Sustainable Talent Management - Assignment Example

? Sustainable Talent Management Task Sustainable Talent Management Introduction Talent management refers to the systematic attraction, development and deployment of individuals who add value to an organization by conducting critical administrative processes. Organizations should consider sustainable talent management because they can benefit from a proficient and retained workforce. Concurrently, employees benefits from an organization that encourages and boosts them to attain their goals. Performance management process you will employ to measure employee talent Several performance management processes could be useful when measuring talent amongst employees at the ABC Company. Many leaders experience challenges while trying to gain sustainable competitive advantage in the current dynamic business environment. Organizations have created an environment that supports talent management and advances peoples’ needs. This is with the intention of addressing challenges that may arise (Deb, 2005). It is vital for the performance management process to allow persons with the right talent to handle specific tasks at an appropriate time. Most organizations handle varied issues affecting the line executives and human resource professionals in their businesses. Organizations apply different management process to measure employee talents. This is apparent when measuring the organizational performance against pre-set objectives (Povah & Thornton, 2011). The process unites every actor within a given organization and draws attention on qualitative measures and quantitative objectives of an organization. The process applies a strategically oriented focus within the performance management process that allows the talent management process to be effective. Organizations and businesses use different methods when measuring talents among the employees. Most managers accurately measure the talent of every candidate and employee in their organizations. This enables them match the best talent and job; furthermore, it encourages them to support, motivate, manage and develop talents among employees. Accurate talent measurement is significant because it enables employees to perform their task appropriately, increasing profit within organizations. The process is vital to an organization because it enables employees to understand their strength and weaknesses making them learn how adapt to the working environment (Deb, 2005). Organizations use different approaches such as conducting interviews, understanding leadership success factors and applying leadership review process when measuring the talents among employees. This usually takes place through random interviews or conducting reference calls (Berger, 2010). The leader then observes the behavior and traits of the involved individual as seen when he or she handles the job. Talents measurement may also focus on observing personal attributes and core skills. This helps the manager understand the benefits that an individual may bring to an organization. Analyze the key concepts related to the talent pools and the talent review process. The talent pool is a development process that focuses on the concept and principles within an organization. Initially, the organizations assert that every employee is a member of the talent pool. Consequently, the development of problem solving ability among individuals starts during the youth until maturity implying that everyone possesses an inherent potential of cognitive development over time (Berger, 2010). The main aim of the talent pool process is to analyze both the present and future roles played by an individual and their capabilities. This process has a line manager who is responsible for observing talents with the help of human resource who offers support. Managers conduct different functions such as coaching for employees to perform their current roles (Galagan, 2011). A retired manager plays a mentoring role by ensuring that subordinates conduct their roles fully. The managers and retired managers record the results arising from the talent pool. The feedback is then provided to every subordinate concerning his or her development for them to understand their personal aspirations. The process entails monitoring the career development plans to enhance their efficient execution. This plan is annual and performs roles such as judging capabilities, moderating judgments and analyzing the developmental plans. Finally, the talent pool consists of the managers who perform mentoring roles. Additionally, the line manager coaches and offers support to employees who perform organizational roles (Galagan, 2011). It is vital for employees to understand the preferences and strength of employees in the talent review process. The organization should identify the talent then assess the potential by observing the individuals’ demonstration of skills, knowledge and behaviors. This means that the organizational managers should review and assess direct reports to identify high potential talent (Berger, 2010). The managers should examine the relevant roles that the candidates should conduct for them to develop skills, knowledge and behaviors. Talent review equally entails talent inventory that examines both the current and future potential of selected employee. This is with the intention of determining the strength, needs and development opportunities of every employee. It also focuses on succession planning that draws attention on the succession process. This is based on the main roles of a job and the talent inventory. Finally, the talent review process focuses on knowledge transfer method that is vital in the strengthening, development and transfer of skills and knowledge among employees in an organization (Galagan, 2011). Talent management objectives to measure functional expertise It is vital to develop an appropriate talent management objective to measure the functional expertise at the ABC Company. Such objectives are not guarantees of measuring functional expertise at the company. This is because the objective planning must match the actual needs of an organization for the company to be successful. This might require the review of the current organizational development and management practices. The different talent management objectives that ABC Company can apply when measuring functional expertise are numerous. These strategies are beneficial because they enhance organizational continuity and productivity generated by people with differing skills and abilities working together. i. To ensures that it collaborates with the senior executives and line managers in highlighting importance roles and the competence of the employees. ii. To ensure that the right employees have skills to meet the business objectives iii. To measure the functional expertise by implementing different succession management strategies to all company staff ranging from the executive level to the receptionist. iv. To use social learning tools to improve its talent Elements of global talent management and ABC Many organizations around the globe encounter varied challenges while trying to incorporate the elements of global talent management in their organizations. This is not a serious challenge to the ABC Company because it relies on its talent pool for its developmental processes. The company believes that a successful talent management process starts with corporate strategy (Berger, 2010). This strategy draws attention on technological leadership, service acceleration, enduring customer relationship, allocation of the resource and globalization. The ABC Company practices internal consistency by ensuring that practices address the needs of everyone within an organization by emphasizing employee retention, competitive compensation and career management. The company sustains its competitive level by promoting organizational culture and encompassing the key values and principles in company’s hiring methods and the leadership activities (Galagan, 2011). The ABC Company practices management involvement by ensuring that every staff within the organization participates in decision-making and talent management processes. The company balances both the global and local needs by ensuring that local needs meet the local taste and the global needs meet the global taste. Finally, the company promotes employer branding through differentiation because it believes that it is the best way of attracting top talent (Povah & Thornton, 2011). Recommend a process that optimizes sustainable talent management process. It is essential to create a sustainable talent management process within an organization because it enhances success. It is also vital for an organization because it reduces the cost used in hiring employees. Additionally, the research indicates that the failure rates for external employees are higher compared to internal candidates. For example, organizations with more than 25% of its middle-management positions with external personnel experience a double turnover compared to organizations with internal candidates (Berger, 2010). Organizations should create sustainable pipeline to foster internal talent in order to optimize sustainable talent management process. The process asserts that organizations should understand and support business strategy. This entails identifying and developing leadership talents that are beneficial to the company then linking them to the organizational strategies. The process should also appreciate talent management because it affects the overall business and financial status. This process advices organization to ensure that leaders account for talent management just the same way they participate in the financial and operational success of organizations. The process asserts that organizations should mix the processes involved in selection, performance and management in the culture of their businesses (Silzer & Dowell, 2010). The process affirms the need for organizations to hire their employing while addressing the current and future situations of their company. It is crucial for such organization to consider hiring employees while emphasizing of the skills and abilities needed by leaders n case the current talent pool of an organization lacks potential employees,. Additionally, the process advises organizations to incorporate talent management process within the business culture. This is achievable by ensuring that talent conversations go on among all staff members within the organization (Galagan, 2011). Finally, organizations should identify, develop and promote high potential talents in the current roles to enhance future performance. Conclusion Sustainable talent management is an important practice to organizations. The absence of the right talent deters an organization from competing in the future. It is vital for organizations to integrate talent and succession planning in the organizational planning to address such issues in the future; furthermore, it should view it as a continuous and long-term process. References Berger, K . (2010). The Talent Management: Creating Organizational Excellence by Identifying, Developing, and Promoting Your Best People. McGraw-Hill Companies, Deb, T. (2005). A conceptual approach to strategic talent management. New Delhi: Indus Pub. Galagan, P. (2011). The Executive Guide to Integrated Talent Management. Amer Society for Training Povah, N., & Thornton, G. (2011). Assessment centres and global talent management. Farnham: Gower. Silzer, R. F., & Dowell, B. E. (2010). Strategy driven talent management: A leadership imperative. San Francisco, CA: Jossey-Bass. Read More