Talent Acquisition : It 's Evolving Pattern

A lack of objective data on which to assess talent can result in an over reliance on personal viewpoints which does not always result in the best talent being acquired (Onetest, 2007, para 2). A review and acceptance process will follow were the candidate is studied further and ultimately chosen or not chosen for continuation. If chosen the candidate is than placed on a development path to prepare him or her for future roles in the organization. The first step toward development in the Common Grounds organization is to assign a mentor. Having a mentor will help the candidate gain insight into internal operations from a seasoned veteran employee. A seasoned employee can enhance the development process because he or she is aware of and operates within the organization’s cultural parameters and has had proven success. Having a mentor also helps the candidates learn how to build and maintain relationships. According to Ferrell, Fraedrich and Ferrell (2011), developing and maintaining relationships is an essential aspect of business. The next step is to attend workshops that offer exposure and solution training to real world situations. Finally, special projects are given to ascertain the development of the candidate by their ability to apply their knowledge in a practical setting. Though the identifying, assessing and development of potential talent the

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.

This report has been written on Talent Planning, within this report the following will be indentified and assessed: At least four ways that affect the organisations approach to attracting talent, three organisation benefits of attracting and retaining a diverse workforce, three factors that affect an organisations approach to recruitment and selection methods, three purposes on induction and how they benefit individuals and organisations and I will include our organisations induction plans that will identify areas covered in the plans, including timelines and those involved in the process.

Talent management is a complex issue in many organizations where the management usually grapples with during the 21st century. Effective businesses manage and embrace its talent pool in the growing business complexity. Particularly, effective talent management in the modern business environment should boost knowledge development along with sharing knowledge, and acknowledging that all its employees should be able to swiftly react to challenges and change. Leaders must in the forefront in nurturing and grooming the young generation to take over the leadership in the organization in the future to avoid management gaps or avoid in the prospect. Organizations should acknowledge that they have the best talent to thrive in the ever-changing competitive and more complex universal economy. Besides facing the pressure to recruit, build up, as well as retain capable individuals, companies are conscious that they should supervise talent as a vital asset to attain the best results. Companies have recognized that managing talents play a critical role in increasing productivity, thus improving efficiency in the organization (Schweyer 2004).

Talent Acquisition: This particular trend discusses the changes brought into the recruitment process. Technology comes to play a key role, with recruitment becoming more and more digital. Cognitive tools, video, gaming and social media tracking are few to be named. AI and other advancement could potentially take up tasks such as sourcing candidates. It discusses the dynamic shift of appealing to the employee and creating a positive candidate experience in order to draw in the best talent. Building psychological connection and strengthening the employment brand is also expected to be added to the HRM repertoire.

It is essential for every organisation to understand the recruitment trends as by attracting the best talent, organisations will have an advantage over their competitors. When talent planning, organisations should promote a career opportunity, not a job opportunity as this gives a whole new outlook to any potential employee.

This report identifies and assess factors that affect an organisations approach to both attracting talent and recruitment and selection. It also identifies and explains benefits of attracting and retaining a diverse workforce, describes methods of recruitment and methods of selection.

This study, reflecting the high tech boom times of the late 1990s, implied that demand for talented employees exceeded the available supply, thus leading to the issue of talent scarcity. Various human resource professionals as well as consultants identified the necessity of this movement; therefore several studies were carried out in the following years by several human resource professionals and management specialists to ascertain and minimize talent scarcity within

The demand for the right talent is on a rise. Companies are competing in a tight market place where finding the right talent is not just important but a vital potion for success. Most Start-ups and organisations working on a stringent budget usually hire talent based on their project needs in order to reduce operational costs. Thus, this has opened up a wide market demand for skilled contract and temporary workers.

The following report will assess the HR practices and approaches used in this organisation . HRM usually used for selection process and they will provide training after selecting the worker .

The most important part of any successful company is its people. Recruiting, hiring and developing the right people is a large part of what make a company successful. Hiring the right people and developing them is as important as oil is to an engine. It weaves throughout the engine and without it, the engine would seize. People plan the strategy, build the products, service them, and program the systems to sell them. There are a number of steps in managing talent, but they all begin with a good plan. Having a strong workforce doesn’t happen by chance, it requires investment and intentional action. This paper will review some of the key aspects of talent management discussed in the first seven weeks of this course and their importance.

Talent acquisition process will also be explained in detail in the project and further drawbacks will also be scrutinized in the talent acquisition process and any modification needed in the talent acquisition process will also be made.

S. C. Verma, (2000), explained about the linkage of talent acquisition management and engagement with business strategy of the organization. In this context author has stated that, historically, organizations have not treated the recruitment process as one of strategic significance, but latterly many are now waking up to the reality that, world has changed; and no more can the organization pick and choose between several great candidates for one position. Author has observed that, several changes in connected world have tipped the scales in favor of the highly talented individual looking of a new opportunity. In the opinion of author, talent acquisition is part of a broader strategic approach in the quest to gain and sustain a competitive advantage. Other aspects include talent development and retention which are primarily inward facing, whilst the former is outward looking. Author has concluded that, the organizations are taking talent acquisition management and engagement as their significant business strategy and even the employees are satisfied with the policies and measures adopted by the organizations.

Developing talents is one of the vital ways of assuring an organization to have leaders it will require for a strong future and easy transition of power. Talent Development Programme (TDP) is a plan that is targeting to improve talents by providing intensive, extra-curricular opportunities for training leadership and problem-solving skills in addressing real world concerns, such as diversity, sustainability, integration or financial regulation (Bailey & Morley, 2006, p. 214). TDP activities include seminars by academic or financiers and debates with industrialists or politicians. Students can attend training from a field expert and then organize a follow-up activity. Contemporary companies are turning to mentoring and coaching programs for talent development. These programs tap the value of the internal employee resources in developing other, which saves cost, time, and boosts overall employee satisfaction. Coaching helps an employee to get the best performance from themselves – the potential that was already there. Mentoring works alongside coaching and it helps to prepare someone moving to a new role, working in a different or new environment, taking on new responsibilities, or building confidence to develop career further.

Talent – a vital word which can always be found here and there when corporations and business owners come to talk about innovation, new ideas and development. They need talent in its best form. They search for it all around the globe to meet the challenges that threaten to crumble their business. This commodity is rare and putting your choice on the right person is not easy but if you make your recruiting plan right from the time of recruiting till they get employed at your company, you can find with the best brains in town for your company. Here are some tips to keep in mind: