Talent Powered Organization : An Organization Essay

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.

The most intriguing idea that come into my view of talent management is an achievement, put into practice of talent management to review staff meeting. For discussion in relation to talented staffs and building their knowledge, expertise and possibility introducing to other managers in separate sections of the business. As well as the potential to utilize make growth of inside talent is magnified for equally the business and the talented workers.

Answer: The difference between the company’s market value and book value is a factor of the intangible assets like brand value, human capital, customer satisfaction and loyalty. These intangible assets become the factor of production providing future growth. Microsoft’s accounting policies had a negative impact on the book value of the company.

Intangible assets are operational assets that lack physical substance. However, the future economic benefits that are derived from intangible assets are usually less certain than tangible operational assets. Due to this uncertainty, the valuation of these assets rely upon multiple estimations, therefore the reliability of the information may not be as accurate. Additionally, the relevance of the data in the decision making process comes into question since the future benefits are unknown. Copyrights, franchises, goodwill, patents, and trademarks are just a few examples of intangible assets.

a firm’s value. However, considering the real-life factors, firms should keep on steady level of

Diageo’s code for business value creation does involve their tangible assets, however other organizations can easily buy them, so these are rarely the source of competitive advantage. The greatest tangible source that is not easily obtainable by other companies is their own resource to produce raw and unique materials to their own products. Diageo has competitors purchase materials from their owned and operated distilleries and land to make their own product. Intangible assets are difficult to measure and can’t be touched or seen. These assets drive innovation and contribute to Diageo’s success and competitive edge in the market place. Above, examining Diageo’s unique mix of resources explores how Diageo develops certain resources necessary to support corporate strategy. As we have reviewed, Diageo has a purpose, vision, mission and objective, and has strategically implemented internal assets and has the capability and resources to deliver their strategy.

For any business unit, value creation will be the most important goal. Giving out values for the customers will increase in the sales along with the services and for shareholder’s, values will be generating in the method of development in stock prices, will make sure that there will be investing in funds in future. From financial insight, values are meant to be formed when an organization will have revenue, which exceeds the expenses.

So what does it mean to develop a talent mind set at all the different levels of an organization? The Mckinsey Company explains that this mindset should begin with the senior management. They describe how these leaders must have a serious belief that building a strong management talent pool is critical to achieving the aspirations of the company (Michaels, 2001). This conviction of talent is what will give the competitive advantage to a company because the leaders will believe in having talent on all the levels of the company and not just the top. So how does this bring talented people in and make the fullest possible use of their abilities? A company that is building talent in such a sophisticated way will attract talented individuals, this will be due to the leaders who are creating, supporting, and innovating new ways to strengthen talent. This positive attitude will then become part of the company’s culture and talented professionals will become attracted to it. This mind set of having a positive attitude towards talent will also encourage people to work to their fullest ability. Employees in this environment will be forced to use new and existing talents to work with other talented employees and make the link with the company’s business strategy and required talents. Thus by working with this mindset, employees will always be looking to increase their abilities and utilize them towards the companies business plan.

Companies consist of both intangible and tangible assets and each has an impact on the success of the company. The tangible assets are things that you can physically see. Examples include buildings, inventories, and equipment. Intangible assets are the assets that you cannot see or touch like money, intellectual property, patents, company reputation and human capital (Lev,2004). Human Capital consists of employees and their skills and

A company’s resources include two types: tangible and intangible. The former is asset that can be observed and counted, such as, office furniture, production equipment, computer, and warehouse, etc. Unlikely, the intangible resources are assets that are rooted deeply in the company’s history, accumulate over time, and are relatively difficult for competitors to learn and copy, such as brand, intellectual property and reputation, etc.

According to the Oxford Dictionary of Accounting intangible asset is ‘’An asset that can neither be seen nor touched’’. In the current market place the most common examples of these types of assets would be goodwill, brand recognition and intellectual properties such as patents, trademarks and copyrights. In this essay I will attempt to answer what difficulties an accountant will face when trying to measure these intangible assets.

Talent management involves a series of steps, seeking then strategizing. Talent management ensures staff skills are nurtured. Otherwise, employees feel wasted and eventually opt to move, taking with them valuable skills (Knowhow Nonprofit, Talent, and succession management,). Before the commencement of the talent management process, a leaders’ meeting should be held to identity that competences are integral and primary in steering the organization in a forward direction (Webster, 2008). It involves identifying the strengths of each to know which to keep and which to let go (Cannon and McGee, 2002, p. 11). Once identified, the next step is maintaining them and facilitating their growth. Instead of seeking to hire new members, which may be time-and-resource-consuming, it would be more appropriate to improve the already existing talents.

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.

Talent management manages any downfall risk in workforce and improves the return on investment invested in developing employees which helps in forecasting and managing risks (Cappelli, 2008). In the present era of corporate world the companies are competing on the basis of talent and skills of the employees which results in the tremendous increase in hiring by the companies. Companies believe that by attracting and retaining best employees they can achieve higher market share and profits. The findings of McKinsey study in 2001 reported that high-performing managers are able to grew revenue and profits by 50 to 130

Talent management isn’t a new concept to human resources (HR) leaders or to major companies, but it takes on new meaning and greater importance in volatile economic times. The definition of talent management varies among industries, companies and even branches of the same business. That’s generally smart because it means managers are molding the concept to fit their firm’s needs. The best approach is to define it simply as the work businesses do to get the most out of their people – for the sake of their employees and the bottom line. Povah, N., and Thornton, G., (2012).