Hybrid Assignment 4 - Talent Management Program

Employees who have experience in leadership and have been in the industry a while would be in the talent pool called leadership talent. The next key concept after the employee has been placed in the talent pool, is to establish a planned development program which share and teaches them the business knowledge and well as professionalism, teamwork and leadership development. Another key concept is the increase of retention of employees identified in the various pools. One of the first key concepts of talent management for this “for-profit” organization is to develop talent and identify functional areas is linked to the business strategy. After you review the business strategy to ensure linked to the functional areas, you identify the focus areas. Next you identify and define the organizational capabilities, then define key leaders. Assess and define individual functional standards. Then identify and build talent systems components, and then measure impact and effectiveness. To help achieve these steps mentioned above you must implement a structured selection process. Develop a career development program that also assesses talent. Implement formal learning and developing programs. Merge functional competencies integrated with the performance management systems; measure and assess your outcomes and then reward and recognize employees that have excelled in the programs. The key components for the employee would be Selection; Development; Succession; and

Talent management tend to be critical, however most of the organizations end up flounder in the case of effectively leveraging a state of the art technology solution. The basis of the difficulties comes from the business benefits that have sharply diminished in the event of failure by the organization to take advantage of talent solutions that have integrated completely with the core human resource system of records as well as with one another, (Bill Millar, 2007). Due to this, organization will always fail to have a decided competitive advantage on the part of

This paper is going to describe OCBC’s unique approach to talent management and development. Compare OCBC’s approach to talent management and development to other organizations you are familiar with (e.g., current or past employers, a family business). Explain how OCBC’s approach to talent management and employee development been a primary contributing factor to the firm’s success. Evaluate the extent to which OCBC’s approach to talent management and development fits other organizations or industries, including some limitations if applied elsewhere without modification.

There are many different customized onboarding processes based on the job title the employee is going into. For example, when I began with the company nearly 16 years ago, the onboarding process was a lengthy 6 week process. It incorporated information from many aspects of the company. Onboarding began with understanding the history and organizational culture of Wells Fargo and moved into the needs and expectations of the career. It would have been very easy to experience information overload. Many new hires in the onboarding process, like me, did feel overloaded to some degree. The amount of information we were trying to capture with regard to procedural information, regulatory expectations, company policies, leaderships expectations, and organizational culture was a lot for a new employee. I found that even as eager as I may have been to learn, it was a lot to take in within the short

Training is an important facet of developing and managing human resources at any organization. Training should improve not only organizational efficiency and employee productivity but it must also improve employee skills and make employees feel valued. At Clapton Commercial Construction (“CCC”) Company’s Arizona location, it is important for the company to hire and retain good employees. To that end training and development should be essential and consistently provided to employees at all levels of the organization. Training program should be designed so that it is tailored to the particular function the employees perform in the company, and also so that the company as a whole works as a

Identify and assess at least 4 factors that affect an organization’s approach to attracting talent.

Organizations benefit from career development systems, as they allow for a better understanding of the current and future staffing needs for an organization. Consequently, they ensure the organization is as efficient as possible when recruiting and selecting talent. Also, by creating these plans, key talent can

Identify to stakeholders how coaching and mentoring (C&M) makes a valuable contribution to the management of talent.

For an organisation to attract talent successfully, as part of the talent planning policy it needs to identify and assess what factors affect its approach to attracting talent. For example:

Onboarding is the process of hiring, orienting, socializing, training, retaining and immersing an employee into their new role and the ACAA’s culture. This enables the employee to become fully engaged and a productive member of the ACAA during his or her first year of employment. Comprehensive onboarding programs have dramatic and lasting positive effects on retention and engagement rates of new employees.

In the past when an employee was hired, onboarding consisted of filling out paperwork for Human Resources and selecting insurance options. In today’s dynamic workplace environment, effective onboarding is important to get employees up to speed and productive at a much faster pace while ensuring the new hire is happy and satisfied in their new position. Tools such as onboarding checklists and on-line forms are the norm. Effective on-boarding is a process that is beneficial to the employer and the employee.

Today’s leaders understand that talent is critical to success. Companies must continually evolve their talent strategies to build their human capital assets. Acquiring talent overtook learning and development as the number one projected HR spend over the last 3 years. Cost per hire rose to nearly $4,000 last year . For tough to fill positions, such as engineering and technical jobs, costs can more than quadruple. According to a SHRM Human Capital Benchmarking survey, mature organizations with strategic talent acquisition programs spent $6,465 per employee, on average. SHRM explains, “high-impact organizations have 40 percent lower new-hire turnover and are able to fill vacancies 20 percent faster

Onboarding is a multi-faceted occurrence that encompasses a range of functional and qualitative experiences. It spans the very first welcome screen, account creation, introduction of features, and alerts that prompt specific tasks in a workflow. When done right, each of the steps represents an opportunity for increasing user engagement—but if poorly implemented or introduced with little forethought, they become hurdles that risk turning a customer away for good.

Orientation and onboarding are crucial when training and developing new employees. Both are gateways into high work performance, a closer work environment, and encourages employee retention. Orientation is the process of familiarizing new employees with the organization, their jobs, and their work units. It influences the employee’s attitude about their role, responsibilities, job-related tasks, and explains the organization’s rules. Onboarding is the process of socializing the new employees to help integrate them into the organization. New-hires are at a higher rate of quitting, the usage of onboarding is what many companies today have neglected. According to Sujan Patel, the author of: How to Create an Effective Onboarding

Talent acquisition, retention and development is becoming into the range as one of the most critical elements of Human Resource Management. For years, companies have struggled to capture market share through economization and downsizing, while growth had seemed to take a backseat. New technology and tools are now available to address attracting, developing and retaining talent.