Talent Management Strategy


Talent management is more than a set of objectives that must be met; it is a strategy that requires careful implementation, regular monitoring, and continuous improvement (Greene, 2020). The six basic talent management strategies that act as the pillars of people functions are listed below (Silzer & Dowell, 2009).

1. Job descriptions that are detailed

A well-written, informative job description aids the source, sourcing software, and the candidate in better understanding the job position (Cappelli & Keller, 2014). Generic job descriptions simply serve to perplex all parties involved in the hiring process and result in a flood of useless applications  (Caplan, 2013). The following is a list of information that must be included in the job description:

  •       Title and place of employment
  •        Overall responsibilities
  •        Required abilities
  •        Lines of reporting
  •      Salary and benefits Salary and benefits

Candidates can make an informed decision about whether to apply, and sources can acquire more CVs that meet the bill (Silzer & Dowell, 2009).

2. Personal-organizational compatibility

Employees that do not fit into the organizational culture are unlikely to be the happiest or the most productive in the long run (Cappelli & Keller, 2014). While the culture is difficult to express in words, it is evident in actions, and it is quite simple to determine whether a candidate would be a suitable fit (Silzer & Dowell, 2009). For any employee to feel at ease within the organization, personal and corporate values must overlap to some extent. Attempts at modification would consume the most time, effort, and energy without a comfortable person-organization fit (Caplan, 2013).

3. Collaborate-coach-evolve is a three-step process.

Creating a culture of coaching, mentoring (even reverse mentoring), and collaborating is a key method for improving talent management (Cappelli & Keller, 2014). When it comes to helping employees adapt and expand their skills and expertise, constructive feedback goes a long way. Managing talent thus entails preparing people for the organization's future - to be ready for future changes and to be able to rely on one another (Silzer & Dowell, 2009).

4. Recognize and reward good behavior (R&R)

The process of rewarding and acknowledging employees is a crucial aspect of the strategy for better motivating, engaging, and managing employees (Rexhepi & Vladi, 2015). This extends beyond monetary incentives and bonus packages. Employees generally desire R&R programs that encourage them with "prizes" that are most relevant to them as people, according to studies (Whillans, 2018). This is an excellent opportunity for businesses to demonstrate to their employees how much they value them as individuals and as important parts of the organization's machinery (Caplan, 2013).

5. Continual improvement opportunities 

Managing talent must be considered in the context of the organization's vision for the future. As a result, employees must be given the proper tools to maximize their own potential (Whillans, 2018). The scope and chances for the ongoing development of the organization's workers are required for the organization's continuous improvement (Rexhepi & Vladi, 2015). Furthermore, this ensures that the organization's accumulated abilities are updated, upgraded, and upscaled.

Strategically creating career paths that make sense for each person is part of talent management. We all work better when we know where we're going and what our next career step is. This does not imply making empty promises of promotions, but rather developing a career map with the employee, ensuring that they can relate to it and that it is feasible, as well as giving them all the resources they need to make the map a reality (Whillans, 2018). Employee retention improves when they have a blueprint to follow because they know what they must look forward to and work toward, and they can collaborate successfully to achieve it (Bolander, et al., 2017).

 

References

Bolander, P., Werr, A. & Asplund, K., 2017. The practice of talent management: a framework and typology. Emerald Insight, 46(8), pp. 1523-1551.

Caplan, J., 2013. Strategic Talent Development: Develop and Engage All Your People for Business Success. 1st ed. London: Kogan Page.

Cappelli, P. & Keller, J. R., 2014. Talent Management: Conceptual Approaches and Practical Challenges. Annual Review of Organizational Psychology and Organizational Behavior, 1(1), pp. 305-331.

Greene, R. J., 2020. Strategic Talent Management. 1st ed. Oxfordshire: Routledge.

Rexhepi, I. & Vladi, B., 2015. Talent Management and Organizational Quality Improvement. Academic Journal of Interdisciplinary Studies, 4(3), pp. 157-162.

Silzer, R. & Dowell, B. E., 2009. Strategy-Driven Talent Management: A Leadership Imperative. New Jersey: Pfeiffer.

Wilcox, M., 2016. Effective Talent Management: Aligning Strategy, People and Performance. 1st ed. Oxfordshire: Routledge.

Whillans, A., 2018. Winning the War for Talent: Modern Motivational Methods for Attracting and Retaining Employees. Compensation & Benefits Review, 49(4), pp. 230-246.

 

 

 

 

Comments

  1. Hi isuru, agree with you, adding to your points, There is lack of consensus on whether talent development should be focused on the few or everyone in the organization and the type of talent that should be part of the development process (Iles et al., 2010). in CIPD (2011) suggests that the mix of various approaches. A clear statement of the development needs, development of pathways, and an effective system of HR practices to identify, assess, and nurture talent is necessary.

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    1. Thank you, Dineth for your valuable thoughts. Yes, I agree with you also. A well-written, informative job description helps the source, sourcing software, and the candidate understand the job role better (Cappelli & Keller, 2014). Generic job descriptions merely confuse all parties engaged in the hiring process, resulting in a flood of ineffective applications (Caplan, 2013).

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  2. Agree with you Isuru, According to Sareen and Mishra (2016), if talent management strategies are properly implemented, the following outcomes can be obtained. Develop the ability to be "proactive" rather than "reactive," and to quickly adapt to changes. Identify the necessary skill sets and abilities for all employees, and focus on the major and critical development areas to save training expenses. As a result of its personnel management activities, the business will be able to reduce attrition by retaining top/key people.

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    1. Thank you, Janakan for your valuable thoughts. Yes, I agree with you also. Personal and business values must overlap to some level for any employee to feel comfortable within the organization. Without a comfortable person-organization fit, attempts at improvement would take the most time, effort, and energy (Caplan, 2013).

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  3. Hi Isuru, Moreover, research dealing with talent management strategies and organisational performance is somewhat lacking; the question has not yet been answered as to whether deciding upon the right strategy would achieve the desired impact on organisational performance (Lawler, 2008).

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    1. Thank you, Indika for your valuable thoughts. Yes, I agree with you also. Managing talent must be done in the context of the company's long-term strategy. As a result, employees must be provided with the necessary tools to help them reach their full potential (Whillans, 2018).

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  4. Hi Isuru. A talent management strategy is the magic ingredient behind managing an organization's talent - both current and potential. further it's give the competitive edge to any organization (Michael Hocking,2019).

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    1. Thank you, Upeksha for your valuable thoughts. Yes, I agree with you also. Constructive feedback goes a long way in helping staff adjust and grow their skills and expertise. Managing talent thus requires training employees for the future of the organization - to be ready for change and to be able to rely on one another (Silzer & Dowell, 2009).

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  5. Hi Isuru, Agreed with your content, Moreover as an effective talent management strategy, retaining a steady workforce is critical factor (Deery, 2008). Collings and Mellahi (2009) draw upon the ability-motivation-opportunity framework to highlight that performance is more complex than simply employing great talent. Beechler (2009) states that ‘great systems are often more important than great people’.

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    1. Thank you for your helpful input, Thiloka. Yes, I concur with you. For any employee to feel at ease within the firm, personal and corporate values must overlap to some extent. Attempts at improvement would take the most time, effort, and energy if the person-organization fit was not comfortable (Caplan, 2013).

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  6. Hi Isuru agreed with your points , Talent management strategy is basically about the identification and development of potential. It can be defined more elaborately as the process of identifying,
    developing, recruiting, retaining and deploying talented people (Armstrong,2008)

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    1. Thank you for your helpful input, Manoj. Yes, I concur with you. A well-written, informative job description aids in the understanding of the job position by the source, sourcing software, and the candidate (Cappelli & Keller, 2014). Generic job descriptions only serve to perplex all parties involved in the hiring process, resulting in an avalanche of ineffective applications (Caplan, 2013).

      Delete
  7. In the current global context, workers, especially young workers, are less concerned about staying with one or a few employers as their attitudes and values differ from older generations, which can challenge talent management and create skills shortages (Eisner, 2005). For the younger generations, variety in the job and work-life balance are more important, which must be considered in global talent management planning, as different age groups have their priorities.

    Eisner, S.P. 2005. Managing generation Y. SAM advanced management journal. 70(4), p4.

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    1. Thank you for sharing your useful insights, Ravi. Yes, I concur with you. Turnover metrics are important because they reveal a host of flaws in the talent management process (Anwar, et al., 2014). By allowing users to view, for example, manager turnover, demographic tendencies, and more, talent management systems assist in collecting and making it simple to track and analyze data that will point to causes of attrition (King & Vaiman, 2019).

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  8. I agree with your points, and further, There are exceptions, of course. Despite the monumental challenges facing organizations, a few select companies have made significant strides in managing talent (Today’s Challenges, Tomorrow’s Opportunities, 2008)

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    1. Surangi, thank you for your valuable contribution. Yes, I completely agree with you. Personal and corporate values must overlap to some level for any employee to feel comfortable within the company. If the person-organization fit was not pleasant, attempts at change would take the most time, effort, and energy (Caplan, 2013).

      Delete
  9. Hi Isuru, agreed, The primary purpose of talent management is to create a motivated workforce who will stay with your company in the long run. The exact way to achieve this will differ from company to company. Rexhepi, I. & Vladi, B., 2015.

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    1. Thank you for sharing your useful insights, Purnima. Yes, I concur with you. A well-written, informative job description aids in the understanding of the job position by the source, sourcing software, and the candidate (Cappelli & Keller, 2014). Generic job descriptions only serve to perplex all parties involved in the hiring process, resulting in an avalanche of ineffective applications (Caplan, 2013).

      Delete
  10. Hi Isuru,Talent management involves a constant process of attracting top-notch employees, increasing their knowledge and skills through training, inspiring them to improve their performance, and overall, promoting a positive work environment. When handled strategically, these processes can make your employees feel empowered, helping the company achieve its visions and goals. Greene, R. J., 2020

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    1. Ijaz, thank you for your valuable contribution. Yes, I completely agree with you. Attracting top-tier personnel, expanding their knowledge and abilities through training, inspiring them to improve their performance, and establishing a healthy work environment are all part of talent management. These processes, when handled effectively, can empower your people, allowing the organization to realize its aspirations and goals (Caplan, 2013).

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