Principles Of Organizational Talent Management †Free Samples

Question: Discuss about the Principles Of Organizational Talent Management. Answer: Introduction Talent managementis an important concept in todays management world. In simple words,talent management is the art of hiring, training and retaining the best capable employees in an organization. With successful application of talent management, an organization can aptly turn mediocre talented employees to highly consummated employees. Talentmanagement is not a one-time process but rather a continuous one (Silzer Dowell, 2010). Talent management is extremely vital for an organization to retain its goodwill and reputation in the minds and eyes of the market, media and the public. This report outlines the fact to consider the important concepts related to internal management of organizational talent in the highest efficient way. Techniques, which an organization must use to successfully build its high potential talent internally:- Primarily the first job of an organization that is determined to develop good internal talent must make the article of job profile more clear-cut and concise (Stahl et al., 2012). Both the employees and the employers must know as to exactly what skills, capabilities and knowledge are required to work faultlessly on a job. The Human Resource management team is the captain of the organization in developing a superior talented workforce, internally. The HR must thoroughly study and assess the aptitude of all the employees and then appoint them to job roles, which are most suitable for their talent quotient and the culture of the organization. In this way, both the expectations of the employees and the employers are fulfilled. The third technique, which is worth mentionable, is that after the occurrence of the initial training process of the employees, the organization must not cease the training procedure (Dries, 2013). The management of an organization must keep this fact ingrained in their mind that incessant and evolved training is essential for the future prosperity of the workforce. Rewards, incentives and promotional opportunities must be provided to the employees in order to strengthen and renew their motivation for the job. Valid recognition and appraisal for a well-done job would further inspire the employees to hone their talent and skills for the welfare of the organization. Experiential example in this stage would be the success of Google. Google has successfully maintained a low labor turnover rate due to integration of good talent management programs. Systematic process involved in building this talent:- Internal talent management is a systematic process. The first step in this systematic process would be to identify the possible job role requirements in an organization. The organization must know which posts need immediate recruitments in the present and in the future. The second step in this systematic process would be for the organization is to identify the necessary skills and proficiencies of the possible hires, required for applying for the job. Doing this makes the job searching tasks of the employees less cumbersome and smooth. The third step in this systematic process for the organization would be to place the employees under the supervision of the most efficient trainers in an organization. The fourth step in this systematic process would be for the organization is to keep a regular track of the performance of the employees in the training process and instruct the trainers to provide training that is more intensive to those employees who are lagging behind the rest (Vaiman, Scullion Collings, 2012). The fifth step in this systematic process for the organization would be to place the employees after the completion of the training process under specific departments and assign them tasks that are suitable to their job roles. The sixth step in this systematic process for the organization would be to place the new employees under continuous surveillance by their superiors. They must be efficiently guided in their new job roles and if they face difficulties, they must be provided with assistance. The seventh step in this systematic process for the organization would be to maintain a performance appraisal system for the employees in order to keep a track of their job performance (Majeed, 2012). The eighth step in this systematic process for the organization would be to provide incentives, bonuses or premiums to the diligent employees for their good performance. The employees must feel that they are appreciated for their efforts. The ninth step in this systematic process for the organization would be to provide adequate infrastructural facilities to the employees in terms of health and safety so that the employees develop good morale and drive to carry out their job roles. The tenth step in this systematic process for the organization would be to hold an exit interview process for the employees who have decided to quit their present jobs in the organization. In this way, the employees can learn about their deficits or demerits and can help to remodify their organizational strategy and talent management principles at the time of hiring new employees. Experiential example at this stage would be the intense systematic talent management process practiced by Starbucks in their management portfolio. Management of succession planning:- Succession planning comprises a comprehensive part of the concept of talent management. Every organization faces talent deficit when talented employees decide to quit their jobs for any occupational or personal causes. These sudden vacancies in the organizational structure can hamper the business profile of an organization. In addition to this, holding a recruitment process repetitively leads to valuable loss of organizational money, time and effort (Ahmadi, Ahmadi Abbaspalangi, 2012). Therefore, succession planning becomes substantial. Management of succession planning ensures that the organization enjoys a perpetual business life with growth and positive improvement. It also helps to reduce the negative effect of foregoing gifted and competent employees. The managers of succession planning team must do the following:- Implement quantifiable goals to decide the management of the successful planning team. The succession-planning program must be routinely developed and amended by the managers. The managers of the succession planning team must construct the proper proficiency level as per the framework of the organizational graph. The managers must assess the duties and roles, which the shareholders are required to perform in the succession-planning program. Maintaining a checklist of the talent quotient is another important role to be performed by the succession planning management team. Last but not the least, the succession-planning program must be continuously analyzed and appraised by the managers of the succession-planning team. Experiential example at this stage would be the case of Citigroup. In the advent of sudden departure of their previous manager, the implementation of succession planning programs saved them from grave business loss. Conclusion Conclusively, from the above analysis it can be deduced that talent management is very vital for the organizational health and functionality. Happy and satisfied employees are the key to success in an organization. Resultantly, they must be nurtured and developed in the organization with efficient care, responsibility and guidance. Proper designing of the talent management program both in terms of internal and external perspectives and a successful planning program are essential for building up organizational credibility and eminence. References Ahmadi, A. A., Ahmadi, F., Abbaspalangi, J. (2012). Talent management and succession planning.Interdisciplinary journal of contemporary research in business,4(1), 213-224. Dries, N. (2013). The psychology of talent management: A review and research agenda.Human Resource Management Review,23(4), 272-285. Majeed, A. (2013). Application of business process through talent management: an empirical study.Journal of Marketing and Management,4(2), 46. Silzer, R., Dowell, B. E. (2010). Strategic talent management matters.Strategy-driven talent management: A leadership imperative, 3-72. Stahl, G., Bjrkman, I., Farndale, E., Morris, S. S., Paauwe, J., Stiles, P., ... Wright, P. (2012). Six principles of effective global talent management.Sloan Management Review,53(2), 25-42. Vaiman, V., Scullion, H., Collings, D. (2012). Talent management decision making.Management Decision,50(5), 925-941.