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Mobilizing Talent – Human Resources Management Case Study


The Taj’s Star System

Talent management refers to means of attracting tacit knowledge from employees (Deb, 2006). It is an important tool in management for purposes of economic growth and streamlining the impacts of recession. However, talent management has been noted as one of the human resource challenges bearing in mind that it is often under huge pressure emanating from line and top managements (Deb, 2006).

On the same note, the Taj Star system is a people oriented system. There are fresh graduates hired in leading areas in hotel management. Employees in this program are trained in virtually all fields. The most common among them are finance, sales and marketing, front office management, hospitality services and human resource management.

Employees in this program are highly valued. The community uses techniques that can elicit knowledge from members while at the same time adding their knowledge repertoire. There is also a 360 degree feedback program that helps evaluate performances of officials. This program is effective because it brings about efficiency in management of tacit knowledge. There is also an award system for employees who demonstrate exemplary performance.

This initiates positive competition and in the end everyone gets value from the system. It is however recommended that the company ought to add more value as well as dedicate surplus resources to employees’ tacit knowledge especially in dealing with outside stakeholders. As a matter of fact, customers are important in any organization, and for this reason, all employees should taken through intensive capacity building and training so that they sincerely understand how to handle customers in a more professional manner.

Shangri-La Hotels and Resort

Talent management is a long term activity, and as such, most companies and business organizations do focus on giving it a future and long term planning approach. According to Deb (2006), line managers should always be at the forefront of managing talents among their employees.

This aspect of management is replicated in Shangri-La Hotels and Resorts. The company has a drive to practice globalization through provision of learning opportunities. In addition, it has revamped a training program for all its employees all the way from the lower level to top management executives. The training program is tailored towards appealing people of generation Y. The company has also set up a taskforce mandated to generate fresh ideas from the young persons in the company.

Talent management is all about letting the employees give what they have and then tap this knowledge for the purposes of organizational development. Deb (2006) adds that talent management must utilize crucial HR processes especially if the approach is to bear any fruits or succeed.

It must be directed towards organizational performance by directing knowledge in improving activities of major sector in the organization. Some of Human Resource practices that go together with talent management include employee engagement, competition for skilled employees, managing employees using global practices and outsourcing international trends (Deb, 2006). Shangri-La Hotels and Restaurant has put all of these practices in reality by ensuring that modern ways of employee management are practiced.

It can however be recognized that there is no extensive training program to enhance tacit knowledge of the employees. Therefore, it is highly recommended that the company ought to initiate a program that will to only recognize locked knowledge of the employees, but also to train them more intensely.

Radisson

This is one of the companies that have managed to get managers from within. Through constant assessments, tacit knowledge has been discovered. This is the best form of talent management, where, people are made to be managers as they progress.

The company has also initiated ideas that can attract engagements of the employees in major activities. The company has initiated a climate analysis program which takes place each and every other year. The program comprises of questionnaires which seek to get answers as to whether employees are satisfied with the management of the organization.

All employees in the organization are given training opportunities. Major groups for training include directors, divisional managers, executive board members, supervisors and other staffs. Employees are constantly evaluated on the basis of skills they have gained in their position, their presence and availability, ‘yes I can’ attitude, their ability to be proactive and professional knowledge. That is how the organization has managed to get managers from these employees.

They are promoted when needed and so far the program has been effective. However, it is recommended that more of training programs be provided. Employees come to the organization with knowledge of sort, and organizational managers should concentrate on enhancing this knowledge further.

Morgan Stanley

The program to recognize employees at Morgan Stanley Company started way back in the year 1993. This was when it introduced 360 performance evaluation programs for its employees. The guiding principle was feedback of information obtained from peers, internal clients, superiors and subordinates. The company has constant evaluation of its employees.

As part of the process, its employees are required to fill a form which is then interrogated to determine possibilities of issues such as promotion and appointments. However, some managers have complained of ineffectiveness of some of the processes used in managing talent. The gathering of information has been noted to be ineffective. As well, there is rampant grade inflation existing in the company. Therefore, it is recommended that the company review methodologies towards managing talent in the organization.

For effective talent management, there must be retention programs, proper sourcing of information, transitioning and defining and managing competitive salaries (Deb, 2006). The company should comply with these measures of talent management and in addition seek to use technology as a way of improving employees and the organization at large.

Novotel Company

This company has opted to upgrade teams in the organization. It is apparent that this is a proper measure in talent management. In essence, team work assists in eliciting talents among employees and in effect helps in building or improving management of an organization.

The company has also resulted to using online services by reorganizing rooms and restaurants plus public rooms. This is a global concept, and by using it, the company is conforming to international recognized standards of management. The practices in this organization which touch on management of talent in employees are putting them into various teams.

These teams are capable of enhancing proper working relations in the employees. Team working not only makes the organization move forward, but also builds the employees at individual levels. However, it can be recognized that the company has not put strong measures of eliciting talents in the employees. It is hereby recommended that the line managers opt for eliciting tacit knowledge at individual levels rather than using teams and groups.

L’Oreal Company

The company has a focus on mainstream products. These products are capable of convincing any end user to adopt them rather than go for competitors’ products. Interestingly, the company does not know how to manage its employees. For example, the employees are only allowed a 30-minute lunch break.

In case there resist, security guards are forced to drag them out of these rooms and to some extent zealous employees are beaten up. This is one of the companies which have little to show when it comes to management of employees. They should be managed with value as advocated for in talent management.

According to Deb (2006), employees should always be recognized as the force behind success in the market. However, this company has what it terms as golden compensation. The company is seemingly quite generous to its employees as well as its line and top managers. Their pay is raised regularly, and this confirms that the company has a sole focus on giving monetary value to its workers. It is recommended that the company change tact and add recognition and talent management as a way of putting strong working staff.

In summing up, it is imperative to note that talent management in organizations is indeed a crucial component in Human Resource. While professionalism derived from ordinary training of employees is key and a basic requirement before hiring employees, it is crucial to reiterate that when talents are well nurtured and utilized at workplace, the overall impact is impressive in terms of productivity of employees. Indeed, this is clearly evident among the organizations analyzed in the essay.

Reference

Deb, T. (2006). Strategic approach to Human Resource Management. New Delhi: Atlantic Publishers.

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IvyPanda. (2019, September 15). Mobilizing Talent - Human Resources Management. Retrieved from https://ivypanda.com/essays/mobilizing-talent-human-resources-management/

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IvyPanda. "Mobilizing Talent - Human Resources Management." September 15, 2019. https://ivypanda.com/essays/mobilizing-talent-human-resources-management/.

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IvyPanda. 2019. "Mobilizing Talent - Human Resources Management." September 15, 2019. https://ivypanda.com/essays/mobilizing-talent-human-resources-management/.

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IvyPanda. (2019) 'Mobilizing Talent - Human Resources Management'. 15 September.

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