Resourcing Talent Assignment

Customer service studies show that when something goes right, customers give credit to the individual employee dealing with the problem; when something goes wrong, customers usually blame the organization itself. This fact makes it crucial for any

An organization administrative service manager is an individual who is responsible for a private or government organization. Their job criteria consist of planning, directing, telecommunicating, and coordinating supportive services to maintain functional operations. Their duties varies from supervising, recordkeeping, and the organization of the office.

* A review of three different recruitment methods that can be used, and when it is appropriate to use them.

1.1 When an employee starts a new company, there are many external and internal factors that impact on the employment relationship. One external factor is the state of the economy, in recent years the economy has experienced a recession. This

necessary skills and experience you are seeking and would make a valuable addition to your staff.

The store managers also act as accountants to make sure that the established budgets and guidelines of operations are met per procedure. Managers are also responsible in creating employee schedules, and assigning duties.

* Image of the company; Organisation with a positive image and diverse workforce will have more chances of attracting, recruiting and retaining the talent. Negative image leads to loss of trust from employees current and potential, as well as all business partners or customers.

Depending on the nature of the business, organizations will require various sets of talents (skill, knowledge and capabilities) that contribute towards the their growth and success. Markets in general have high supply of some talents and low of others. Based on the talent requirement of the organization and the market in which it operates, it will have to alter its approach towards attracting the required talent. This may involve adjusting factors like remuneration, long & short-term benefits, career prospects, trainings, etc.

The issue with many companies today is that their organizations put tremendous effort into attracting employees to their company. The process of attracting and retaining profitable employees, as it is increasingly more competitive between firms and of strategic importance, has come to be known as the war for talent.

The CIPD defines talent as those individuals who can make a difference to organisational performance either through their immediate contribution or, in the longer-term, by demonstrating the highest levels of potential.

Organisational context – Recruiting and selecting talent who’s attitude that ‘matches’ the organisations culture, is a factor that influences recruitment and selection. For example, the ‘right person’ for the organisation, can then develop a job around their skills and capabilities.

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.

The world of business has undergone radical and dramatic changes in the last decade changes that present extraordinary challenges for the contemporary manager. A manager is an organizational member who is responsible for planning, organizing, leading, and controlling the activities of the organization so that the goals can be achieved. According to a widely referenced study by Henry Mintzberg, managers serve three primary roles: interpersonal, informational, and decision-making. Management is process of administrating and coordinating resources effectively and efficiently in an effort to achieve the goals of the organization.

In an office based business industry, the office manager carries out the risk assessment in the organisation. It usually provides management and financial consultancy services, and which leases two storeys of a ten-storey office block.

2. Organising – A manager needs to organise her/his team and materials according to her/his plan. Assigning work and granting authority are two important elements of organising. A manager is responsible for organising staff, resources, tool and work schedules to achieve the organisations set goals and objectives.