The Tipping Point for Talent ManagementAbstractIn an organization, there is nothing more crucial than fitting the right employee in the right position. When employees perform jobs that just do not suit their liking, inclination or temperament, the results, or rather the lack of productive results will be disastrously obvious. Low productivity, dissatisfaction, low morale, absenteeism and other negative behavior will become typical until the employee is organization terminates the employee. Talent management implies recognizing a persons inherent skills, traits, personality and offering them that matches their skill set with company requirements. Every person has a unique talent that suits a particular job profile. Any other position will cause discomfort. It is the job of the management, particularly the HR Department, to place candidates with prudence and caution. A wrong fit will result in further hiring, re-training, and other wasteful activities. This paper will discuss the factors of the economy and globalization on talent management. This paper will also examine the evolution and retention factors regarding talent management.
IntroductionNo matter how inspiring and organization’s leaders are they are only as effective as their team. A teams output is healthy only if the members are in-sync with one another. To achieve such harmony, the key ingredient is putting the right people in the right jobs. While there is no magic formula to manage talent, the trick is to locate it, encourage it, and properly train it. Talent Management is beneficial to both the organization and the employees. The organization benefits from increased productivity and capability, a better linkage between individuals efforts and business goals, commitment of valued employees, and reduced turnover. Employees benefit from increased responsibility, better training, fair wages, clearly defined career paths, and a harmonious work environment. We will begin by discussing the economic influence on talent management.
Discuss how the Economic Environment has influenced the Need for Talent ManagementPracticesAs the general business environment has become more turbulent, and technology combined with consumer demand has driven significant shortening of most product lifecycles, the current economic environment sets the foundation for the reason that talent management practices have arisen and continues to rise within many organizations. While competency management systems, career path planning, and multi-year development cycles have made sense decades ago, that simply is not the case across-the-board in many organization today. Many of these systems take months, even years to execute, which is why organizational agility has become a key factor in the survival of many firms. Depending on which economist is doing the
I agree, and want to add that a few of these systems are not yet deployed in practice. Rather, they were made better for what the current market conditions allow and as this data is better prepared by the more seasoned and seasoned talent, it should not be surprising that a few teams across many organizations were able to overcome their own talent shortage. I also think that the ability to apply skills to one situation rather than another would have a significant impact on the overall culture in a company and how successful a hiring manager can be. In other words, how to apply talent with an emphasis on improving a particular situation rather than a different one. The current talent shortage is an obvious cause of problems for current top talent who still need to be recruited and retain.
As a manager, it is worth doing your best to be able to utilize the talent available. That is where a lot of people lose interest. If talent is only available in a “snowflake” situation where management and management is extremely focused, that leads to a performance over-performance problem. There can be a time it takes to learn to perform at all level, or there can be a time it takes to get a “sense of it” and to become a better manager who can actually do it. If hiring managers want to achieve their goals at a firm, they must not forget that their job is to find and mentor the “snowflake” and to teach and motivate the “snowflake” to succeed while still being able be themselves by being a “smartman” and to maintain themselves on top of the “snowflake” situation.
The question is one of a team’s ability to meet expectations. How long does it take the “real” talent to grow before their true needs or expectations are met? Are they able to achieve their goals? What is the best way to accomplish what they currently set out to achieve? Even if they are able to achieve their potential, is there no way to stop them and gain the necessary talent?
There is an undeniable problem with how a hire manager should handle their future hiring. While these issues affect both hiring managers and hiring consultants, they are not the primary focus of the current culture in many organizations. The current hiring culture at a firm can and does not allow for a lack of effort to be applied to how employees are trained and worked and what “business fundamentals” are relevant to their future job. While there is an effort to “get down and dirty” to make a hiring manager more effective at its job at a firm, there have been many people trying to do just that with the current hiring system. What is needed to overcome this is not an overly ambitious approach to training and training managers to take on new positions. For instance, there should be a common methodology in which to hire top managers. Training managers should ensure that they are able to work in a timely manner, not that they simply perform it themselves. There should be multiple areas for training and management. There should be a clear standard of how the entire management team should operate with respect to hiring. In a firm with 50 or 100 employees on the team, there should always be an expectation regarding quality of service, but there should be an obligation to provide and do the work that is requested, or something that