Essence of Talent Management within an Organization - Case Study Example

The Essence of Talent Management Within an Organization

The talent of a person is known to bring much benefits in case if it is properly used and recognized in time. It acts as a 'bar,' which are equal to other employees. Talent is able to ignite their enthusiasm and colleagues' unusual, creative approach to problem solving. It would seem that this is a solid pros. However, in practice the talent management is not so simple. First, the talent must be “inscribed” in the team, otherwise instead of 'engine' it can cause differences in it. Second, the talented employees are of different number of qualities that make managing a very difficult task (Nafei, 2015).

Talent in business (the real economy) is a man with a high level of professionalism and competence, the assessment of which is made by two parameters, professional competence (which presupposes the assessment of professional knowledge and skills, and results of work); and competence (that is appropriate to the level of development of management skills (e.g.,

used corporate competence) which, in turn, are determined by the company's strategic objectives and deliver the requirements for personal characteristics and motivation of each employee). Therefore the purpose of this paper is to investigate the essence of talent management within an organization which has 200 people employed and twenty of them are leaders. This paper, in addition, is to provide the talent management strategies for the very this organization. As an example of the organization, the Apple Company has been chosen.

Understanding the Talent Management

The term, “Corporate Talent” means a staff with high professional potential, capable of active development and promotion, and not 'ready' for the management of the next management level (Nafei, 2015). Therefore, taking a decision, you must take into account both the current level of development of management skills, and potential for growth and development.

All this requires a search for new ways to manage, as many management principles inherent in corporations today, really unacceptable (the initiative as an opportunity to implement the plan, the stability of the workplace, and so on) (Hatum, 2010). The talent management, on the other hand, in particular, is due to the talent of resistance, due to start braking phenomenon can occur processes. Such resistance can not see, touch, hear, but it can be felt.

A sample list of activities which often cause resistance, including the launch of a business project for the sake of profit, spiritual perfection, learning anything, an act that requires courage, creation of an organization to help others, the decision to take a clear position in a difficult situation, and others (Nafei, 2015). Thus, the talent Management is an attempt to predict what human resources need company, and create conditions for their early involvement, that is HR managers need to forecast demand, in order to determine on what professions and levels of competence may be necessary, and then find ways to engage them exactly to the date when they will be needed (Hatum, 2010). Thus, talent management is associated with the constant struggle with the variability and uncertainty.

It is believed that the term “talent management” appeared in 1990 to refer to innovations in the field of human resource management, which are based on management of human potential (Davis, 2007). A large group of Western scholars talent management considers synonymous with human capital management, recognizing the “establishment” of the system to ensure the talents major problem (Scullion & Collings, 2011; Davis, 2007). The same authors assumed that the talent management issues arise that are developed or selected talents, whether to manage their performance, whether they require a special pay, promotion and retention at the workplace must be (at least), and so on. Numerous investigators believe that talent management system the most powerful tool for the implementation of talent of the 20th century. It changes the perception of the talents, passing from the 'struggle' with them to their cultivation (Hatum, 2010; Scullion & Collings, 2011). The theory according to which the talent breaks itself is gone, replaced by a talent management, which is a program that was once part of the HR strategy only for some employers, even before the crisis has had time to become a trend.

Talent Management is the realization of an integrated approach to the management of the various HR-processes, including recruitment, fast adaptation (onboarding), development and training, performance management, succession planning and leadership positions. Talent management is a system of organizational, economic and socio-psychological measures aimed at increasing the level of competence in critical, from a business point of view, the activities through the implementation and development of programs to attract, acquire, develop, promote and retain talent. Thus, talent management is the company's targeted efforts to the creation, development and use of a cohort of talented employees who are able to effectively solve complex business problems (Scullion & Collings, 2011). This is not a program or project, and the system that operates in a continuous mode, the outflow of search and selection of talented employees, their evaluation and use, increase the motivation of all employees of the organization to work effectively.

Talent Management Strategy

In order to work with talented people, we need to develop a talent management strategy. The strategy may consist of the following aspects,

AUDIT OF TALENTS:

Audit of talents, ie the identification of those employees who have the potential. Also, the audit can be used as a tool to identify potential hazards care talented employees of the organization and outline steps by which you can save these people.

ROLE DEVELOPMENT:

Talent management includes the development of roles that people play. Role Development gives responsibility, challenges and ensures the autonomy necessary for the role of passion and motivation. it also involves steps to ensure that people are given opportunities and encouragement for research and development of these roles. Talent management focuses on the roles of flexibility – gives people the opportunity to develop their role, more extensive use of their talents.

RELATIONSHIP MANAGEMENT TALENTS:

Managing relationships with talent is the process of building a productive relationship with the people playing their roles. The goal is to achieve commitment from the talents that ensure the commitment of people and their work organization.

DEPARTMENT OF LABOR INDICATORS

Labor Department figures directed to the planning of training and promotion, which allows you to keep most of the 'talents.' It is also possible to conduct a risk analysis to estimate the probability of care talent of the organization.

THE TOTAL REMUNERATION:

Total compensation strategy provides financial and non-financial rewards that can contribute to the commitment and dedication of talented employees, showing the latter as they are valued

for their contributions.

TRAINING AND DEVELOPMENT

Policies and programs of learning and development are critical components in the development of talents is a guarantee that people will acquire the skills and competences they need, as to talented personnel is very important professional and personal growth.

CAREER MANAGEMENT:

Career Management includes career planning and succession management processes. Career planning forms the movement of people within the organization, the success of certain profiles of employees and labor performance, capacity and preferences of individual employees.

CREATING “GORGEOUS PLACE OF WORK”:

To ensure that the organization is perceived as a magnificent job, is to make it as the employer of choice, ie be a place where people want to work. People have a desire to work in this organization, and began to work, they want to stay in it (Scullion & Collings, 2011). In order to acquire a reputation as a good employer nationally and even at the local level, it will take time. But the effort will bear results. Overall strategy may include these components, or may be to focus only on some of them. The decision rests with the organization.

To further explore the work of this innovative tool, it is necessary to consider how talent management is used in large organizations (Hatum, 2010; Scullion & Collings, 2011). Many companies develop capabilities dominance in their industries. A striking example is the company of Apple. Apple uses its talent management principles, which differ from those generally accepted. Apple Inc. has a unique reputation around the world that can be compared with the cult in consumer electronics, through the use of new technology and its aesthetic design. In 2014, Apple was ranked first in the world by market capitalization. In 2013 this figure was only Apple's 21%: the year the company grew in value terms by 80% in the number of units sold – by 60% (Nafei, 2015; Scullion & Collings, 2011). All this suggests that Apple is a giant in the industry, so it is the talent management system in the company has been selected for analysis.

Conclusion

It is possible to claim that this approach provides the company with the most agility management policies and corporate culture of Apple, underpinning the need for preparedness

commit a new stride. Apple is certainly looking for a high-spirited self talented staff, but the main secret is in the process of adaptation. Apple's corporate culture has the following strategy: after

the successful implementation of any job, the employee immediately receives a new and significantly different from the previous one. Thus, the personnel needs to quickly learn and master the new tools. such representation corporate culture enables employees to understand that in this company, they should always be prepared for the challenges and outstanding tasks.

Apple'sstaff operates the company with the help of unconnected, disparate teams that compete against each other, do not really understand the purpose and practical use problems. In such a system, it is obvious that the employee, who will dull his work, a long time will not stay in the company, as the main purpose of the selection of staff is ready to fast-changing load or even a passion for challenges and significant change. Apple's ability to develop and dominate in diverse sectors directly linked to the unusual talent of the company, the method of management talent and approach to the construction of the image, which are necessary for the successful development of entirely new fields of activity.