Southern Company Case Study

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

While it is certainly important to acquire new talent for the organization, it is worthwhile investigating what talent is already available within the organization and if these can be used

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

When discussing and planning your organization’s future, it’s important to consider not just the goals, objectives, and initiatives, but clearly how to accomplish them. The most important contributor is undoubtedly your employees. Aligning the organization’s business strategy with its employees is called talent management, and it encompasses aligning the right employee with the right position in the organization. Talent management is a business strategy and must be fully incorporated within all of the employee

In a continuously developing and challenging business environment, the need to identify, recruit and retain the best professionals sometimes makes the difference between a successful company

One of the most pressing challenges that sit on the work of the most effective leader’s agenda is how to attract, recruit and retain talent millennium (Zheng, Soosay, and Hyland, 2007). It is believed that these 7 pivotal approaches cultivate and leverage talent pipeline in Asia (Stahl, Björkman, Farndale, Morris, Paauwe, Stiles, Trevor and Wright, 2012).

When asked about having any problems with employees being underqualified, Jennifer, a service manager in a popular restaurant chain, shared that one in six people she interviews are qualified for the job. She also shared that of the staff she currently has; she considers thirty percent of them to be underqualified for the jobs they are performing (Personal Communication, November 16, 2016). This is not an uncommon predicament for business managers to be in. Many managers are experiencing this same problem of a larger number of underqualified workers, which is known as the war on talent. The purpose of this essay is to analyze and explain how the war on talent has negatively impacted business management as well as how businesses are attempting to counteract this negative impact.

The beginning of meaningful changes and digitalization has brought in new models of collaboration that leads to higher performance and better innovation. There has been a change in the culture with new generation entering the workforce and the upcoming businesses demanding something better. All this together calls for a rethinking of talent management.

Third, the company’s current workforce structure is yet to be better prepared to its international expansion. Human capital is a vital asset for businesses in the modern knowledge economy. When a firm is able to recruit and retain the best talents, it is more likely to gain competiveness. Either marketing or for financing, the company should now look more at the global talent pool.

Very few firms have the potential of truly inventing their strategies for the management of talent management. In most cases, they always evolve as dictated by various business demands. However, for the proactive firms, as well as those which are leading within their respective industries, customization, innovation, as well as creativity are not just components of talent strategy but they are generally the actual talent strategy. With about 2,000 workers, more than about 1,500 of whom are working in about 50 distribution centers, Netflix has generally strived to exercise creativity within the processes of talent management.

For organizations to carry out their strategic plans effectively and efficiently, it is very important to have and forecast the best talent in order to thrive in this hyper-competitive and increasingly complex global business environment. According to Wellins, Smith, and Erker (n.d), talent management is "a mission-critical process that ensures organizations have the quantity and quality of people in place to meet their current and future business priorities". It is therefore imperative for organizations to consider human capital or workforce as the foundation for organizational growth, development, and success, by having the best employees as a strategic asset for most advantageous performance, and aligning such endowments with the organizations ' strategic goals. It can also be said that the success of any organization is directly linked to the performance of those who work in it. This implies that failure to properly tackle and anticipate the employment or personnel needs can jeopardize the viability of the entire organization. Based on these premises, organizations need to be proactive enough by predicting their staffing needs so that they would always have the needed human resource capability to execute their strategies. To effectively plan for the future staffing needs, the human resource practitioners may rely on some analytical tools to determine future workforce requirements and availabilities, in order to find out if the

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

Today, the fast rising of population does not necessarily go hand in hand with a surplus in supply of skilled workers. The lack of employees with suitable knowledge and training creates “a war for talent,” in which every company tries its best to attract as many talents as possible to increase its competitive advantage. Despite always improving human resource strategies, companies still face a lot of difficulties in meeting the needs of employees. Among many current and emerging challenges that human resource practitioners have to cope with in meeting the diverse needs of the contemporary workforce, the three most influential ones are shortage of labor, globalization, and the differing needs and expectations of a workforce spanning from Baby Boomers to Generation Y. This paper will discuss the above critical factors that need to be paid more attention in human resource strategies with supporting materials ranging from theories of human resource practice to modern day issues.

Talent management is a term that includes a large variety of different methods a company interacts with workers from training, coaching, succession, recruiting and performance. It is considered an umbrella term that all of the various talent strategies fall under. Talent management has become a major issue in todays’ job market with more companies beginning to understand the need to retain quality people in their workforce and have started to attempt changes in their talent strategies as the market has become even more competitive these days (TALENT MANAGEMENT,2015).

These are all questions that can be answered if we had the ability to look at our employee data. A talent management system could provide our Human Resources department with a supply chain network where they could manage our talent. If we take a look at the why of HR and our organizational development, we can clearly see we have what I would call a proposal for business value.