Talent management is the key area of concern by any organization in the business world. It is a deliberate strategy laid down by the human resource directors in the organization. In fact, any organization needs manpower to accomplish its sole principle purpose of establishment.
To achieve this, it has to recruit the right people with the desired qualities needed by the organization through a competitive process. The organization is majorly concerned with talent management approach so that the organization capability, succession plans; individuality advancement and performance enhancement is promoted.
Since there is a higher scarcity of the labor market the organization is forced to search for highly qualified employees. This calls upon the human resource strategists in the organization to come up with mechanisms of recruiting the right man power. This is mainly done to lock out their business competitors in their effort of achieving the goals of the organization (Fleetwood & Hesketh, 2009).
The human strategist should go beyond the issue of looking for workers with high potential. They have to lay down strategies that protect their talents that are highly committed to human capital investment. This will ensure that the employee’s skills and capabilities are used in the right way. The well organized company through proper talent management shall improve high performance, higher learning opportunities for its employees and promotion diversity in the management.
Many organizations venture into a wide range of activities such as industry as well as legal services. The definitions of the concept talent management tend to vary from one particular organization to another. But despite these a standardized definition shall be offered to carter for all view points.
The American Society of Training and Development in conjunction with Institute for Corporate Productivity defines talent management as a holistic approach to optimizing human capital, which enables an organization to drive short-and long-term results by building culture, engagement capability and capacity through integrated talent acquisition, development and deployment processes that are aligned to business goals (Jeanne & Willyerd, 2010).
The above definition therefore shows that the organization needs to look for the employees who possess the potential to enable the organization to achieve the desired goals. Therefore the human resource managers in the organization need to establish the avenues as leaders to ensure that the employees are retained deployed to the right jobs described for them and the mentorship roles put in place (Kee, 1996).
The organization has to handle the talent management in the organization through a holistic approach based on the organization structure.
The talent management in the organization can possess some elements that need to be aligned to the organization approach. This calls upon the human resource managers to ensure that talent management in the organization understands the strategic goals bearing in their perspectives the internal and external factors throughout the workers relationship in the organization.
Furthermore the talent management is very vital in spite of the specific strategies that the organization uses. The human resource specialists have a bigger task of involving the right people in different positions so as to give the required results. They have to involve the right people ranging from the top managers to the subordinate staff in the organization.
The workers’ skills should be directed to the right job as demanded by them. This enables the leadership of the organization to approach their work responsibly in their work dockets. The organization can manage those talents with ease hence achieving its organizational needs faster.
The talent management needs to attract other talents outside the organization by advertising the specific areas in the organization where such talent is needed. The organization need to have good public image that attract the potential individuals. The organization can use other stake holders to the organization to attract the applicants to the organization by use of consultation services.
The manager of the organization can lay down good working incentives in the organization so as to attract a wider pool of talents. The attraction of the talent shall allow the organization to achieve its corporate objectives (Fleetwood & Hesketh, 2009).
Developing of the talents in the organization should be the key focus by the human resource personnel. Due to difficulties of getting higher skills from the labor markets the existing talents in the organization can be strengthened through training. Such trainings entail learning initiatives that allow the workers to suit very well to the needs of the organization.
Therefore the organization should come up with various intervention policies to develop the talents of the employees. The effort of developing the talents offers a good chance for the employees to move with high flexibility to any role to their scope of work. The development of talents in the organization can be done through informal or formal ways.
But those organizations that want to develop their internal talents rather recruit from outside will prefer to use informal approach in training them. This is less risky and cost effective because the workers are familiar with the goals of the organization making them to adapt faster to the needs of the organization. The other reason could be the lack of the required skill in the labor market needed by the organization. This forces the organization to develop internal talents.
Another important aspect in talent management is the issue of how to manage the employees in the organization. The organization should put up the procedures of ensuring that the working environment for the workers is properly managed. The company ensures that proper mechanisms regarding the leadership of the organization is handled in the right manner.
The organization can reinforce better talents shown by the workers through rewards to motivate them in their work. The organization has to promote the culture that should be embraced by all where each worker is responsible and accountable to the actions that are taken. These procedures assist in improving the future of the organization (Jeanne & Willyerd, 2010).
The organization should be in a good position of tracking the talent management in the organization. This can be done by assessing and evaluating the strengths and weaknesses of the employees in the organization. Such tracking processes can assess the performance outputs of the employees within the organization; this will identify the talent needed by the organization.
Tracking the talent shall allow the human resource personnel to come up with strategies that are vital to talent management to suit the needs of the organization.
The human resource manager should recognize and encourage the unique talents of its employees by ensuring that there sustenance is in consistence to the employees’ role.
They need to reward workers whose talents contribute positively to the needs of the organization. They should provide good processes that do not hinder the talent management in the organization for the achievement of the organization goals and objectives. This shall increase the productivity of the workers in the organization as a result of better performance by the workers in the organization.
The human resource managers should have a deeper retention insight in talent management. They should ensure that the employees efforts are appreciated to avoid them seeking promising opportunities else where. They should ensure that both internal and external factors in the organization do not disrupt the workers in whichever way if the organization has to succeed.
The managers should handle their social behavior in relation to their workers expectation. Like wise the managers should guarantee job security to the employees of the organization (Sparrow, 2009).
The managers should encourage consultative approach in decision making with their workers in the organization in handling various matters. This will provide a forum on which the employees can air out their grievances which provides solution to their problems in the organization. Through this, organizations are allowed to succeed in achieving the goals set.
For talent management to be retained in the organization, job previews among the workers should be clearly distinct beginning from the recruitment stage. This allows the workers in the organization to realize what their jobs require them to do. The workers can be in a position to exploit other opportunities within the organization for their career advancement. This enables the organization to sustain itself for a very long time in the market economy (Kee, 1996).
The human resource experts should lay management strategies that embrace the diversity of all stake holders in the organization. Early take offs among the relevant personnel in the organization need to be considered if the organization has to succeed. The talent management of the workers in the specified organization should be tracked in order to determine their performance in the organization (Sparrow, 2010).
During the periods of economic hardship the organization struggles to retain their potential employees. This helps the organization to cut down the cost of recruiting new talents in the organization to meet the requirement of the organization. Thus the organization has the capacity to handle the competition for scarce labor in the market.
To summarize, talent management as a strategy in the business organization is aimed at ensuring human capital investment is properly managed for the success of the organization. This ensures that the talent management in the organization is developed by training the identified talents of the employees. Lastly talent management human resource strategist laid strategies that enhance good performance by the employees in the organization so as to achieve organization needs.
List of References
Fleetwood, S. and Hesketh, A., 2009. Understanding the Performance of Human Resources, Cambridge: Cambridge University Press.
Jeanne C. M. and Willyerd, K., 2010. The 2020 Workplace: How Innovative Companies Attract, Develop and Keep Tomorrow’s Employees Today. New York: Harper Business.
Kee, P. J., 1996. Leading Change. Boston: Harvard Business School Press.
Sparrow, P.R., ed., 2009. Handbook of International Human resource Management: Integrating People, Process and Context. Chichester: Wiley.
Sparrow, P.R., 2010. The Innovation Imperative: Charting the Territory for HR. Centre for Performance-led HR White Paper 10/01. Lancaster University Management School.