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Talent management - Essay Example

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running head: Talent Management Talent Management [Pick the date] Contents Overview of Integrated Talent Management Function 3 Recruitment 4 Performance 5 Learning & Development 5 Career Development 6 Succession Planning 7 Compensation & Benefits 7 Measurement & Reporting 8 Benefits of Integrated Talent Management 8 References 10 Overview of Integrated Talent Management Function Human resource managers have shown an evolution from general administrators to strategic partners…
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Download file to see previous pages For this purpose, HR managers can transform into internal consultants that can align HR strategies to business priorities, develop centers of excellence and make them benchmarks for further performance, and develop HR skills that can assist managers to assess and generate solutions for problems emerging during business processes (Vosburgh, 2007). As an HR director of Media Xavier Ltd which is a leading name in Business Process Outsourcing (BPO) industry globally, first task undertaken by me would be development of an integrated HR function. This HR function would cover main areas of talent management i.e. recruitment, performance, development and retention. Furthermore, management of workforce will be focused on development of creation of Strategic differentiating Capabilities (DiSc) that can result in attaining a competitive advantage. For this purpose, the talent acquired should be: Strategically important (Becker & Huselid, 2006) , rare, inimitable, non-substitutable, appropriable and immobile (Scott-Jackson, 2009) Furthermore, this development of an integrated HR function would be focused on partnering with the management on strategic basis, examine the current needs of organization by forming a liaison with departmental heads and design policies and procedures that can assist these departments in developing and retaining their key players along with recruiting fresh talent. Given below are the key areas of an integrated talent management function: 1) Recruitment 2) Performance 3) Learning 4) Career development 5) Succession planning 6) Compensation 7) Measure and Report (Pageup People Inc., 2008) Recruitment Media Xavier has a total headcount of 3000 permanent employees in 16 countries worldwide with 80 percent workforce employees in Asian zone call centers. Since the main work stations are away from Head Office’s reach therefore expats from local region i.e. New York would be used to train the work force according to company standards. In order to have a competitive advantage over local companies, we will focus on hiring a talent that can adhere to organization’s vision which is “Facilitating customers with optimum service and partnering with communities”. Local managers will be hired that can act as a middle man between management and the workforce. These local managers will also help Head Office staff to have necessary cultural competence so that workforce diversity can be utilized in an effective manner. Recruitment will be carried out at three different levels: 1) Call Center Agents 2) Managers-Local 3) Call Centre Heads- Expats (who will travelling between head office and Asian work stations) Recruitment can be carried out through conventional channels of online job boards, newspapers advertisement, walk-ins etc. however Media Xavier will switch to recruitment from traditional methods to on-campus drives and employee referrals. The reasons for doing so would be to have better employer branding and access to recommended quality talent. Furthermore, having strategic alliances with universities and colleges can help in recruiting fresh talent that is young, energetic and easily trainable according to organization’s policies. Employee referrals shall also be rewarded so that existing ...Download file to see next pagesRead More
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