Management of Talent

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Management of Talent 7

Managementof Talent

Managementof Talent

Talentmanagement is the commitment that an organization puts on itself toacquire, hire and retain employees who are superior and with thehighest level of talent, (Gallardo-gallardo,Dries, &amp González-cruz, 2013).An organization will get to hire potential, manage the talent,develop it and then offer the right working conditions that willensure the company retains the talented employee for a long while. Itis a strategy within the business sector that helps in the retainingof employees who are of top talent. Most employees are willing towork for organizations that have developed talent managementstrategies since it helps in the professional growth of an employee.In talent management, unlike the old system of human capital playsthis role by nurturing the role of a manager in an employee. In thiscase, talent management is not under human resources department butmanagers. Managers are involved chiefly in the process of hiring thetalent development process as well as the retention of superioremployees within the system of talent management.

Whilemaking use of talent management as a strategy in business,(Collings,Scullion, &amp Vaiman, 2015),the following systems are engaged: arranging for the meeting thatinvolves hiring, the development of a job description, writing thehiring post and dictating the placement for the location, reviewingthe materials for application, conducting of virtual interviews andin-house interviews that can involve multiple meetings with many ofyour current employees, placing the offer of the job to the personwho has been shortlisted, negotiating on the amount of money to bereceived by the recruit, the work commencement day, the informationthat the new worker needs to receive together with other introductionformalities, setting of goals and feedback, building or relationshipsand coaching, formulating communication and appraisal processes,continual development of the new employee, charting career paths,considering promotions and termination.

Top10 human capital trends for 2016 and their implications.

Thefirst of the ten trends is the organizational design. During thesedays, most companies are focusing on operations that are customerfocused, with the structures of the organization shifting for thetraditional, functional models toward more intertwined and flexibleteams.

Statisticsshow that over ninety percent of companies have shifted to placingorganizational design as a high priority. Of these, forty-fivepercent have started to conform thirty-nine percent are planning toshift while six percent are still making the decision. The latestfocus in this trend is the building of teams where these teams focuson particular business projects or challenges (Deloitte,2016).This trend has benefitted leadership development and management ofperformance.

Leadershipawakened: generations, Teams science

Executiveshave seen the importance of strengthening, re-engineering andimproving organizational leadership as a pertinent priority. Thetraditional style of a pyramidal hierarchy is not producing leadersas fast, and this problem is being solved by this trend.

Shapeculture in driving strategy

Engagementand culture have been prioritized as one of the best issues in thepast year. Most executives consider culture a very important topic.Culture is a description of how things run in an organization, and itis attached to the values and therefore provides a comfortableenvironment for those who are used to working in that group.


Employeeengagement is an issue of equal importance in the business sector.Most executives consider the enhancement of participation important.The importance is that participation helps to churn out significantfeedback that is used in the building of a compelling and meaningfulwork environment.

Learningemployees take charge

Executivesalso consider learning to be important. Learning opportunities areseen as some of the greatest drivers in the engagement of employeesas well as building a high culture in the workplace, (Deloitte,2016).New technologies and new business models call for learning.Organization shares were also adopting learning that helps theemployees to think in the aspect of a customer.


Thisis a new trend that is under the watch and occurrence of the HR. Itis aimed at helping to manage, support and retain people. It involvesstudying people rather than models to develop more productivity andlesser stress.


Theupgrading of HR departments has helped in the upgrading skills,capabilities, and enhancement of the teams in an organization.

Thegig economy

Thereis a need for the HR to continuously and consistently learn toleverage and integrate the available workforce, either full time orpart time. Companies should have scheduled for workers that wouldimprove their productivity. This trend is significant for theimprovement and maintenance of both the productivity andprofitability.


Businessesfind and obtain old human work for the needs of the group and toencounter the needs of the labor through the process of talentacquisition, (Cepin,2013).A different profession outstands the general hiring processes. Theprocess of talent acquisition involves the utilization of therecruits and their skills, which come out during the recruitingprocess. The talent acquisition process will focus on futurepositions through the observation of the succession management planor through studying historical patterns in the attrition positions.This predetermination helps to infer the kind of posts that shall beopen at a particular time, in the future. In talent acquisition,experts will recruit toddy for posts that are not even existent inthe present but which are expected to open up in the future. Talentacquisition may also mean the abstinence of the talent that apotential recruit may portray to have. It is an ongoing activity,talent acquisition, and it is composed of various elements such asthe branding of employment, the building of relationships andnetworks and the enhancing of talent pools for organizations.


Thisis a process by which both the managers and the workers of anorganization collaborate to formulate, observe and review theobjective of the employee, (Trkman,2010).They also evaluate the total contribution they have made to theorganization. A continuous process sets objectives, assess theprogress and provides the needed coaching and examination to ensurethat employees meet their goals. Performance management helps toincrease the effectiveness and improve the effectiveness of theemployee. The managers and staff work together. It is specific to ajob, is practical and easy to make use of or understand, and is basedon a collaborative process for setting goals and reviewingperformance, routine checking of outcomes and behaviors as well asestablishing clear communication between managers and employees.

Threesixty degree assessment and feedback

Itis an assessment process that helps to obtain the feedback that isanonymous and confidential from the people around them (Craig&amp Hannum, 2006).It includes even the manager, peers, and direct reports. In the caseof its application, 8-12 candidates fill out an anonymous feedbackonline that asks a broad range array of questions that concerncompetence in the workplace. It may have questions that have therating function, and the person who is to receive the rating willalso do a self-rate survey as others have done. Managers and leadersin organizations make use of the assessment model to betterunderstand their strengths and weaknesses. 360 model measurescompetencies and behaviors, provides feedback on how other consideran employee, it focusses on skills such as listening, planning andsetting goals, even to evaluating individual areas such as teamwork,character and leadership effectiveness.

Forassessment, superiors can be involved. This is the most traditionalmethod of evaluation. There is also the self-assessment involvementsat this moment one assess themselves as a casual part of theadministrator employee feedback evaluation session. Peers are alsorelevant in the assessment process, especially where the groups orteams are involved. The peers regularly have an exclusive perspectiveon a workmate’s job performance, and workers find themselves to bereceptive to the ratings of colleagues.


Cepin,G. (2013). Talent Acquisition. CPA Practice Management Forum, 9(12),13–15.

Collings,D. G., Scullion, H., &amp Vaiman, V. (2015). Talent Management:Progress and prospects. Human Resource Management Review, 25(3),233–235.

Craig,S. B., &amp Hannum, K. (2006). Research Update: 360-DegreePerformance Assessment. Consulting Psychology Journal: Practice andResearch, 58(2), 117–124.

Deloitte.(2016). Global human capital trends 2016 the new organization:Different by design. Deloitte University Press, 112.

Gallardo-gallardo,E., Dries, N., &amp González-cruz, T. F. (2013). Human ResourceManagement Review What is the meaning of “talent” in the world ofwork ? Human Resource Management Review, 23(4), 290–300.

Trkman,P. (2010). The critical success factors of business processmanagement. International Journal of Information Management, 30(2),125–134.