TALENT MANAGEMENT 5
Talentmanagement as a strategic management idea that is relatively new inorganizational human resource development. By definition, talentmanagement is the recruitment, hiring, and retention of employees whoconstantly deliver superior performance in the organization(Schweyer, 2013). Considering the modern corporate is increasinglygeared towards gaining a competitive advantage, human resourcedevelopment is considerably a source of competitiveness. Talentmanagement is one of strategic measures that an organization canadopt to be on the cutting edge of business performance. The aim oftalent management is to have a high-quality human resource thatimplements other competitive strategies within and outside of theorganization. Talent has nothing to do with the intellectualcapabilities of employees. Although an organization needs highachievers, they disproportionately contribute to the prosperity ofthe organization. Thus, any organization would need members of staffthat use their talents to complement their intellectual capabilities.
Strategiesinvolved in talent management
Organizationsimplement talent management strategies through assessment tools andprocesses such as performance appraisal, potential forecast,measurement scales for performance and potential mapping andweighting competencies, and identifying institutional competencies.
Performanceappraisal: The organization measures the actual results achievedwithin areas of employee responsibility against the competenciesdeemed appropriate to the success of the organization.
Potentialforecasts: A prediction of the number of levels an employee canprogress in the organization based on their current and pastperformance appraisals, training, development needs, career choicesand preferences, and the actual and forecasted levels is vital indeveloping the talents in the organization.
Measurementscales for performance and potential: Every organization has, and canadopt its own scale for measuring performance. Some organizations usea five-point scale that has the following descriptions: excellentlyexceeds performance (with five points) exceeds expectations (withfour pints) meets expectations (with three points) belowexpectations (with two points) and greatly below expectations (withone point) (Caplan, 2011).
Identifyinginstitutional competences: competencies are the behavioral and skillexpectations that the organization establishes as crucial to itscompetitiveness. Examples of competencies upon which an organizationcan develop and build talent are action orientation, communications,creativity, critical judgment, leadership, teamwork, technical orfunctional expertise, customer orientation, and interpersonal skills.
Whyorganization engage in talent management
Organizationsengage in talent management because it is a key deriver to highperformance. Human capital is an investment like any other in theinvestment. Organization identify where they can get leverage.Leverage comes from the areas and employees that have the greateststrategic impact and are critical in maintain the competitivecapabilities of the organization. The organization also needs todevelop a deep understanding of the skills, capabilities andresources required for high performance in the respective roles ofemployees.
Organizationsalso adopt talent management programs so that they can use them tocraft a plan that defines hiring decisions. Hiring will, therefore,be based upon the ability of the employee to help the organizationdeliver its corporate objectives. Comprehensive talent managementmakes it possible for the organization ascertains the objectives thatare achievable through such actions as employee deployment, externalrecruitment, tangible and intangible costs associated with suchdecisions.
Inconclusion, organizations need talent management to build acompetitive human resource. Talent actually serves to complement theintellectual capabilities of employees. Talent management also helpsemployees to fulfill their career aspirations in the organization byproviding opportunities to compete for promotions, lateral moves, andother assignments meant to develop them. Therefore, the organizationcan achieve a balance between fostering career mobility andrecruitment from external untapped talent.
Caplan,J. (2011). Thevalue of talent: Promoting talent management across the organization.London: Kogan Page.
Schweyer,A. (2013). Talentmanagement systems: Best practices in technology solutions forrecruitment, retention and workforce planning.Hoboken, N.J: Wiley.