Talent Management in CDG a Boeing Company - Essay Example

? Talent Management in CDG a Boeing Company Table of Contents Table of Contents 2 0 Chapter one: Introduction 4 1.1 Talent Management 4 1.2 Research aim 4 1.3 Research Objectives 5 1.4 Research Questions 5 1.5 Boeing Company 6 1.6 Structure of Discussion 7 2.0 Chapter two: Literature Review 7 2.1 Talent Management 7 2.2 Advantages and Disadvantages of Talent Management 9 2.3Talent Management Model 9 3.0 Chapter Three: Research Methods 10 3.1 Philosophy 10 3.2 Inductive and Deductive 11 3.3 Quantitative and Qualitative 12 3.4 Methods 12 3.4.1 Sampling 13 3.4.2 Data Collection 14 3.4.3 Analysis 14 3.5 Reliability and Validity 15 3.6 Limitations 15 Chapter Four: Findings and Discussion 16 Chapter Five: Conclusion and Recommendation 16 Bibliography 16 List of Figures Figure 1: Talent Management Model 10 1.0 Chapter one: Introduction 1.1 Talent Management Organizations are currently embracing Talent Management as a tool of attaining organizations goals and objectives. As such, Talent Management aids in attaining competitive advantage of organizations through production, addition of market value, and organization effectiveness (Mihelic, K, and Plankar 2010). According to Rog (2008), Talent Management is a significant factor, which determines the ability of the organization to acquire and retain essential talent successfully. Moreover, Talent Management in an organization establishes the extent of employee engagement in performance of various organization activities. 1.2 Research aim Companies face workforce cost in the overall running of their business operations. As such, an effective analysis of the processes of recruiting and hiring employees provide insights and visibility of areas, which a company needs to improve. This is because maintenance of employees who have the capacity and potential to perform leads to improvement in the performance level of the company. According to Peter (2008), companies have discovered that having the best talent enables them to have a competitive advantage in the global economy. Currently, there are few companies, which have a sufficient supply of talent (Peter 2008). This depicts that talent has become a limited resource, which companies have to focus on managing effectively in order to attain success in their performance levels. Continental Data Graphics (CDG) a Boeing Company belongs to the aviation industry since the company deals with the provision of software and engineering solutions for defence and aerospace industries. As such, the company needs to have an effective Talent Management structure, which will enhance in attainment of competitive advantage. Bent (2011) argues that professionals within the aviation industry are declining substantially. This depicts that CDG Company needs to adopt an effective Talent Management strategy, which will enhance in attainment of success of the company. Sean and Kleiner (1999) postulates that benefits and compensation, development and training, and provision of incentives, which include medical coverage, are some of the needs of employees, which Talent Management in a company has to focus on satisfying. Therefore, this research will focus on identifying and evaluating the process of Talent Management in CDG Company. Further, the research will identify how CDG Company performs in the market of labour shortage due to various labour dynamics. 1.3 Research Objectives This research is governed by the following objectives: 1) To define Talent Management and Talent 2) To discuss the process of Talent Management 3) To discuss the advantages and disadvantages of Talent Management 4) To describe the current Talent Management Strategy of Boeing Company 5) To identify employee’s perceptions of Talent Management at Boeing Company 6) To propose improvement to Boeing Company current Talent Management Strategy 1.4 Research Questions This research is governed by the following research questions, which will aid in attaining objectives and aim of the research. 1) What is Talent Management and Talent? 2) How does Talent Management work? 3) Why should organizations have Talent Management Strategy? 4) What is the current Talent Management Strategy of Boeing Company? 5) What are employee’s perceptions on Talent Management at Boeing Company? 6) How can the current Talent Management at Boeing Company be improved? 1.5 Boeing Company According to Yenne (2005: 12), Boeing Company is a multinational aerospace company founded in 1916, in America. William E. Boeing is the founder of the company. The company is engaged in missile defense, manufacture, development, design, support and sale of commercial jetliners, satellites, and military aircraft, launch of services and systems, and human space flight. According to New York Times (2012), the company has five segments of operation, which include Boeing Capital Corporation (BCC), Global Services and Support (GS&S), Boeing Military Aircraft (BMA), Commercial Airplanes, and Network and Space Systems (N&SS). Boeing Company needs employees in its technical expansion teams, as well as management teams. As such, the company needs to adopt effective strategies, which will enable it in maintaining the right talent at these segments. Moreover, Boeing Company belongs to the aviation industry, which has recently faced stiff competition in terms of qualified labour, which is needed to run the various operations of the aviation industry companies. This depicts that Talent Management is a crucial factor of consideration for this company. In addition, as the company undertakes extensive product development and innovation, as well as expansion into new markets, the company needs to have the right talent. This is because the right talent will aid the company in attaining competitive advantage in both new and existing market environments. This will occur as a result of improvement in performance level of employees. 1.6 Structure of Discussion This discussion is comprised of five chapters, which include the introduction, literature review, research methodology, findings and discussions, and conclusion and recommendations. 2.0 Chapter two: Literature Review 2.1 Talent Management Talent is a term, which indicates individual competencies in performance of various activities in organization (Schwartz, and Liakopoulos 2010). This includes the ability of an individual to posses the desired skills and competency levels in an organization. On the other hand, Talent Management illustrates the functions, which are performed by the human resource department of an organization. These functions include recruitment and selection of employees and career, development and succession of employees. Further, Talent Management in an organization may depict the model or prediction of human resources functions in an organization. This is based on attrition, growth, demand and supply, and workforce skills of employees. Finally, Talent Management may have the perception rewarding and developing the talent possessed by an employee (Sharma, and Bhatnagar 2009). Talent Management is a tool that companies adopt in order to ensure that talent is directed at the right time and place for the purpose of attaining success in the functions of the company. This depicts that, without Talent Management, companies puts their productivity at risk (Mihelic, and Plankar 2010). The process of Talent Management in a company is comprised of attracting workforce, recruiting workforce, training and developing workforce, motivating workforce, and retaining workforce in the company. Therefore, effective Talent Management in a company leads to risk mitigation and creation of value of the company. There is a growing need of Talent Management in organization due to aging workforce, shortage of skills, and the emergence of globalization, as well as knowledge workers. Haskins and Shaffer (2010) argue that talent building in an organization should be based on delivering measurable results, be integrated, future focused, and business driven. This is essential since organizations live and survive due to the capacity of human beings to create value in the operational processes of the company (Schweyer 2004: 002). This human power has been regarded as an intangible asset, which some scholars refer to it as human capital. As such, companies create their human capital through support and building of their workforce. This occurs since when the human capital in a company is effective in performing its activities, the company has the potential of attaining a competitive edge, undertaking innovation, having substantial growth, and utilizing its environment effectively. This depicts that human capital is the power towards attainment of a company success while talent acts as a strategic natural resource, which supports human capital. Therefore, talent is significant for the prospering and growth of the company. However, talent must be directed at the right time and to the right places in order to attain success in the functionality of the company. This aids in attaining a return of investment on talent. Current companies face dynamics on workforce demographics. This involves the flow, demand, and supply of talent into the company. As such, adoption of a Talent Management system in a company is crucial in order to maintain an effective and reliable human capital for the organization. In organizations, Talent Management is possible when such organizations integrate technology in the talent Talent Management. This technology is Web-based technology, which comprises of database technology, e-mail, search engines, and browsers. The technology enables gathering, analyzing, and measuring of Talent Management data in a company. The data gathered is used to create workforce and candidate profiles. 2.2 Advantages and Disadvantages of Talent Management Talent Management is an effective means of attaining a competitive advantage in a company (Vaiman, and Vance 2008: 3). As such, companies have the potential of pursuing their objectives, which are difficult to imitate, rare, and valuable. Further, Talent Management enables an organization to be committed to their goals, have excellent innovation, and retain a large pool of resourced employees who have the capacity of leading to improvement in the performance of the company activities (McCartney 2010). Nevertheless, Talent Management may lead to development of inequality in the treatment of employees. Such a situation may arise in cases where there is a poor structure of the Talent Management process. 2.3Talent Management Model Figure 1 indicates the Talent Management model, which will be adopted in the analysis process of Talent Management at Boeing Company. Figure 1: Talent Management Model CDG Limited a constituent of Boeing Company has adopted a leadership model, which is “Leaders to teach Leaders”. This model has a limitation on the effectiveness of leaders teaching the junior members of staff. On the other hand, the model has merits in that leaders devote their resources on teaching since they are rated based on their output of teaching. This has acted as a tool of Talent Management at CDG Company. Moreover, the company has adopted effective candidate ratios, which are employed in the process of talent management. This ensures that candidates do not have multiple short listing for further succession. 3.0 Chapter Three: Research Methods 3.1 Philosophy According to Midgley (2000), philosophy is a crucial process in the methodology design that aids in identification of a system for adoption in the methodology of a research that has no dependence on other systems. The philosophy identifies the process, the content, language, and knowledge of the methodology needed for a given research. In addition, philosophy aids in making judgements that outline the boundaries of the research methodology process (Chiara 1997). The philosophy of methodology demands that the methodology adopted for research be stated. After the statement, of the methodology, an analysis of the methodology takes place and an explanation of the methodology accompanies the analysis process. However, the methodology needs a support. This support occurs through presentation of arguments that favour the adopted methodology for the research work. Moreover, situations may arise in which objections to the adopted methodology emerge. To counter this, philosophy of methodology demands an extensive examination of possible objections. A comparison of the available methods for adoption in the research work assists in the examination of objection to a methodology adopted. Finally, there is a need for development of a clear response to the methodology objections (Woolf 1975). 3.2 Inductive and Deductive Inductive research is an approach to research, which has basis on observations. As such, data gathering occurs through observation of phenomenon of interest. On the other hand, deductive research involves the approach of using general ideas for the purpose data collection (Richard 2001). These ideas include laws, theories, and principles among others. As such, hypothesis may be formulated during the research process for the purpose of testing the ideas. Therefore, the study to be conducted will focus on using deductive approach since all the activities to be carried out are stated. 3.3 Quantitative and Qualitative The most commonly used approaches to research methodology include the qualitative and quantitative methods (Rocco et al. 2003). The qualitative approach addresses human or existing social problem. The approach employs the use of enquiry process that has a characterization of establishment of a holistic and complex picture by use of words. Further, the approach conducts research in a natural setting, and informants provide the raw data that is analysed. On the other hand, quantitative approach aims at theory testing. This includes all variables determined by use of numbers. The data gathered finds analysis through the use of available statistical tools for analysis. Qualitative method is a subjective research approach, which has a characterization of identification of new knowledge, participation in the fieldwork, and use of the researcher as the key source of primary data. In the research process, the personnel conducting the research aim at getting the meaning of existence of a phenomenon and nature of reality. Moreover, the researchers have limited concerns on the outcomes and have more concerns of the research process. Qualitative method finds use as a descriptive study approached in an inductive manner (Greene and Caracelli 2003). However, the analysis of qualitative data may use statistical tools that aid in making accurate inferences concerning the collected data. 3.4 Methods The most commonly used methods of collecting research data are quantitative and qualitative data research methods (Rocco et al. 2003). Nevertheless, some researchers employ both methods in their research work in order to improve on validity and reliability of data gathered. With reference to this, the research to be conducted will focus on using mixed research methodology. University of Nebraska (2005) outlines that mixed research methodology is characterized of both primary and secondary data research methods. Primary research uses survey (interviews and questionnaires), and observation as the tools of data collection. On the other hand, secondary research gathers data through the use of any literature material, which is relevant to the topic of research. Sources of secondary research include books, company publications, company websites, and company journals, which contain publications on the topic of research. As such, mixed methodology provides an opportunity of integrating research data from one method to another method (Sieber 1973). This acts as an effective means of attaining reliability and credibility on research data. The research to be conducted is categorized as social research. This is because the research is based on study of human functions in a company. Mixed methodology aids in attaining credibility of social research. This occurs since mixed methodology ensures that data replication does not occur during the research process (Campbell and Fiske’s 1959). According to Greene and Caracelli (2003), mixed methodology eliminates non-sampling error. This is because multiple data sources are used. This provides redundant information that is crucial in data collection. Moreover, mixed methodology provides a room of capturing data, which would not be captured if one research method is used to collect data. According to Thapa and Burthc (1991), data collection process, in research, has weaknesses and strengths. Therefore, mixed methodology counterbalances between strengths and weakness of data gathering process. This aids in attaining accurate and reliable data for the research being conducted. 3.4.1 Sampling This research is focusing on Talent Management in CDG a Boeing Company. As such, a sample population of 20 participants will be selected randomly. The selection process of the sample population will employ statistical techniques of random sampling. This sample population will comprise of 5 members of the management team, 5 team leaders, and 10 employees without any leadership responsibility. The sample will be subjected to scaled questionnaires and face-to-face interviews. This will enable to gather substantial data for making comparisons. The selection of 20 participants for this research will be adequate to collect substantial research data. This is because the selected composition of the sample population will be easy to handle and there will be substantial time to conduct research. A trade off exists between sample size and cost of research. As such, the selection of the sample size has considered the resources, which will have to be dedicated to the research process. 3.4.2 Data Collection For the research, the collection of data will begin with the structuring of questionnaires and interviews in a manner that questions included will be able to elicit a response from the selected sample population. The questions will include projective questions, factual questions, and attitude and opinion based questions (Powell 2004). Axinn and Pearce (2006) claim that the use of questionnaires in research is based on the fact questionnaires can be disseminated or posted directly to the respondent. In addition, questionnaires are easily collected. Secondary data, which will be used in the research process, will be gathered from all publications based on talent management at CDG Company. Both primary and secondary data will be combined for the purpose of obtaining an accurate data. Moreover, statistical tools will be used in the research process in order to evaluate response from the sample population. 3.4.3 Analysis Analysis of research data will focus on using descriptive statistics. This will involve the use of various statistical and mathematical tools in the data analysis process. Mathematical and statistical tools are widely used in the analysis process of data collected from research work. Moreover, these tools aid in representation of data, identification of relationships, and making conclusions on data gathered. In order to analyze the data effectively, research results will first be summarized and classified with reference to their inherent relationships. Mathematical and statistical tools will then be employed on the summarized data. An important statistical tool, SPSS software, will enable in transforming of raw data from research into visual forms, which include graphs and charts. This will create an opportunity of making inferences, conclusions, and recommendations on research data gathered on CDG Company on talent management. 3.5 Reliability and Validity The research will attain reliability by conducting a pre-test of data collection process. Further, reliability will be attained through the use of cross-check questionnaire. On the other hand, the study will attain validity in its data collected by selecting the sample population to be used for the research carefully. Moreover, validity will be enhanced through replication of the process of data collection 3.6 Limitations The study, which will be conducted, will concentrate on one company of Boeing, CDG, which means that the data collected is reliant on the quality of information, which is extracted from this sample population. The other limitation for the study is based on the research method. As such, the use of questionnaires for data collection presents a limitation based on the fact that respondents may not cooperate. That is, respondents may fail to fill the questionnaire or return the questionnaire after filling. Interviews limitation has basis on time consumption and inability of the respondent to provide reliable information. Secondary data limitation occurs since the researcher use data that he or she never participated in the collection process. Chapter Four: Findings and Discussion The expected findings when the research is conducted include the strategy, which Boeing Company has adopted for Talent Management, and the perception of employees towards the adopted strategy by the company. Moreover, the Talent Management model adopted will facilitate in evaluating the Talent Management strategy adopted by Boeing Company. The research will also be in a position to evaluate the benefits, which Boeing Company extracts from the adoption of its current Talent Management model. Chapter Five: Conclusion and Recommendation Anticipated conclusion will be based on the Talent Management strategy adopted by Boeing Company. In addition, after the research is conducted, a recommendation will be made, which will be based on Talent Management at Boeing Company. Bibliography Axinn, W, & Pearce, L. 2006. Mixed Method Data Collection Strategies. 32 Avenue of the Americas, New York: Cambridge University Press. 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