Keeping the talent management loop in mind
Attraction, identification, development, engagement, retention, and deployment are the six primary components of the talent management loop
Attracting
talent
The ability to
attract external talent is determined by how potential applicants perceive the
company, the industry or sector in which it operates, and whether they share
the company's values (Blibb, 2016). To attract external talent, it is critical
to develop an appealing employer brand and employee value proposition
The organization in which I work, to
attract talented people, uses many advertising methods such as paper
advertisements, TV commercials, and social media to give a proper image about
the employee benefits.
Identifying
talent
First and
foremost, business important roles must be identified - these are leadership
and specialist positions that, if left unfilled for an extended period, might put
the organization at risk
The next phase
is to find talented employees within the company. There are a variety of ways
to do this, but it's usually based on past performance and future potential,
with the goal of establishing 'talent pools' of people who can move into business-critical
jobs as needed
Likewise, the organization in which I work to
identify talented people, they do monthly appraisals to evaluate employees.
Also, they make sure their employees work according to the KPI’s of the
company.
Developing talent
Other learning
and development initiatives, including informal and formal learning
interventions, should be linked to talent development (Blibb, 2016). Learn more
about learning and development initiatives that are aligned with company goals
Coaching and
mentorship, as well as networking, are highly valued by participants in talent
management programs, particularly the opportunity to meet and connect with top
executives
The organization in which I work, always makes sure that all the employees participate and complete
relevant training sessions. As managers, we have training sessions every three
months and for barista staff monthly training sessions.
Engaging talent
Employees who
have decent jobs, some autonomy in how they work, see a clear link between
their function and the organization's goals, and are well-managed will not only
be happier, healthier, and more fulfilled, but will also perform better (Blibb,
2016). Employee engagement is based on a mutual-benefits approach to motivation
and people management
The organization in which I work as a
manager always provides feedback to the director board about what should
change and what should not. To give
barista staff also a good feeling about the engagement, we are getting feedback
from them also about the company regarding which should change and good suggestions
to have more profits.
Retaining
talent
According to
Savarimuthu and Jothi (2018) employee turnover can be reduced, and talent
retention can be improved by investing in development programs. Rewarding and
recognizing employees can help them stick around longer. The reward scheme
should include a diverse range of incentives. It could involve things like
incentives, recognizing a person's importance to the company, and awarding
contributions to success (Sims, et al., 2007).
As a
well-reputed organization in which I work, always make sure that they pay all
the staff on time even at the pandemic without any reduction. And all the staff
will get bones every three months. This will be a great point for retaining
talented staff in the company.
Deploying
talent
Deployment
refers to the most effective and efficient use of a workforce. It works best
when combined with workforce planning, long-term investment in skills and
development, and a flexible mobility strategy
As I mentioned
below, the organization in which I work always arranges training programs with mandatory assessments so
that it will help to evaluate each employee of the company. Then as per their
results, hire management can take actions accordingly.
References
Bibb, S., 2016. Strengths-Based Recruitment and
Development: A Practical Guide to Transforming Talent Management Strategy for
Business Results. 1st ed. London: Kogan Page.
Frost, S. & Kalman,
D., 2016. Inclusive Talent Management: How Business can Thrive in an Age
of Diversity. 1st ed. London: Kogan Page.
Goldsmith, M. & Carter, L., 2009. Best
Practices in Talent Management: How the World's Leading Corporations Manage,
Develop, and Retain Top Talent. 1st ed. London: Pfeiffer.
Hirsh,, W., 2015. Effective talent and succession:
A framework for thinking about. 1st ed. Brighton: Institute for
employments studies.
Janson , K., 2015. Demystifying Talent Management:
Unleash People's Potential to Deliver Superior Results. New Jersey: Maven
House.
Savarimuthu, A. & Jothi, A. D. A., 2018. Talent
Management: A Conceptual Framework. International Journal of Research in
Engineering, IT and Social Sciences, 8(11), pp. 71-78.
Sims, D., Gay, M. & Morris, C., 2007. Building
Tomorrow's Talent: A Practitioner's Guide to Talent Management and Succession
Planning. 1st ed. Indiana: AuthorHouse.
Sternberg , L. & Turnage, K., 2017. Managing
to Make a Difference: How to Engage, Retain, and Develop Talent for Maximum
Performance. 1st ed. New Jersey: Wiley.
Well explained blog, The value of a combined model for managing talent that links directly to improved organizational effectiveness is not lost on organizations. However, at this point, many note that an integrated approach is one of the most difficult of all talent management activities to enforce, sustain, and enhance
ReplyDeleteThank you for your valuable thoughts, Sarangi. yes, it is true because organizations recognize the value of a combined model for managing people that directly links to increased organizational effectiveness, and many acknowledge that implementing, maintaining, and improving an integrated strategy is one of the most difficult of all talent management operations. (Bauer, 2004).
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