Keeping the talent management loop in mind

 




Attraction, identification, development, engagement, retention, and deployment are the six primary components of the talent management loop (Hirsh,, 2015).

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 (Savarimuthu & Jothi, 2018).

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 (Sternberg & Turnage, 2017). Many organizations use succession planning to help prepare potential leaders to fill critical positions from within (Goldsmith & Carter, 2009).

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 (Sternberg & Turnage, 2017). A strong performance management method can help you spot talent early on (Frost & Kalman, 2016).

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 (Savarimuthu & Jothi, 2018).

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 (Frost & Kalman, 2016).

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 (Janson, 2015).

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 (Janson, 2015). Organizations must evaluate their skill gaps to arrange the necessary training and deploy identified talent through job rotations, skill improvement opportunities/training, extra qualifications, project leadership, and secondments to aid advancement and growth (Goldsmith & Carter, 2009).

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.

 

 

 

Comments

  1. 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

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    1. Thank 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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