Talent on Demand: Facilitating Talent Development

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Table of Contents

Introduction
Talent management
Conclusion
References

Introduction

Organisations require human resources with different expertise, talents and experiences to develop an orchestrate team; globalization has facilitated movement of labour across borders to the benefit of firms (Berger & Berger, 2003).

To benefit from free movement of labour, firms need to implement human resources management policies that can nature, develop and effectively tap human talents. The article by Burbach & Royle, 2010, called Talent on Demand, discusses how talents can be managed within multinational companies. This paper discusses the main points brought about by the article.

Talent management

Talent management as a corporate area of focus has been building steadily (Burbach & Royle, 2010). Talent management can be defined as a complex human resources management process where the human resources team develop measures and policies that facilitated in tapping human beings intellectual property.

Globalisation has increased competition in modern business to a notch higher, companies need to improve their processes and products as well as innovate better processes and products.

This can be done through the utilization of intellectualism and talents that a company has. Talent is seen as method of developing competitiveness within an organisation with an edge that other companies may not reach (Berger & Berger, 2003).

As much as talent management is a role played by human resources departments, it calls for collaboration of top and line managers to establish, develop and tap their human resources talents.

On page 418, Burbach & Royle are of the opinion that talent development is influenced by cultural and societal dissimilarities that human resources operate in, they discuss the differences in talent management approach in Germany and Ireland.

To manage effectively talents, an organisation should start by understanding the current strategies and processes and how they support talent management, with the understanding, they will be able to tap talents from entry level, nature, develop and retain them to the benefit of the organisation.

When a talent has been developed, there should be effective passing out mechanism so as the benefits of the talents can benefit an entire organisation. A well-planned development assists the company to nurture, develop and retain employees with talents in the company.

To facilitate talent development, knowledge development cannot be ignored; knowledge and talents are intangible assets, which are unique to different business and can be improved with experience and information interpolation (Burbach & Royle, 2010).

Theoretically, global HRISs can play a key role in gathering and analysing talent management information and can be used to underpin the talent management process (Burbach & Royle 2010, p.426). Discuss the issues relating to the use of HRISs in the global talent management system at Meddevco. Include some discussion of the outcomes resulting from these difficulties/issues.

A number of issues face global HRIS talent management programs, the issues are at global, national and organisational level, they include:

Resistance from international community

For an effective HRIS talent management program, whether at Meddevco or any other country, the programs require support from international bodies and community. However there have been resistance and denied support by the community to support programs. An example is the resistance from European Union.

Effects of domestic country local cultures

Through at Meddevco the centralized control and reinforcement center is seen as the central point for management of talents, the success of the program has been affected by domestic policies and local culture. Psychological and emotional supports are necessary for an effective talent management program; however, this has been hard to come by.

Lack of management support

Management has the role of establishing and growing talents within their organisations; they should implement policies that facilitate the emergence, growth, development and maturity of talents within their organizations.

However, they have looked down the exercise and programs set by HRIS, the majority of managers at Meddevco are of the believe that talent management is another function of the human resources managers; they fail to realize in itself is an expensive task that needs special attention. When they leave the task to the human resources management alone, the success of the programs is likely to fail.

Global and micro-political relationships

When developing a global talent management program, some political issues that affect the development. Some countries are not willing to let their countries potential be shared with the world. Some countries like the United States feel they need to preserve their talents, this is seen as political and power building structures.

When HRIS programs are faced with different issues as illustrated, the management of talents is limited to national and regional levels. At this rate, the potential that the world has is lost; the rate at which a country or company uses resources efficiently is reduced (Burbach & Royle, 2010).

Conclusion

Globalisation has facilitated movement of labour across boundaries; the more human resources an economy has, the more talents it has. Personnels have different talents and capabilities; however, tapping these intellectual assets requires strategic human resources management policies that can nature, develops, and manage talents.

References

Berger, A. & Berger, D. (2003).The talent management handbook: creating organizational excellence by identifying, developing, and promoting your best people. New York, NY: McGraw-Hill.

Burbach, R., & Royle, T. ( 2010).Talent on demand: Talent management in the German and Irish subsidiaries of a US multinational corporation. Journal of Public Relations, 36,(4), 414-430.

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