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Sustainable Talent Management Practices Essay

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Updated: Nov 15th, 2020

The modern business environment has its unique peculiarities that precondition the choice of practices and strategies. The latter should be explored to survive and guarantee the further rise of a certain project. Moreover, the tendency towards the appearance of new business ventures and an increase of rivalry introduces the unique necessity of the acquisition of competitive advantage needed to create the basis for the further rise and obtain stable revenues. For this reason, companies tend to implement new approaches and strategies to attain better results. Talent management could be considered one of these practices explored to attain success and increase the efficiency of numerous processes that are considered a crucial part of any company’s functioning. Besides, efficient talent management guarantees that the talent pool will be explored most appropriately. That will bring benefits and contribute to the improvement of the current company’s position.

Therefore, delving into the peculiarities of the efficient talent management, Big League, a small software development company located in New York, is being used as the background to introduce an efficient model that could be explored to guarantee overall success and attain appropriate final results. The organization employs 200 people, 20 of whom are identified leaders. The company’s human resources (HR) department understands a link between efficient and appropriate talent management and a company’s net earnings. For this reason, it tends to explore the most innovative and efficient patterns that will ensure a significant increase in efficiency and provide opportunities for talented employees to evolve. The given paper aims to outline and suggest a sustainable management process that could be used to measure employees talent and create the environment needed for the development of the most important qualities among the staff.

Nevertheless, any company focused on its further rise, and evolution tries to implement new and the most efficient strategies that could help attain a competitive advantage and become successful. However, the modern business environment’s peculiarities result in the reconsideration of the existing approach to human resource management. At the moment, we could observe a significant shift in priorities towards talent management to improve final results by providing talented workers with additional opportunities. Thus, we already know that Big League has developed a talent management strategy that consists of the following elements: organizational diagnosis, assessment, program design, implementation, support, and evaluation (Blass, 2009). However, it is crucial to be able to measure employee talent to determine the most efficient workers who should be provided with additional authorities. At the moment, companies accomplish standard employee evaluations once a year (Bhattacharyya, 2015). They explore such aspects as feedbacks, overall efficiency, performance standards, etc. However, the given approach does not guarantee that employee talent will be evaluated appropriately as it touches upon traditional dimensions of the functioning of any specialist when a talented one has other methods and perspectives.

Additionally, talent is something subjective that could not be measured by traditional evaluation tools. For this reason, there is a great need for a new approach. Besides, employee evaluation should be performed at least twice a year as short-term performance data will better indicate one or another ability (Bhattacharyya, 2015). Additionally, direct observation, work results, and critical comments about the employee’s work should be taken as the most crucial elements which could be evaluated to measure an employee’s talent and guarantee that he/she will be provided with appropriate opportunities (Bhattacharyya, 2015). Therefore, using a balanced scorecard as an evaluation and measurement tool could be considered another appropriate method. It is an efficient performance management tool that monitors the comprehending of the company’s current goals and outlines the methods used to achieve them.

Thus, the exploration of BSC could help trace unusual approaches combined with increased efficiency and measure employee talent as in case it is applied at the individual level. We could collect the most relevant data and conclude the efficiency of one or another individual (Mathew, 2015). Finally, the evaluation of a team performance could also be taken as one of the monitoring tools. Big League has 20 identified leaders who are responsible for the functioning of different departments and teams. So, if the teamwork is at the high level, the efficiency and talent of these leaders could be proven.

We should also keep in mind the fact that only in case all talent issues are touched upon by the management process, a significant improvement could be observed. Thus, it is crucial to outline the key concepts related to talent pools and talent review process. Besides, the latest tendencies in management and numerous collaborative researches related to the given sphere indicate that there are several the most important concepts that should be considered, and these are retaining high-performance, manager capability, professional skills, leadership qualities, and succession pool (Kim & McLean, 2012). These concepts determine any organization’s efficiency and should also be analyzed when measuring employee talent in the Big League. An outstanding and talented worker possesses leadership skills that help him/her impact the collective and attain improved results. However, if a talented worker is deprived of an opportunity to exercise these very leadership skills and impact other employees, he/she will not evolve.

So, the overall efficiency will decrease. This aspect is also closely connected to high-performance. It is one of the most important elements of any organization’s functioning as it creates the basis for the further rise and helps to attain a competitive advantage. High-performance depends on a set of factors that include opportunities for growth, personal and professional skills, manager capability, etc. (Kim & McLean, 2012). Finally, practice is another crucial concept which impacts talent management greatly. All employee’s skills and competencies should be unified to improve practice skills. It means that any company should provide extra training for workers to be able to improve this aspect. For this reason, it becomes obvious, that the focus on talent management should also imply the exploration of the concepts mentioned above to guarantee that an employee will be provided with the needed environment and all his/her demands will be satisfied. Only in case, all these concepts are touched upon by managers, a significant improvement of outcomes will be observed.

Furthermore, introducing the basic monitoring practices and measuring the performance, the company should also outline talent management objectives to consider to guarantee the comprehensive evolution of functional expertise and performance improvement. That is why talent enhancement strategy should be closely related to business strategy as any employee should be ready to work hard to achieve business goals. For this reason, we could state that the main company’s objectives and strategic priorities coincide with the needs for the improvement of personal and professional skills of talented employees. Moreover, several other aspects like cultural peculiarities, business drivers, and skills should also be taken into account when creating a certain strategy aimed at the improvement of talent management (Swailes, 2016). Another objective related to enhancing this aspect, and the final result is the wide usage of technologies to improve outcomes and increase the efficiency of different processes (Swailes, 2016). The modern technologies provide numerous opportunities for the delivery of messages, data sharing, etc.

For this reason, managers should not ignore such a powerful tool and explore it to improve functional expertise and attain better results. However, it is also important to consider global tendencies peculiar to the current business environment. These might be the global economy’s state and problems related to the workforce like its aging, low level of skills, lack of motivation, etc. Consideration of these objectives will help to improve talent management.

As stated above, the company is not able to ignore the current global trends. For this reason, it should be internationally operated and consider internal and external factors when introducing a specific strategy. First of all, it is the religious and cultural peculiarities of workers (Ohlrich, 2015). The tendency towards the increased globalization preconditions the fact that most teams are international, and these peculiarities should be minded. Moreover, employees should know the basic expectations related to their functioning and accept them.

Furthermore, delving into the external factors, we could also admit that a person’s performance depends on his/her mood, motivation, social status, etc. (Ohlrich, 2015). That is why when Big League wants to increase an efficiency of a certain worker, it should devote attention to all elements that impact his/her mood, which might be the family background, relations with the community and team, peculiarities of personality, psyche, etc. Only considering these factors, success could be attained.

Finally, optimization of the talent management process and its adjustment to Big League’s environment is another crucial element the talent management is. It guarantees the constant improvement of the given aspect and acceptable outcomes. As stated above, the main objectives of this process should coincide with business goals. It could be considered one of the main factors of successful optimization. In case the company manages to combine both talent management and strategic approaches, it will acquire the flexibility needed to adapt to new conditions and respond to the most complex challenges.

Furthermore, the integrity of talent management is another way to optimize this process and make it more efficient. Big League has several long-term goals that precondition its strategy. For this reason, the company should also create long-term practices aimed at constant and gradual improvement of the personal and professional skills of talented employees to guarantee outstanding final results. Only in case these aspects are considered when creating a talent management strategy, it could be optimized and will help the company to evolve.

Altogether, Big League has numerous opportunities to implement an efficient management process to measure employee talent and provide numerous opportunities for workers to evolve and become efficient. The implementation of the model mentioned above will help to increase the company’s efficiency and achieve the outlined goals.


Bhattacharyya, K. (2015). Compensation and benefits program a mediating variable for talent retention. Compensation & Benefits Review, 47(2), 75-80. Web.

Blass, E. (2009). Talent management: Cases and commentary. New York, NY: Palgrave Macmillan.

Kim, S., & McLean, G. (2012). Global talent management. Advances in Developing Human Resources, 14(4), 566-585. Web.

Mathew, A. (2015). Talent management practices in select organizations in India. Global Business Review, 16(1), 137-150. Web.

Ohlrich, K. (2015). Exploring the impact of CSR on talent management with generation Y. South Asian Journal of Business and Management Cases, 4(1), 111-121. Web.

Swailes, S. (2016). The cultural evolution of talent management. Human Resource Development Review, 15(3), 340-358. Web.

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