent pools and talent review. There were developed appropriate talent management objectives to measure functional expertise. Then, there were assessed the key elements of global talent management applying to Apple Inc. such as Internal Consistency, Alignment With Strategy, Management Involvement, Cultural Embeddedness, and Balance of Global and Local Needs. According to the assessment, the organization successfully employs almost all of them. Finally, there were provided the recommendations with regard to a process, which can optimize a sustainable talent process.