All in all, talent management refers to the totality of actions and decisions made in relation to the staff members. Talent management commences with the identification of the organizational staffing needs and the assessment of the skills required from the future candidate. It then continues with the selection and recruiting of those candidates who meet the desired conditions. The next step is that of hiring the individuals who meet the initially stipulated conditions and which also reveal an increased ability to become integrated within the working climate and the institution's culture. Throughout the employment contract, talent management continues with a series of motivational, stimulation, reward and retention strategies which ensure that the most talented staff members continue to generate organizational value (Bnet).
4. Talent management practices and talent retention
As early on motivational theory has shown, each individual -- or at least each specific and homogenous group of individuals -- is driven by specific elements. This finding can easily be extrapolated within the business community to understand that the employees are driven by various elements. While some search for the sense of belonging to a professional formation, others seek to be professionally recognized or financially rewarded. This realization specifically materializes in a necessity for economic agents to develop and implement personalized motivation and retention strategies. Some relevant example of noteworthy retention strategies include:
Flexibility in the working schedule, in the construction of team or in the selection of the projects on which to work
Employee empowerment and inclusion in the decision making process
Administrative transparency
Financial and non-financial rewards
Support in professional formation.
5. Effective talent management, organizational performance and shareholder...
Talent Management Discuss how the economic environment has influenced the need for talent management practices. The current economic environment is one that is knowledge-based rather than agrarian or industrial (Friedman, 2005); talent management agents working in modern society have to recognize that even now while they focus on knowledge they must shift their attention to conceptual ideas; wider audiences must be targeted. Friedman suggests than talent managers must focus on a "post-knowledge,
Change Management After recession, many employers expected their employees to inject more hours into work than they did before the recession. This trend is expected to continue in the near future because employers believe that working extra hours increase productivity. This can however, be dangerous in the long run because it affects employee well being and retention (Lepore, 2011). Organizations that pressurize their employees to work extra hours to increase productivity
Webvan Case Analysis This analysis will consider the Webvan strategy and its market position to serve as a basis for recommendations to Webvan's management team. Webvan was once the largest online grocery enterprise in the United States. However it is now considered a classic large investment failure despite the fact that the total industry volume was over one billion dollars per year while the online segment was over two hundred million
This amount of leverage is rare in more standardized industries where management can break pickets with contract labor. We see them affecting public opinion through their press releases and media control, which portrays management as derisive. This attempts to pinch off donations, which is a battle of attrition that will hurt the musicians in the end, but they are willing to sacrifice this in order to win the race to
The U.S. Department of Commerce reports that services to foreign clients brought Americans $131 billion in 2003. This was in addition to offshore services for U.S. customers, which grew by $7 billion. The report shows that labor-intensive production and administrative work has grown in low-cost places, while talent sensitive activities have grown in the United States (Malachuk, 2004). This is a major benefit of outsourcing. Weidenbaum (2005) argues that many American employees
Terkel, Working (Organizational Behavior) The interview subjects in Studs Terkel's book Working run the gamut from farm wife to university professor, but all are able to be articulate about what it is that they do for a living. However, some basic patterns emerge upon examination of a representative sample of Terkel's interviews. The first thing to note is the relationship of education to work: in some sense, these people are all
Our semester plans gives you unlimited, unrestricted access to our entire library of resources —writing tools, guides, example essays, tutorials, class notes, and more.
Get Started Now