Sustainable Talent Management in an Organization
Performance Management Process in Measuring Employee Talent
Employee engagement and retention occur as an essential performance management process used to measure employee talent. The technique engages the energy and commitment utilized by employees in the working environment. Methods used to achieve this include the initiation of focus groups and surveys targeting identification of factors that motivate. It also acts as a vital indicator of employee dedication and involvement in the organization. Engaged employees contribute towards the realization of organizational goals and objectives. Through this, managers can measure employee talent based on the productivity and contributions to the organizations. Attributes of loyalty and dedication emanate with the proper involvement of employees in organizational goals and objectives. Undeniably, employees that feel disengaged and disconnected with the organization may quit seeking opportunities elsewhere (Vaiman & Vance, 2010). Further, such group of employees may depict reduced productivity.
Through this performance management process, managers and employees can work on planning, monitoring, and reviewing the productivity of the employees about the objectives of the organization. In this communication process, employees can identify their strengths and areas of weaknesses. On the other hand, managers can measure the level of productivity of an employee that depicts their levels of talent. The process provides a constructive and on-going feedback on the employee performance levels. Managers can also identify the abilities and skills of each of the employees. From this, managers can assign jobs that reflect and build on the strengths of the employees.
Measuring employee talent encompasses a wholesome approach to creating a favorable work environment that employees can thrive and demonstrate their skills and abilities. Investing in training programs enables to develop on a professional and personal level. Performance problems and absenteeism decreases employee morale and productivity. With such limitations, it becomes a daunting task to measure employee talent. Employee engagement and retention enable individuals achieve their career goals. Further, managers can identify various training needs and development opportunities.
Concepts Related To the Talent Pools and the Talent Review Process
Today, the dynamic work environment necessitates organizations in actually develop their best talents. Organizations that may have ignored the essence of talent management may face a shortage of vital talent fundamental in the implementation of business strategies. Investments in time, development resources, rewards, and compensation towards necessary talents endeavor to attain the greatest impact on results.
Developing Target Strategy
Implementation of a comprehensive talent management strategy entails the selection, development, and retention of initiatives focused on realizing organizational goals and objectives. Achievement of these strategies endeavors to meet the short-term and long-term objectives of the organization. Anchoring talent strategies on overall business objectives goes a long way to building the business rationale to develop the talent pool of the organization.
Identification of Performers and Potentials
Performers refer to employees that deliver results and excel in their current roles. On the other hand, potentials refer to employees that succeed in their current role with additional abilities in to develop skills that match multiple future roles. Organizational leaders delve in the identification of outstanding performance amongst the employees. At times, it may prove difficult to identify employees with the greatest potential. The scenario creates an incomplete picture of top talent. Setting standards of talent assessment encompass the creation of organization-specific definitions of high potential and performance. During talent review processes, the definitions facilitate dialogs between leaders and the provision of insights on employees of top talents.
Providing Recognition and Feedback
It is essential for organizations to turn towards feedback and recognition in talent development initiatives. Based on limited monetary resources and tight budgets, the feedback and recognition occur as valuable assets to spur talent development. It is crucial for managers to concrete and timely feedback and recognition for their employees. Regular feedback enables employees gauge their performance and development. Employees with high potential crave feedback crucial for self-development and achieving career goals. On the other hand, the lack of feedback may depict the lack of interest in their worth in the organization. However, most managers overlook top talents with disproportionate amounts of time dedicated to poor performers.
Focus Development Planning
It is crucial for employees to have an individual development plan (IDP). Mostly, the program focuses on a future period, 12-18 months. While maintaining focus, the plan should have a maximum of three goals. In avoidance of redundancy, the development goals should complement the performance of employees. Studies support a good plan that encompasses 70% content on job tasks and assignments. Further, 20% should represent interactions between individuals including mentoring and coaching initiatives. The rest 10% represents...
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