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Talent Management: The of Porter Novelli - Case Study Example

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Talent Management: The Case study of Porter Novelli Name of Institution Date: Introduction Porter Novelli is a leading global marketing communication organisation and in 2004; the firm carried out strategic assessment to come up with a vision that would guide it over a period of five years (Waldron, 2010)…
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Talent Management: The Case Study of Porter Novelli
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"Talent Management: The of Porter Novelli"

Download file to see previous pages Consequently, senior management recognized the need to streamline the human resource management to ensure that it had the ability to implement the strategy and therefore the firm hired a chief talent officer (CTO) (Waldron, 2010). He had the role to design and implement a systematic human resource process and from his perspective, the implementation of the vision revolved around ensuring that all the employees became engaged by understanding what it meant to them (Stahl et al., 2012). The four principles identified by the CTO in ensuring engagement among all the employees is to define what is expected of them, understanding how success would be defined, the reward that awaits them in achieving the results and whether the firm was ready to eliminate the barriers that hinder success and provision of the necessary materials (Waldron, 2010). The CTO was familiar with the Drotter Leadership Pipeline and intended to use it in the organisation. Drotter result-based approach is intended for use by professional firms and is useful in selection, talent management, and planning trainings. Performance in the organisation was a problem given that there was lack of leadership competencies model. This paper will evaluate the effectiveness of roles performed by leaders in creation of performance management strategy and will bring out a five point criteria for assessing the effectiveness of talent management strategy. It will also provide a critique of the components of talent management strategy and outline functional components of talent management. Evaluating Effectiveness of roles played by strategic leaders in creation of performance management strategy The leaders played various in the development of a performance management strategy. Firstly, the senior leaders headed by the CEO enforced a clause that would ensure that each individual would be accountable of their actions. Moreover, the leaders enhanced the interconnectedness of the operations of the company. The leaders were called upon to prioritize global interests above the interests of individual offices and multi-regional client accounts were became critical. This call by the leaders is critical in ensuring the company grows internationally but has several weaknesses in when developing a performance strategy. When advocating of individual accountability, the leaders allowed the company to evaluate the performance of its employees but fails to recognize the role of team work in enhancing productivity of a company (Nuria and Rafael Garcia Rodriguez, 2010). The call on employees to assess the performance of its employees based on the multi-national client accounts fails to recognize to allow the offices to concentrate on the customers within their region and promote overall growth of the company (Saini, 2010). This may lead to unnecessary competition among the offices. The second role played by leaders was to develop a vision for the company which entailed business planning and team building for the senior management where the company would review its internal and external environment and proposing alternatives strategies. The leaders developed a small team to guide the process of strategy implementation. The team proposed a new methodology for management training and ...Download file to see next pagesRead More
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