The Hidden Talent Of Talent Management

Recruitment refers to hiring a best qualified person for a job opening in a cost efficient and timely manner. This process comprises evaluating the job requirement, attracting the candidates, screening and short listing the qualified applicants, employing and incorporating them with new teams. Talent is the most important assert for any business. Talent Management, which includes recruitment, is a crucial part for any organization’s growth (Limor, 2013).

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.

Identify and assess at least four ways that affect the organisations approach to attracting talent

To identify and assess at least 4 factors that affect an organisation’s approach to attracting talent

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.

According to Wright et al (2011) recruitment and selection are part of the human resource practices common within organizations in an effort to develop human capital, which is necessary for better production. Numerous scholars have discussed the issue in different contexts. Pramila (2010) discussed the issue of recruitment and selection in an Indian- based company. The article presents effective recruitment practices, which are valuable for organizations. Among the identified practices include internal recruitment, interviews, personality tests, employer references, succession planning, and newspaper recruitment. According to Najafi (2011) the most important aim is to achieve an improvement in their recruitment and selection. With information provided in this article, the researcher is able to advance a thorough understanding of the different issues on improving recruitment and selection processes within organizations.

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.

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.

1. There are many different factors that affect an organisation’s approach to attract talent. The list below includes some of them.

Talent management has been used to attract the highly skilled workers as well as developing and retaining the existing workers for the business to achieve its objectives. It always forms what employers consider since it assists in getting and keeping the most qualified individuals.

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:

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

Retention of crucial talent is the key to the continued growth and success of business that it is well worth investing the time and effort into ensuring these individuals are happy to stay put and develop within the company instead of looking elsewhere for 3.2 Staff Commitment, Competence & Development and Retention of talent

After identify these level, organization can identify whether the employee are in expected level or performing at the potential level. Therefore talent management strategy and practice help to identify the gap between the performance levels. As a result of identify the gap, management can provide training and development to employees to achieve expect level. And it help for management to evaluate, analysis, develop and manage the current performance levels and, to mentor the employees to reach the carrier lander.

Having a functioning and efficient talent acquisition team is of vital importance to a firm. In a time where firms have to make quick decisions in order to remain relevant and profitable, availability of the right labor does not always keep up with the need. Not having a functioning talent acquisition strategy can be detrimental. It is essential that talent acquisition be accurate and timely as it “is the only function within HR that can destroy the business and HR” (Truitt, 2013). In order for the talent onboarding to be timely and successful, the search, vetting and hiring of talent will require appropriate acquisition actions. “The selection of tools, technology and outsourcing partners is a key element of a company’s talent acquisition strategy” (Erickson, 2012).