Sustainable Talent Management - Essay Example

? Sustainable Talent Management Sustainable Talent Management Introduction The human resource management systems within organizations and companies focus on effectiveness in performance management so that they would survive within a competitive business environment. Performance management is one of the main practices of talent management within an organization (Durovic, 2012). Corporate strategies and leadership play the central role in management of employees with a purpose of enhancing their productivity and ultimately the performance of the organization (Glykas, 2011). A good work environment, proper relationships and effective compensation are among the preferred and effective motivational strategies which are commonly used by managers and organizational leaders to enhance performance (Seiden & Sowa, 2011). The contemporary work environment is characterized by diversity and influence by the forces of globalization, the two factors which are argued to be justification for effective performance management processes. This paper presents the concept of performance management with a critical review, analysis and discussion of the process of managing employee performance, the review of talent, the global aspects of talent management and recommendations for a sustainable process of talent management. Performance Management Process In the measurement of employee talent, the process of performance management is often employed. Performance management process is described as a specific methodology through which the design of an organizational management is executed with a purpose of ensuring that all elements within the organization are working with a common focus of meeting organizational objectives and goals (Moczydlowska, 2012). Performance management process also plays an important role of ensuring optimization of the strategic goals of an organization (Agbola, Hemans & Abena, 2011). The elements or component of the organization which are involved in performance management process include the departments within the organization, talent or human resource, work processes and activities and groups and teams (Ahmadi, Ahmadi & Abbaspalangi, 2012). Therefore the most effective design of performance management process that is recommended for measurement of employee talent is that which is designed with a view of incorporating all organizational components with a sole purpose of optimizing the overall performance of the organization. Employee talent is normally measured in terms of current performance and potential for future performance (Seiden & Sowa, 2011). This process involves several activities which are aimed at measuring the propensity of an employee or talent to become productive and beneficial for the organization (Glykas, 2011). Firstly, the goals of performance management and measurement of talent are set. The goals of talent measurement relates to the expected outcomes that are expected to emanate from the process of determining the performance of talent. Secondly, standards are set by the management which is used to measure the results and work outcomes or outputs of organizational talent. These standards act as a guideline or framework within which the work activities of the employees are measured (Moczydlowska, 2012). This means that failure to meet the standards reflects that the performance of talent is below the expectations of the organization. Thirdly, the progress of talent towards the achievement of the preset goals is done. This process represents the role of organizational leadership or management team (Durovic, 2012). Fourthly, feedback is presented to the talent on their performance including the decisions that are reached by the management as motivated by the talent measurement outcomes. In the contemporary business environment, performance management software applications are used to enhance the process of talent measurement to ensure effectiveness and accuracy. Talent Pools and Review In the management of talent, the leadership and management team within an organization plays an important role in the analysis and review of talent pools with an intention of coming up with effective and informed decisions such as hiring, compensation and training of human resource (Coulson-Thomas, 2012). A talent pool is described as human expertise database which contains profiles of various individuals with different qualifications that are interested in working within a specific organization (Durovic, 2012). It is from these talent pools through a review process that an organization obtains its human resource or staff (Ahmadi, Ahmadi & Abbaspalangi, 2012). With growth of organization and increased demand for its products and services, the management team is mandated to make decisions on recruitment so that the needs of the organization and its customers are met. This involves designing standards of qualifications and talent that individuals must demonstrate as a basis upon which they would be absorbed into the organization (Glykas, 2011). The fact that the contemporary talent pool contains diverse individuals in terms of gender, age, ethnicity, religion and social cultural affiliation, leaders and managers have the responsibility of employing their skills for proper review of the talent pool in order to ensure effectiveness in acquisition of new talent (Coulson-Thomas, 2012). Talent review process begins with the role of the management in confirming that an individual reveals attributes of top performance (Seiden & Sowa, 2011). This is achieved through a review and analysis of the profile of talent within the talent pool. For example educational qualifications, unique attributes and experience or past work record can be used as attributes of performance upon which human resource managers would base their decisions on a recruitment process that is based on performance (Coulson-Thomas, 2012). This process of talent review is followed by an assessment of the potential within a talent to advance or develop skills, knowledge and abilities (Agbola, Hemans & Abena, 2011). In this regard, human resource managers determine whether an investment of the organization on training and development will be worthwhile in terms of improving the abilities of the talent for the benefit of the organization. This is a process in which managers and leaders of an organization evaluate the potential that is held by a talent for future growth and development for improved productivity and overall increase of the performance of the organization. The human resource managers then ascertain the degree or level upon which the talent is ready to assume a higher level of responsibility (Coulson-Thomas, 2012). Finally, the review of talent involves design and implementation of the most appropriate training or employee development strategies and methodologies (Moczydlowska, 2012). Talent Management Objectives Talent management aims at determining the kind of talent that is to be selected and recruited to be part of the organization (Glykas, 2011). This is achieved through talent review process in which various parameters such as qualification in terms of abilities, knowledge and experience are used in making recruitment decisions by the organizational management team. In addition, talent management is purposed at determining the compensation and rewards that are to be presented to various categories and levels of employees (Durovic, 2012). This is a process through which talent is rewarded or compensated in congruency with their productivity and contribution to the improvement of the general performance of the organization within the industry of its operation (Seiden & Sowa, 2011). The determination of the performance of employees is one of the major objectives of talent management (Ahmadi, Ahmadi & Abbaspalangi, 2012). This is important in ascertaining whether the performance of an employee is in line with the set standard and goals. Talent management is also motivated by the objective of ascertaining the needs of employees for training and talent development within an organization (Coulson-Thomas, 2012). Through talent management therefore effective planning for training programs and investment in human resource development is achieved. Furthermore, the readiness, willingness and criticalness of an employ is measured as one of the objectives of the process of talent management (Ahmadi, Ahmadi & Abbaspalangi, 2012). This allows mangers to determine whether employees are ready and prepared to take the responsibilities and roles that they are signed to within the workplace. The willingness of attending to new roles is an important objective in talent management because it allows the management to determine the motivation of employees for high performance and their relevance with the corporate culture (Agbola, Hemans & Abena, 2011). Global Talent Management The forces of globalization have led to a global worker which means that individuals are able to work in any organization or company across the world. This situation has caused a diverse workforce and a resultant significant challenge to the processes of human resource management (Coulson-Thomas, 2012). Global talent management therefore includes a process through which employees are managed in consideration of their differences and ascertaining that these differences do not affect the effectiveness of the workforce in achieving the goals and objectives of the organization (Durovic, 2012). In order to achieve effectiveness in global talent management, the management team is therefore bestowed with a responsibility of employing an inclusive approach in the management of employees (Glykas, 2011). This ensures that employees are enabled to feel as part of the organization regardless of their ethnicity or background. Therefore the approach and process that is employed by the management team affects global talent management. Global talent management is achieved through ascertaining that the management of human resource is aligned with organizational strategy (Seiden & Sowa, 2011). For example the strategic plans of the organization in terms of the kind of talent that is needed by the organization are given consideration in global talent management. In addition, technological leadership, enhanced customer relationships and acceleration of service delivery as defined within the organizational strategy must be incorporated into the global talent management approach of the organization for effectiveness (Ahmadi, Ahmadi & Abbaspalangi, 2012). In addition, the management of talent within the organization must be embedded to organizational culture so that the diverse workforce does not violate the approaches that are used in work processes within the organization. Global and local needs must also be balanced for effective talent management. More importantly the involvement of the management is the prerequisite for effective global talent management process. Conclusion In order for an organization to achieve a sustainable talent management, proper standards must be set for the talent management processes such as performance management, recruitment, training and development, retention and compensation (Agbola, Hemans & Abena, 2011). This will allow the organization to align talent management to its strategic goals and objectives. This would be achieved organizational leadership and management is involved in the process of talent management. The changes within the competitive business environment should also be accommodated into the talent management processes so that a higher performance and a resultant competitiveness in the market are achieved. In this sense, the organization is able to ensure that the management of talent is sustainable and aimed at promoting the achievement of strategic plans and objectives. In light of the above discussion therefore, it is evident that talent management and its various components and aspects are very important in promoting performance of an organization within its industry. This is made possible through effectiveness of leaders and managers in executing their roles in talent management. References Agbola, R., Hemans, S., & Abena, S. (2011). The Effectiveness of Performance Appraisal as a Tool for Enhancing Employee Performance in the Public Health Sector. Global Management Journal, 3(1/2), 81-96. Ahmadi, A., Ahmadi, F., & Abbaspalangi, J. (2012). Talent Management And Succession Planning. Interdisciplinary Journal Of Contemporary Research In Business, 4(1), 213-224. Coulson-Thomas, C. (2012). Talent management and building high performance organizations. Industrial & Commercial Training, 44(7), 429-436. Durovic, M. (2012). Human Resources Management - Strategic Aspect. Management (1820-0222), (62), 83-88. Glykas, M. (2011). Performance Measurement in Business Process, Workflow and Human Resource Management. Knowledge & Process Management, 18(4), 241-265 Moczydlowska, J. (2012). Talent Management: Theory and Practice of Management. The Polish Experience. International Journal Of Business Management & Economic Research, 3(1), 432-438 Seiden, S., & Sowa, J. E. (2011). Performance Management and Appraisal in Human Service Organizations: Management and Staff Perspectives. Public Personnel Management, 40(3), 251-264. Read More