Organizational Development And Employee Engagement

In today’s competitive and ever changing economy, the challenges of Human Resource Management (HRM) is becoming more demanding of strategic responses to its functions as the new era unfolds. The primary function of human resources is to use strategic goals and objectives in order to improve performance outcomes and develop organisational culture that foster innovation and flexibility. Staffing, training and performance management are important functions of human resources, if carried out effectively the success of a setting becomes imminent.

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.

A key factor of an organization is its employees. Human resource professionals are facing problems in retaining employees for long period in attaining organization growth and success. HR professionals are in search of secrets on ‘what’ and ‘how’ to make employees commit themselves to their work and organization mentally, physically and emotionally in achieving long term goals. ‘Engaged” is the term, used when employees dedicate themselves mentally, physically and emotionally to their work and organization in achieving long term goals. Engaged employees are assets to an organization.

Human Resources often begins as very tactical policies, records, compliance, discipline, compensation, benefits, job descriptions, hiring, performance management (). Taken to the next level, HR becomes strategic, connecting employees to the business mission, values, and vision, in order to drive business results (). Employee goals and metrics align to the business strategy and rewards tie into results. Additionally, careful consideration is given to developing talent pipelines, employee succession plans, and career planning in order to respond flexibly to the inevitable work flow and staffing changes that all businesses experience ().

“Employees said that it is the personal relationship with their immediate supervisor that is the key. The attitude and actions of the immediate supervisor can enhance employee engagement or can create an atmosphere where an employee becomes disengaged” (“What Drives Employee Engagement and Why it Matters”). Jiffy’s employees are no longer engaged to go to work because their incentives have been shortened and even if they sought to find employment outside of the organization, they would have to look in a different industry. Employee engagement is easy to conquer. Some of the ways that Jiffy can attempt to rekindle the engagement and morale of its employees are through recognition, use of intrinsic rewards, and employer support. Employees value a sense of belonging to an organization, so it is imperative that they are recognized for their work. Recognition can incur costs; however, there are many inexpensive (and even free) techniques for recognizing employees. For instance, Jiffy can demonstrate their appreciation to the employees during a companywide meeting or cater a luncheon for the staff. The key to ensuring that the employees are recognized in order to feel engaged and with high organization morale is to ensure that this is done on a day-to-day basis, so that the employees would be convinced that they are a valuable asset to the organization. As previously stated, the main priority and assets to an organization are its employees. With that said, in order for employees

Silzer and Dowell (2010) define Talent Management as “ an integrated set of processes, programs, and cultural norms in an organization designed and implemented to attract, develop, deploy, and retain talent to achieve strategic objectives and meet future business needs” (p. 18). And lists the following as components necessary for a talent management program strategy: recruitment; selection;

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.

As Gallup measured in their research that there is still an overwhelming number of disengaged individuals in the workplace, which has cost the organizations in the United States at an enormous amount of about 300 billion dollars annually (Gallup Consulting, 2006). Certain programs are initiated in different workplace to embed employee engagement. Personally, apart from the traditional motivational factors of financial and non-financial incentives to increase employee morale and active participation within the goals of the organization; it would even be more remarkable to come up with innovative practices that would be unique to the organization and meet the demands of the business.

This report will look at Talent Planning in organisations. Talent Planning describes an organisation’s commitment to recruit, retain, and develop talented employees to meet current and future organisational needs. It focuses on recruitment, ensuring the right people are attracted to the organisation.

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.

Human Resource management has a high impact on the overall organization being managed. HR management makes certain that human talent is used successfully and resourcefully to accomplish organizational goals. As an organization core competency, human resources has distinctive competencies that generates high value and sets apart an organization from competitors in areas such as productivity, quality and service, employee skills, and innovative changes. HR management activities can be grouped into categories which include strategic HR management; equal employment opportunity; staffing and talent management; compensation and benefits; and employee and industry relations. This paper will

Employee engagement is a method designed to ensure that employee are committed to their goals and value, motivated to contribute to business success. According to Schaufeli and Saklanova (2007), employee engagement is “important” for business organization given many challenges they face. Additionally, Sulliman (2000) claims employee engagement is essential concept for leadership and organization performance. However, it is probably difficult to get high employee engagement to organization goals. This essay will discuss whether business organization needs employee engagement to enhance business performance.

Whether an organization consists of five or 25,000 employees, human resources management is vital to the success of the organization. HR is important to all managers because it provides managers with the resources – the employees – necessary to produce the work for the managers and the organization. Beyond this role, HR is capable of becoming a strong strategic partner when it comes to “establishing the overall direction and objectives of key areas of human resource management in order to ensure that they not only are consistent with but also support the achievement of business goals.” (Massey, 1994, p. 27)