Is Talent Management an Effective HR Approach?

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.

D. Consequences for recruitment and retention of top talent: Matthew Rice’s article outlines the compensation and talent strategies that minimize employee turnover. Talent audits are used to identify top performers, investing in employee engagement strategies to improve retention of the existing team, and eliminate employees’ reasons to leave by offering job activities and development opportunities, and this because: “A talent audit is a critical first step in understanding your risk profile and where you need to invest time, energy and capital to limit your turnover risk” (Rice, 2011, p. 32). If applicable, describe any consequences this scenario has had for the organization 's ability to recruit and/or retain top talent. The research provides insight in how changes in

In much the same sense, there is a very high cost to employers who have poor talent management practices that result in high employee turnover and a substandard talent pool. Both turnover and poor quality talent end up being much more costly to employers than investing in their most important asset - their talent – in the first place. Employers who adopt competitive compensation packages, innovative employee recognition programs and employee development initiatives can more effectively foster a positive work culture that is essential today to attract and retain “game changing” talent.

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

Retention of crucial talent is the key to the continued growth and success of business that it is well worth investing the time and effort into ensuring these individuals are happy to stay put and develop within the company instead of looking elsewhere for 3.2 Staff Commitment, Competence & Development and Retention of talent

HR Perspective – Superior talent is considered an investment if it is effectively utilised by an organisation (Carmeli & Schaubroeck, 2008). The SMH position has the potential to provide a return on investment through active and profitable contribution to the organisation's goals and objectives; achieved by way of a recruiting and developing talent

A strategic management program is imperative for any successful business in today’s company environment. Organizations are willing to spend not only time, but also invest millions of dollars in the talent management programs because of the obvious benefits the programs create such as employment engagement, customer satisfaction, absenteeism, turnover, employee loyalty, and union avoidance. Talent management programs consists of many critical components that when organized properly foster a setting of continuous growth and success. These components of an effective program include: 1. Onboarding 2. Training and development 3. Performance management 4. Employee engagement 5. Succession planning 6. Mentorship 7.Work Life/Balance 8. Offboarding. Organizations must ensure that they have the human resources capabilities readily available to meet the current and future requirements of an ever changing demand. Therefore, having a strong talent management program is critical and incorporating each of these components will ensure that the talent management program is successful.

Consequently, the demand for talent is outstripping the supply. The ability for a firm to create an integrated system that yields a continual flow of talent ready to address specific strategic and operational opportunities may be the single most enduring competitive advantage. While organizations often find that their strategies, products, services, or markets require change, the need to have relevant, differentiated talent to achieve these business goals remains constant (pp. 73-35).

Talent management is a strategic process. Organizations use talent management to find, develop, and retain talented workers. According to the Project Management Institute, “proper talent management is a strategic competency - a blend of recruitment, professional development, succession planning and execution of best practices” (“Organization Talent Management,” n.d., para. 2). Successful

How well a business manages its assets and resources predicates its overall success. Companies that spend financial resources foolishly are apt to find themselves in bankruptcy. Companies that work capital equipment resources beyond the machine’s capabilities or for other than intended purposes are apt to experience downtime and/or lose the equipment to failure. The same premise holds true for a company’s human assets. However, unlike other company assets, which depreciate over time, human assets appreciate over time when managed properly. The article, Importance of Human Resource Investment for Organizations and Economy: A critical Analysis, explains the importance of managing human assets as follows:

During the recent past however, when the company became a more dominant global competitor and a publicly traded conglomerate, the numbers of employees leaving the firm have increased, generating adjacent problems of employee recruitment, training and retention. In other words, the major challenges currently faced by the company are related to talent management. At a more specific level, the issues refer to the following:

Talent management is the integrated and systematic process of attracting, engaging and retaining key employees and potential organizational leaders. The main objective of the talent management is employee performance evaluation.

Instead, human resource practices of ‘best fit’ are more effective when they are designed to fit certain contingencies in the organization’s specific context. Consequently, ‘best practice’ is perceived to improve performance within an organization when a select bundle of policies is implemented and the employees are managed more efficiently. Jeffrey Pfeffer’s (1994) work under this conception offers a list of seven practices assumed to be most beneficial to an organization for achieving competitive advantage ‘through people’. (1) The importance of employment security is emphasized because it is unrealistic to expect such hard work and commitment from employees without some expectation of security on their part. (2) Selective hiring is a source of sustainable competitive advantage through its “capturing” of particularly exceptional human talent (human capital). (3) Self-managed teams require efficient teamwork, and are seen as a route to achievement of more creative solutions. Employees deserve to be rewarded for

Global talent management is an organizational development solution that supports the HSBC vision to be the world 's leading financial services company. This article will describe how the global talent management solution aligns to our business strategy and how we developed, refined, and implemented our global process in the context of our culture and core values. We will share best practices, challenges, lessons learned, and results from implementing our integrated talent identification and development system. The unique contribution of this work is the examination of ways to address complexities involved in executing people strategy in a global, matrixed, and results-focused business