Essay On Talent Management

REVIEW OF SCHOLARLY ARTICLES ON TALENT MANAGEMENT

Some of the articles on talent management (TM) and development that have informed my understanding in managing a highly performing work environment are as follows:

Firstly, Chuai, Preece & Iles, (2008) tried to explore the unique characteristics of Talent Management (TM) and the need for its adoption by big companies. It brought to the fore the fact that the HR profession has gone through immense changes and have used different methodologies, particularly in enhancing an effective personnel management. Chuai and his colleagues argued that TM is quite different from traditional HRM. TM seems to signal unique and new method of managing people instead of creating a compendium of old ideas with

According to Axelrod, Handfield-Jones, and Michaels (2002) indicated that TM goes beyond organisational boundaries. That organisation must vigorously go in search of highly qualified talents, employ and pay them differently. This must be in line with the needs of the organisation which clearly contradicts the idea of Garrow and Hirsh (2008) on managing talent pools for specific jobs with the requisite experience from which they can draw employees from as and when the need arises.

Managing talent for Hills (2009) alluded to the fact that TM must be aligned with the business strategy of the organisation. Any organisation that ventures to change leadership must prepare adequately for the change. In the recruitment and selection process, the organisation must insist on some key competencies. The personnel must have the ability to lead, have the required competencies and the right connection, a combination of experience, coaching and formal learning. These skills put the staff in readiness.

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This has increase personal growth and at the same enabled employees to deliver efficiently in their operational area. (Chafkin, 2009) It is also expected that employees are also able to pass on the knowledge to new staff or their colleagues. For example, new hires are required to participate in intensive one-month training program followed series of mentorship program. Old employees are required to sign a bond to stay with the organisation and utilised skill gained, whenever they are supported by the organisation to pursue further studies in their line of work.

Furthermore and in accordance (Cardon & Stevens, 2004) one of the most important tools used to attract, retain and motivate talents employees is an effective reward system. This organisation, for example, has introduced a reward system for best-performing employees this ranges from salary bonuses to gifts. This has help the organisation to employ very strong applicants and retain employees with core knowledge to compete in the world of