TriStar Logistics distinguishes the need to make appropriate plans in advance its staff and the collective expertise that is involved. The commitment of the company focuses on developing the full potential of individual employees so that they may attain their own career aspirations, while maximizing on the value that TriStar Logistics offers to its clientele.
Objectives of the ‘Talent Management Strategy’
We will see to it that only the very best personnel is employed and retained at Tri-Star Logistics. This will be of great benefit to the company. We also intend to have the guarantee that TriStar Logistics’ clients will receive the greatest benefit out of being served by the top quality skills and talent that can be found in the market.
We intend to enhance the commitment of our employees by availing to them numerous opportunities in order that their own career goals and aspirations can be fulfilled (Armstrong, 2008).
The significant positions and roles in the organization shall be staffed with the necessary staff, and TriStar Logistics shall continuously seek to achieve positive transformation by strictly adhering to the set out employment equity goals. The strategy shall target to offer a channel through which internal skills and talents can be developed such that the future human resource can be achieved by way of internal promotions.
The Key Components of the Talent Management
Tri-Star seeks to achieve a strategic recognition as an “Employer of Choice”. The company will achieve this status by undertaking effective branding, remunerating its employees competitively, and achieving leadership in its operations. The company will physically demonstrate this commitment by targeting to list itself among the leading 15 Best Employer Companies competition.
Roles and positions at TriStar Logistics will strictly be filled in a fair and transparent manner, while adhering to the equitable processes of employment set out by the company. A clear success criterion will define the entire mission’s critical positions at the company, on the basis of which decisions on appointment will be made.
Assessing the suitability of people to determine their potential to work in specific roles and positions will rely on much information in order to highlight on our objective measures (Ensley et al, 2010).
People having unique and important skills will follow through a career path where technical specialty will be involved. However, decisions on this will be arrived at based on individual employer’s skills and intended aspirations.
Personal learning plans will be established for all the key staff, with the main objective being to facilitate their current performance and increase their ability to handle future obligations (Armstrong, 2008). A formal monitoring mechanism will be established as a way of ensuring full implementation of the decisions.
Key employees who possess critical leadership potential will be offered the opportunity to serve in different roles in order that they may build a broader experience. Consistency will be achieved in potential evaluation by establishing panels that will act as the formal structure (Silzer & Dowell, 2010). The panel will oversee the succession process and ensure that employees enhance their performance and productivity by issuing them with feedback concerning their individual options on career development.
Formal career discussions will be held for every key staff at least once in every year. The main objective of such discussions will be to align the aspirations of employees with the organizational opportunities. All the key staffs will have unlimited access to a coaching network as a sure means of facilitating the ongoing development. Members will need to be part of a Professional Registration in order to fast track their mentoring process (Silzer & Dowell, 2010).
It will be upon the employees to take substantial responsibility as regards their individual career growth and development. Learning will be designed in a special way that prepares people for significant transformations, including change from Auditor to Audit Manager, where new skills will be required to match the new roles.
The Talent Management Process as a Strategy for Competitive Advantage
Talent Panels
Every business unit at TriStar Logistics will have a talent panel on its own. The composition of the talent panels will include the business units’ executive, whose main responsibilities will involve career development as well as succession planning (Robinson, 2009).
The existence of the talent panels will benefit TriStar Logistics in numerous aspects, including evaluating the key staff and determining their individual potentials. Talent panels will also identify risks that afflict the skills as identified by the succession plan, and will authenticate the exact success criterion in determining mission critical positions.
The panel will come up with a succession plan that will target to align individual career objectives with the company’s own organizational goals. It will equally confirm the learning plans of the members of staff, particularly those with unique and critical skills as a sure way of ensuring implementation (Robinson, 2009).
These elaborate plans on skill development and enhancement will ensure that TriStar Logistics achieves its intention of attracting the best talent in the market, while also working towards retaining the same. The service performance and delivery will be of great benefit to the clientele, thus ensuring that the company also attracts more business compared with its competitors.
Assessments
The decision to ascertain the suitably to perform certain roles on the part of the employees will be done through assessment processes. The process will be varied and shall be conducted at different stages in order to produce a highly reliable result. Firstly, a formal psychometric assessment will be undertaken to derive information concerning personality profiles (Leavitt, 2004).
Managers will also carry their own assessment (Leavitt, 2004), where their main objective will be to evaluate the employee against the success criterion that has been established for specific roles and positions.
Results on performance management will also be ascertained, with the need of evaluating how the employee is fairing on in the current position he is holding. From the assessment, the company will make specific decisions about training and development, considering the level of experience that the employee holds.
The entire assessment process will provide the company with adequate data and information about every employee at the firm, and their exact statuses in as far as experience is concerned. This will enable TriStar manage its resources properly, especially where it comes to training and developing its workforce.
Only the necessary training needs will be pursued for each employee, and this will greatly enhance their productivity (Leavitt, 2004). While they will be satisfied with their career growth, the company will also be maximizing on its business targets and operations.
Succession
Succession management will mainly focus on creating a greater capability of the company in terms of its future human resource needs. This will, in turn, ensure that staffs with critical skills and talent have endless opportunities for their career growth (Leavitt, 2004).
The system will be flexible enough in its structure, allowing members with succession capabilities the opportunities to actualize their short, medium, as well as long-term objectives.
TriStar Logistics will have competitive advantage by having such elaborate succession programs because gaps will be identified well in advance and corrective strategies adopted in order to eliminate possible risks. Appropriate learning plans will be put into practices as per the laid down schedule. This will make TriStar Logistics’ workers be positioned for taking up future roles.
Future Growth: How the Talent Management Strategy should Change
The strategy will have career discussions that will focus on each individual employee to ascertain how they can achieve career growth. The career discussion will consider both the organizational objectives and the individual employee aspirations in order to link up the two together.
However, with the changing business environment and other external features, these constant career discussions will be able to appropriately align personal aspirations with the organizational targets and objectives (Silzer & Dowell, 2010). This will occur at an opportune time because the discussions are held annually, thus allowing the company ample opportunity to accurately ally its internal resource with the external expectations and conditions.
The personal learning plans will also ensure a gradual change of talent management with anticipated future growth objectives. The plan will provide an opportunity for the critical skills and talent to pursue their own individual learning plan.
The learning interventions shall not remain restricted to a strict training schedule, but rather they would give the employees freedom to experience other areas and experiences. This will transform the workers to all-rounded personnel whose vast experience and talent will be able to tackle the challenges that the future will hold for the company (Armstrong, 2008).
References
Armstrong, M. (2008). Strategic human resource management: a guide to action (4th edition). London, UK: Kogan Page
Ensley, M. D., et al. (2010). The theoretical basis and dimensionality of the talent management system. Academy of Strategic Management Journal, 9(2), 9-42.
Leavitt, P. (2004). Succession management: a guide for your journey to best-practice processes. Houston, TX: APQC Publications.
Robinson, E. (2009). Is your talent latent? Staying ahead with talent management. Strategic HR Review, 8(4), 34-35.
Silzer, R. & Dowell, B. E. (2010). Strategy-driven talent management: a leadership imperative. San Francisco, CA: Jossey-Bass