Effective Talent Management-Free-Samples-Myassignmenthelp.com

Question: What areas of learning and development would you emphasize in a talent management initiative? Answer: Introduction Talent management initiative is a strategy that is designed to enhance organizational human resource development functions in line with the future human resource needs or goals of an organization. With the changing business or organizational environments, many organizations have therefore fallen short of meeting their employees expectations and hence it has become for many organizations to retain or develop their own talented leaders for future growth of the organizations (Spofford, 2017). Therefore, organizations are required to develop an effective talent management initiative by creating environment that will foster organizational leadership, learning, and development. For this to be achieved the organization needs to focus on the integration of learning with talent management. This has been seen as one of the most important and successful strategies for future success of an organization. This involves learning processes on performance management, compensation reviews, succession management, leadership development and recruitment (Silzer Dowell, 2010). Developing these areas will play an important role in talent management, for example, leadership development will enhance leadership succession in the organization as well as promote strong organizational leadership which starts with the employees to the top management or an organization. In developing the talent of non-leaders in an organization some changes are required in organizational policies with regard to recruitment, performance management as well as succession management. In organization recruitment, it is important that for an organization to look at candidates who have leadership capabilities and leadership experiences (Craig, 2015). This will help them identify training strategies for candidates with leadership qualities and invest in developing their leadership skills. In case of performance management, the leaders should focus on evaluating the different capabilities of the employees and develop motivation strategies and also provide them with positive feedback and invest in providing them with the required resources. This will play an important role in developing the skills of employees which will become valuable to the future success the organization. Succession management, on the other hand, presents the future success of organizational leadership. S uccession increases the availability of experienced and capable employees to take full leadership responsibilities of an organization (Padmaja Venkateswara 2015). It is therefore important for organizations to prepare leaders in advance and prepare them as well as develop an effective succession plan to avoid a future shortage of leaders in an organization. The cost of acquiring an experienced leader through recruitment is expensive as compared to the cost of developing your own leader within the organization. However, it is important to note that most organizations have failed in implementing effective learning strategy that seeks to develop employees for leadership and other functions of the organization. This failure has been attributed to the fact that many organizations have focused their training and development to specific areas of specialization of an employee (Dobrian, 2015). Learning should be a dynamic and a continuous process and therefore should not be restricted to the specific area of specialization. It should be diversified to other areas of specialization which gives the employees a wide scope of knowledge and leadership skills as they are exposed to various or different working conditions and work challenges. For effective leadership development, it is important for leaders or management of organizations to develop various techniques for reframing mental models around leadership. One of the most successful techniques would be to develop competency model of talent management. During recruitment, organizations establish competency standards which they use to evaluate their candidates, competencies that are used to develop leadership skills at various levels (Eyring, 2014). Competency standards can be evaluated in terms of an employee current performance as well as their potentials in other different roles. Secondly, it is also important for an organization to create a demand for talent-driven learning in an organization as opposed to the current practiced performance-driven learning. This is because performance-driven learning does not address an organizational or company strategic talent needs. Leadership development is critical to business success and therefore talent-driven learning tech nique will provide a long-term leadership and organizational development approach which will facilitate organizational success. References Craig, M. (2015). Cost Effectiveness of Retaining Top Internal Talent in Contrast to Recruiting Top Talent. Competition Forum, 13(2), 203-209. Dobrian, J. (2015). Talent Management. Journal Of Property Management, 80(3), 48-53. Eyring, J. (2014). Talent Management Strategies for Multi-Speed Growth: Getting Your Practices in the Right Gear. People Strategy, 37(3), 30-34. Padmaja, B., Venkateswara Rao, N. (2015). Talent Management Practices in APSPDCL. Journal Of Institute Of Public Enterprise, 38(1/2), 165-172. Silzer, R., Dowell, B. E. (Eds.). (2010). Strategy-driven talent management: A leadership imperative. San Francisco, CA: Jossey-Bass. Spofford, C. (2017). Make the Business Case for Talent Management: Seven Best Practice Strategies. Workforce Solutions Review, 8(1), 16-19.