Peter Cappelli’s article “Talent Management for the Twenty-First Century” aims at identifying the principles of successful talent management based on the demand and supply needs (“Talent Management” 74-75). Cappelli is a renowned Professor of Management who has dedicated numerous articles to the subject of talent management. Apart from that, he has authored and co-authored several books on this issue (The India Way: How India’s Top Business Leaders Are Revolutionizing Management, 2010; Why Good People Can’t Get Jobs: The Skills Gap and What Companies Do about It, 2012). The article has been cited for 458 times, which makes it a relatively influential paper. On the whole, the article is a valuable source by an acclaimed author. However, it has some limitations which shall be discussed further.
In his article, Cappelli investigates one of the most current issues in management relations. Talent management has been the subject of the research of many recent studies (Collings and Mellahi, 2009; Bird et al., 2010; McDonnel et al., 2010). Cappelli traces the history of the management development starting back in the 1950s and suggesting the progress of the notion till the present. However, the author does not provide any references at all. Thus, it is impossible to determine what research contributed to his arguments and to check their validity. The reference list would also be helpful in identifying how original the sources used by the author are and how extensive their range is.
The article has no abstract, but there is an introduction in which the author explains the necessity of talent management investigation for the companies’ successful operation (Cappelli, “Talent Management” 74). Cappelli provides a short definition of talent management: it is “a matter of anticipating the need for human capital and then set out a plan to meet it” (“Talent Management” 74). Still, again, the reader cannot be sure whose definition it is since there is no reference to either outside source or the author himself.
The author’s intended audience is comprised of the executives and managers of the companies who strive to make their activity successful and profitable. Also, the article is attractive to the researchers in the sphere of talent management. The author’s style is suitable for the intended audience. It is not loaded with too much scholarly explanation or complicated vocabulary. The article presents the facts directly connected with the audience’s interests.
Cappelli’s purpose is to present an argument that builds on past research. By mentioning the succession of ineffective approaches to the problem, he concludes that a brand-new method is required. This approach, according to the author, will enable progress in the organizations’ talent management.
In order to make his article easier to comprehend, the author divides it into several parts using sub-headings to differentiate between them. Thus, Cappelli presents the history of the issue (“Talent Management” 74-75), suggests a new approach to the problem (“Talent Management” 76-77), and describes the four principles the application of which might solve the current obstacles (“Talent Management” 77-80). Such a structure of the article makes it easy to understand and draws attention to the most important points. It also allows to find the needed information faster and to differentiate between the main parts of the paper.
While determining the article in terms of its belonging to fact or opinion writing, the reader meets with a new difficulty. Cappelli suggests plenty of factual material: dates of origin and collapse of internal development (“Talent Management” 74-75), company names involved in the process (“Talent Management” 75-76, 79-80), and names of the scholars who dedicated their research to the issue (“Talent Management” 79-81). However, the author does not provide a single reference to any of these dates and names. Therefore, it is hard if not impossible to call the paper a fact article. However, if proper citations were applied, the article could be defined as the one including mostly fact information. As for now, the data is unsupported by any references.
The author suggests clearly stated conclusions of his study. He is convinced that the talent management problems connect the managers, the workers, and the whole society (Cappelli, “Talent Management” 81). Cappelli remarks that in order to solve the problem it is necessary to come up with a new paradigm characterizing the demands more efficiently than the old approach did. The four principles suggested by the author comprise his main points in a logical way. Cappelli clearly indicates the solutions to the current state of a talent management issue.
Cappelli’s language is mostly objective, but sometimes it is charged with slight bias: “talent management practices… have been… dysfunctional,” “responses” are “ineffective” (“Talent Management” 74), the “excess supply… fed corporate bloat” (“Talent Management” 75), “a hopeful dream… an impossibility in the aggregate,” “the candidates feel betrayed” (“Talent Management” 75-76). However, these examples are not numerous, which allows calling the author’s style mostly objective.
All in all, the article by Cappelli is a valuable source for those interested in talent management, its history, and feasible solutions. The only thing it lacks to earn entirely positive feedback is the lack of references which undermines the study’s validity.
Works Cited
Bird, Allan, Mark Mendenhall, Michael Stevens, and Gary Oddou. “Defining the Content Domain of Intercultural Competence for Global Leaders.” Journal of Managerial Psychology 25.8 (2010): 810-828. Print.
Cappelli, Peter, Harbir Singh, Jitendra Singh, and Michael Useem. The India Way: How India’s Top Business Leaders Are Revolutionizing Management. Boston: Harvard Business Press, 2010. Print.
Cappelli, Peter. “Talent Management for the Twenty-First Century.” Harvard Business Review 86.3 (2008): 74-81. Print.
Cappelli, Peter. Why Good People Can’t Get Jobs: The Skills Gap and What Companies Do about It. Philadelphia: Wharton Digital Press, 2012. Print.
Collings, David, and Kamel Mellahi. “Strategic Talent Management: A Review and Research Agenda.” Human Resource Management Review 19.4 (2009): 304-313. Print.
McDonnell, Anthony, Ryan Lamare, Patrick Gunnigle, and Jonathan Lavelle. “Developing Tomorrow’s Leaders – Evidence of Global Talent Management in Multinational Enterprises.” Journal of World Business 45.2 (2010): 150-160. Print.
Work with the staff is an essential and integral part of the leadership of any organisation. If it is about health facilities, it is particularly required to pay attention to how qualified employees are. The training of doctors directly influences the quality of medical services. However, a significant role is also played by how professionally the management of a particular clinic is prepared. The control of personnel in the hospital is one of the critical components since it regulates the whole team’s successful work. One of the problems associated with working in the healthcare field is a high turnover of talented professionals who cannot demonstrate their professional skills because of insufficiently qualified leadership. Therefore, it is necessary to determine the most optimal strategies for providing resources and talent management since such work directly influences the quality of medical services and the professional development of healthcare specialists.
Improvement of the Recruitment System
The development of the recruitment system is a significant task. The primary objectives of HR department are not only to find a specialist for a suitable position but also analyse how professionally he or she is ready to perform work duties. The organizations’ approach to talent management in relation to administrators is inclusive, which means that their activities are often encouraged, and exclusive in relation to doctors. Therefore, the improvement of this selective system and a more detailed analysis of job seekers’ abilities can make a significant contribution to the work of a particular organisation that provides healthcare services. The shortage of qualified specialists and talented workers in this field negatively affects the productivity of the activities of hospitals and medical centres (Armstrong 2008, p. 52). It is a top priority to maintain public health at a proper level. This work depends on how well the personnel in clinics is selected and how employees cope with their job duties.
Qualified Interviews with Doctors
If the system of medical personnel selection is held in a free form, the quality of such work is unlikely to be good. Moreover, employees do not have a full picture of what they will do if HR department representatives work for personal reasons and do not take into account efficient personnel search strategies. As Cannon and McGee (2011, p. 43) note, talented physicians, as a rule, do not have enough opportunities to fully realise their potential if the selection goes through a standard system. Improving and individualising the process of interviewing doctors, HR specialists can make a very significant contribution to the development of a particular medical centre and the health system as a whole.
The use of standard methods of recruiting through advertisements leads to the fact that inexperienced and sometimes inadequately qualified employees occupy a responsible post. This technique, in its turn, is unacceptable in medical institutions, where people seek help. The development of new methods of recruiting staff can be a good source of the team of specialists’ replenishment with new talented employees who have a good level of knowledge and want to work for their organisation’s benefits.
Faster Onboarding Process for Administrators
If managers of medical personnel receive too many job descriptions and are forced to experience a large number of bureaucratic conventions, it negatively affects the effectiveness of their work. The sooner a senior employee adapts to a new job, the more qualitative work indicators he or she will demonstrate (Cannon & McGee 2011, p. 59). A long onboarding process for administrators is the reason that the manager cannot engage in his or her immediate duties and is forced to wait for approval by the state services, for example, to obtain licenses. This process, in its turn, suspends the activities of the entire department of management and does not provide an opportunity to monitor the work of the staff efficiently. The improvement of this system through a faster start date will undoubtedly influence the productivity of leaders positively and ensure that all employees will conscientiously perform their duties.
Development of Proper Professional Orientation
For many health workers, their job is just a source of money income. Nevertheless, the central task of physicians is to provide timely and qualified assistance to all those who need it. Accordingly, the professional orientation of doctors and administrators is an essential aspect of the activity of any healthcare institution. The creation of necessary working conditions and proper motivation can make a significant contribution to the development of medicine and ensure that a particular medical centre can provide highly professional services to the public (Campbell & Hirsh 2013, p. 89). Thus, it is necessary for both medical staff and management to have not only the appropriate level of professional training but also a sufficient incentive for quality work.
Work with Foreign Doctors
When doctors with appropriate medical education come to a foreign country, they certainly want to find a workplace according to their profile as soon as possible. Perhaps, that is why some medical service providers employ foreigners who are willing to work hard but do not have a proper motivation and desire. If such cases occur, it is necessary to reconsider the policy of personnel recruiting and work more carefully so that all employees understand the importance of their employment.
Foreign specialists can be talented; however, in an attempt to get a job faster, they neglect the desire to develop professionally and want an exceptionally stable income. According to Cannon and McGee (2014, p. 107), clinic management should think more carefully about the strategy of hiring medical personnel and do everything possible so that doctors could be not only satisfied with their wages but also could seek to improve their performance. These measures will have a positive impact on the quality of medical services provided and will help to achieve the prestige of a particular healthcare institution.
Induction for Administrators
Staff in managerial positions, as a rule, has sufficient orientation, as administrators know their range of responsibilities and powers that are assigned to them. Nevertheless, one of the problems that arise quite often is the lack of induction and interest in the performance of individual duties. As a consequence, talented doctors cannot fully realise their potential because the control system is not adequately coordinated and organised according to specific working requirements.
Incentives for administrators can be different. Employees in managerial positions can try to improve the productivity and efficiency of their subordinates to receive the approval of senior management (Armstrong 2008, p. 97). Also, relevant initiatives can also be encouraged by rewarding both workers and leaders. This measure is reasonable enough. In this case, both the manager and the subordinate will have the desire to achieve high production results, which will positively affects the quality of the provided medical services and at the same time, help the talented employee to sharpen his or her professional skills.
Training and Development Opportunities
The possibility of professional growth is an integral component of experienced and talented physicians’ medical practice. The implementation of the personnel policy, including medical personnel’s career, is one of the principal directions for increasing the effectiveness of employees’ activities. The professional suitability of a specialist is primarily dependent on his or her working motivation and inclination of the individual to realise personal abilities and opportunities. At the same time, many workers would not mind raising their qualifications; nevertheless, they do not always have such a chance and are forced to seek the ways of professional self-improvement independently. Therefore, providing appropriate additional education and assisting employees in self-development is a rather significant condition of successful work.
Courses for Doctors
Some doctors have the opportunity to undergo additional courses and improve their professional qualifications. However, in the context of the financial crisis, many educational programs do not receive sufficient development (Five talent management best practices every healthcare organisation should consider now 2010, p. 3). At the same time, the authorities, as a rule, do not have a clear answer concerning when such courses can begin to operate. Talented professionals are usually ready to improve their skills, but management can not provide them with full programs for self-development, and doctors lose motivation. Also, strengthening the system of additional education for medical personnel can have a positive impact not only on improving doctors’ skills but also on the healthcare system as a whole. Those organisations where medical professionals with a wide range of capabilities work gain authority among similar medical institutions and can provide comprehensive services to the population. Therefore, the possibility of opening courses for talented doctors is essential and justified.
Educational Seminars for Administrators
As a rule, it is customary to hold various educational seminars in the medical field, where senior officials of certain organisations from this sphere are invited. Nevertheless, one of the significant shortcomings of such meetings may be their rare frequency (they are sometimes held not more often than once a year). Furthermore, the quality of these seminars may also leave much to be desired. According to Campbell and Hirsh (2013, p. 103), quite often, these events are organised solely to demonstrate the visibility of the work and not to enhance the competence of managers in some leadership issues. Perhaps, one of the measures that need to be taken can be more frequent meetings of medical departments’ heads with the purpose of sharing experience. Also, it would be superfluous to improve the intellectual base of such meetings. Leaders should have a full understanding of how the organisations entrusted to them function to realise well those issues that deserve close attention.
Implementation of Electronic Performance Management Systems
Today, many organisations and enterprises are beginning to make more and more use of electronic performance management systems (E-PMS) that simplify the whole work and make the entire process of communication between employees fast. Nevertheless, in some medical institutions, there are traditional rules, and management refuses to introduce such systems, preferring to them a more familiar style of personal communication and paperwork. Such reluctance to changes can significantly slow down the development of an organisation. Traditional approaches to solving various problems, for example, summoning employees to their superiors or general meetings with the purpose of delivering specific information, are mostly outdated. The introduction of electronic systems in medical institutions will have a positive effect on the work of both doctors and management.
Benefits of E-PMS for Doctors
Electronic performance management systems can have quite a significant advantage for doctors. First, the employee does not need to waste time to contact the management or colleagues directly if necessary. A shared database makes it possible to describe any problem or proposal quickly and without leaving personal workplace (Talent management for healthcare: facilitating organisational excellence and outstanding patient care 2011, p. 6). Secondly, doctors can share information and necessary data with one another within such an E-PMS. In these systems, it is possible to find information about upcoming courses, valuable resources and materials, as well as advice from colleagues and managers. The opportunity to use modern means of communication considerably simplifies the process of cooperation in the team and allows medical specialists to develop their professional potential actively (Talent management for healthcare: facilitating organisational excellence and outstanding patient care 2011, p. 6). Therefore, E-PMS in the field of healthcare makes it possible to speed up the process of adapting talented employees and contributes to faster learning and interacting.
Convenience of E-PMS for Administrators
The use of modern means communication within the organisation, namely electronic performance management systems makes it possible to simplify the work not only for doctors but also for the management team. The fact is that sometimes, it is quite problematic to control the activities of each employee separately. The introduction of E-PMS can help rid the management of the need for constant control over each structural unit of the organisation (Talent management for healthcare: facilitating organisational excellence and outstanding patient care 2011, p. 6). It is just enough to periodically update the information base of such a network with relevant information, and then all employees will be able to receive necessary instructions in time. This method also allows leadership to reward prominent workers or punish those who do not perform their duties professionally. If it is a matter of increasing professional motivation and encouraging talented doctors, E-PMS provides an opportunity to contact such employees in person and bring them all the necessary information. Such a system of interaction is more likely to be productive than rare meetings in conference rooms and a routine discussion of current problems by the whole personnel of the organisation.
Clear Work Planning
The system of work planning largely determines how quickly a particular institution can achieve its goals and effectively cope with any possible problems that can arise. Today, the principle of strategic management is an advantageous and demanded method of monitoring the process of work of any organisation, including medical institutions. A thorough analysis of specific ways to achieve goals is an integral component of available resources’ practical use and a suitable means of developing the performance of personnel.
Planning of Work with Medical Personnel
The specialists of HR departments should have a definite idea of what abilities and knowledge a particular employee have to be useful for a specific medical organisation. In case the staff has insufficient qualifications or is unable to carry out the assigned tasks, it may be worthwhile to review the personnel policy and draw appropriate conclusions about how the selection of specialists should take place. Doctors themselves are unlikely to plan their work schedule independently and make long-term prospects since they have many other jobs, fulfilling their immediate duties. If each employee knows what tasks the management is entrusting to him or her and what goals should be achieved, it is possible that working productivity will grow (Armstrong 2008, p. 71). It is quite logical because when doctors have clear prospects and real goals, they will not have to think independently of the most appropriate ways of their work. Such an opportunity can accelerate the decision-making process and have a positive impact on the overall performance of a particular clinic.
Planned Promotion of Administrators
If the promotion of managers is improvised, that is, without a well-planned algorithm and for the sole sake of identifying the leader, such work is unlikely to be productive. The fact is that a person who is not ready or does not know how to manage his or her subordinates cannot become a benchmark and a personal example for them. That is why planned promotion for administrators is an essential element of the strategic policy of any enterprise, and a medical organisation is not an exception (Winning the talent wars: the competitive advantages of implementing state-of-the-art talent management tools in your hospital 2016, p. 3). When a competent person occupies the position of a manager, there is a guarantee that the entire mechanism of work will be carefully considered and all appropriate measures to improve performance will be taken. Moreover, employees will see that their management concerns about them. It is necessary when it is about the most talented workers who need constant motivation. A well thought-out management process will maximise the interest of such employees and thereby make a significant contribution to the work of the entire organisation.
Conclusion
Thus, optimal strategies for providing resources and talent management are integral components of any medical provider’s successful and efficient work. The implementation of these measures contributes to the development of employees’ potential and encourages them to perform their duties competently and efficiently. Such ways of work organising as using E-PMS, strategic planning, the development of professional orientation, and improving the recruitment system can help in the process of talent management.
Reference List
Armstrong, M 2008, Strategic human resource management: a guide to action, 4th edn, Kogan Page, Philadelphia, PA.
Campbell, V & Hirsh, W 2013, Talent management: a four-step approach, Institute for Employment Studies, Brighton.
Cannon, JA & McGee, R 2011, Talent management and succession planning, 2nd edn, Chartered Institute of Personnel and Development, London.
Five talent management best practices every healthcare organization should consider now. 2010. Web.
Features of national and international employment markets from which organizations source staff
The current employment market in which organization is operating
The financial industry of Cyprus develops actively, and the employment market in which Windsor Brokers Ltd operates is related to the investment services market of the country. On the one hand, the number of investment firms located in Cyprus increases annually, resulting in the strengthened competition between investment services companies. On the other hand, the number of well-educated and high-skilled candidates who apply for positions in the company has also grown (Ministry of Finance 2016). The current employment market associated with the financial industry is characterized by the increased number of 25-30-year-old applicants who are non-Cypriots in comparison to the situation in the past years. Furthermore, the number of financial specialists, including analysts, traders, brokers, and risk managers, who have received their bachelor’s and master’s degrees in different European countries, also increased. As a result, the current labor market related to the discussed industry is rather competitive.
Current and future demand for skills
Windsor Brokers is constantly seeking talented and skilled young professionals, who specialize not only in Business Administration, Finances, Analytics, and Management but also in IT, Marketing, and Statistics among other areas. For instance, currently, the company is seeking for candidates to take the position of Research Officer in the Research and Development department. As a result, the current demand for talented employees can be discussed as high. Furthermore, changes in the number of services, which Windsor Brokers proposes, and the number of customers can lead to changes in the future demand for skills. Therefore, it is possible to expect an increase in the number of open positions in the company.
Competitors in the employment market
There are many rivals in the investment services market of Cyprus and globally, and these competitors can also be discussed in the context of the employment market. Fidelis Capital Markets, United World Capital, TTCM Traders Trust Capital Markets Limited, and Blackwell Global are only some of them. Thus, while applying for a position in Windsor Brokers, candidates also choose among positions proposed by the listed companies.
Key employment market and demographic trends
The workforce of Cyprus is discussed as well-trained, and Cypriot specialists are characterized by high-level performance and productivity. The overall unemployment rate decreased by 2% in 2015-2016, and the number of young specialists working in financial companies has increased significantly (Ministry of Finance 2016). The financial industry is characterized by attracting not only well-educated Cypriots but also non-Cypriots, who are professionals in the sphere of investment and financial analytics.
Evaluation of resourcing and talent management strategies, diversity management, and flexible working initiatives.
How the organization remains competitive in the employment market
To remain competitive in the employment market, Windsor Brokers focuses on the constant improvement of Human Resource Management (HRM) programs and policies to address employees’ needs and expectations. First, while being a multicultural organization, the company has adopted the Equal Opportunity policy to avoid discrimination and promote diversity. Second, in addition to providing competitive salaries and promotion opportunities, the company is also interested in employees’ sharing of their ideas and visions of the organization with the help of the Suggestion Box. While respecting employees’ needs and interests, the company also cares for employees’ families and their well-being. The Career Development for Employees’ Children and the Study Leave is the program to support workers in their personal and professional development. Unique approaches to motivating employees also include the activities of the Entertainment Committee.
Evidence of work-life balance initiatives
Windsor Brokers is interested in providing employees with opportunities to improve their work-life balance, and the current initiatives and policies in this field are the following ones: a) flexible work schedule arrangements to change schedules for a reason; b) arrangements for employees with mobility problems and pregnant women; c) the provision of paid paternity, annual, and study leaves; d) the provision of opportunities for indoor and outdoor entertainments.
Evidence of setting terms and conditions for employees
Terms and conditions for employees are listed in their contracts. They are determined according to the principles of the company’s employment policy, Cyprus Labour Law, and European labor law adopted for the countries of the European Union. These contracts include the information regarding employees’ responsibilities, work time and breaks, the policy on confidentiality, grievance procedures, and the sexual harassment policy. Associated terms and conditions are also provided in the Disciplinary Code for employees.
Evidence of job analysis and design
Job analysis is an essential process in the HRM practice that is based on determining the content of jobs with the focus on activities and duties involved in their description. HR specialists identify not only activities to perform by employees in the context of this or that position but also attributes and qualities which employees should possess to perform these duties (Saif et al. 2013). HR specialists in Windsor Brokers also pay much attention to job analysis and design to guarantee that all job descriptions are formulated appropriately to reflect basic requirements and expectations regarding the education and professional levels of the applied candidates. The Job Description Template used by HR specialists was improved and structured to reflect job responsibilities, duties, qualifications, and performance measurements according to the results of job analysis.
Evidence of flexible working
In the context of the work-life balance program, Windsor Brokers provides its employees with opportunities to re-arrange their standard working hours according to their needs. Flexibility related to making work schedules is observed when employees have family, health, or academic reasons to change their standard schedule. When requests for arrangements are approved, employees can choose flexible hours to work only for three months in a year.
Evidence of diversity
Diversity is a characteristic feature of the company’s team as Windsor Brokers is a multicultural organization, and it employs representatives of more than twenty nationalities and cultures. Furthermore, the company also respects age and gender diversity. Moreover, Windsor Brokers follows the diversity policy in the context of the Equal Opportunity program to prevent any cases of discriminating against people of different races and persons with disabilities. When an employee experiences discrimination, he or she is expected to fill in a form and contact the HR team to resolve the issue. The company guarantees the protection for victims of discrimination and the penalty for those persons who are guilty. Windsor Brokers also participates in celebrating the International Cultural Diversity Day to promote the principles of equality and diversity in the company.
Examples of ethical working practices with evidence
Ethical working practices which are expected to be followed by employees in Windsor Brokers are the professional conduct with co-workers with the focus on avoiding sexual harassment and bullying; the smart personal appearance to demonstrate respect for customers and professionalism; the professional relationships with employees without having financial relations with stakeholders. Furthermore, much attention is paid to protecting the confidential information related to the company’s activities and clients, as well as protecting employees’ private information. Employees are also expected to demonstrate their professional conduct, respect for colleagues, and honesty while interacting with each other as a team.
How the organization manages skill shortages
To manage skill shortages, the Human Resource Department of Windsor Brokers performs the following steps:
monitors changes in employees’ turnover intentions;
controls the recruitment process;
provides regular training for employees from all departments;
focuses on cross-training.
Recruitment, selection, and induction activities
The methods used to recruit and select people in organization
The HR department of Windsor Brokers follows a certain recruitment procedure to attract and select the most promising candidates to take positions in the company. First, a job advertisement is located on the company’s website. Candidates have an opportunity to submit the information about them using the provided application form. In response to the application, candidates receive e-mails that notify them that their applications will be reviewed by HR specialists. After assessing candidates’ qualifications, HR specialists provide them with an e-mail to invite applicants to participate in an interview. The first interview is conducted by an HR specialist in the presence of the director of a certain department. After the first interview, HR specialists decide on candidates to invite for the second interview. During the second interview, applicants are assessed in terms of their specific professional and interpersonal skills. HR specialists and directors are present. After two weeks, candidates are informed about the company’s decision.
Selection criteria used by HR specialists include qualifications of applicants, their educational and professional backgrounds with the focus on fields of Economics, Finance, Risk Management, and Mathematics, and personal characteristics of candidates with the focus on their integrity, resourcefulness, and creativity.
Evidence of recruitment administration
The process of recruiting and selecting employees is based on several steps which include the screening of application forms, curriculum vitae, cover letters, and resumes; selection interviewing; the evaluation of candidates’ qualifications and attributes to take a certain position. All these procedures are properly administered and based on the use of HR documentation and protocols.
Evidence of advertising
Job advertisements that are related to different departments and which include the job-specific information are located on the company’s website (Windsor Brokers 2017). A job advertisement usually follows a certain model.
Evidence of use of employment agencies
There are situations when Windsor Brokers refers to the assistance of several reputable recruitment agencies located in Cyprus to search for high-quality professionals. Professional recruiters assist in searching and contacting candidates who have unique qualifications or specialize in concrete fields of knowledge.
Evidence of selection interviewing, use of tests
To select the most appropriate candidates for the advertised positions, HR specialists conduct two interviews and complete evaluation forms after each interview to document data for the further assessment and the final decision. Interview questions differ in terms of focusing on the professional and personal qualities of candidates, as well as on their abilities to work in teams.
How the reliability and validity of selection methods are ensured
To guarantee reliability and validity of selection approaches and interview protocols, it was important to avoid including inappropriate questions in interview forms. While referring to the literature in the field and additional training, efficient interview protocols were developed. According to Jyrkinen (2014) and Marr and Cable (2014), interview questions should not be related to gender issues, marital status, nationality, culture, language, age, religion, and health. Thus, interview questions should not be discriminating, and the focus is on determining the qualifications, skills, personal attributes, and motivation of candidates.
Educational liaison the organization undertakes
Windsor Brokers cooperates with Cyprus International Institute of Management to provide employees with scholarships and participation in educational programs related to their professional area and qualifications. The focus is on providing scholarship opportunities to join courses in Business Administration, Management, Human Resource Management, and Financial Services.
The use of assessment centers
HR specialists in Windsor Brokers refer to the materials provided by assessment centers when it is necessary to improve the currently used assessment or evaluation procedure and change approaches to the performance appraisal. In these cases, the company’s Human Resource Department contacts specialists from assessment centers to provide the required material or conduct training for HR managers.
Evidence of staff induction
According to Salau, Falola, and Akinbode (2014), staff induction procedures are important to help new employees or those employees who have changed their responsibilities to adapt to new duties and environments. The appropriate staff induction allows new employees to understand their responsibilities as professionals and team members, as well as all associated processes, in the most efficient manner. The staff induction in Windsor Brokers is a well-organized process, and it includes the workplace introduction, the introduction to departments and other areas in the building, the introduction to team members and other colleagues, the description of main job responsibilities, and the introduction to the Intranet used in the company. Employees are also informed regarding working schedules, grievance procedures, confidentiality and non-disclosure information policies, the sexual harassment policy, and principles of employee assessment and evaluation among other policies. The information regarding safety principles, safe working procedures, emergencies, incidents, and possible hazards is also provided. When the induction process is completed, a new employee and an HR specialist sign an induction checklist.
Long and short term talent planning and succession planning exercises
Evidence of workforce planning and succession planning
Workforce planning and succession planning are important strategies in the context of talent management realized in companies because the focus should be on collecting reliable information about employees regarding their performance, successes, and leadership qualities to plan the further promotion to upper positions or other departments (Brooks 2014). In Windsor Brokers, employees are regularly informed about open positions in the company’s departments and encouraged to apply. HR specialists also contact those employees who are viewed as good candidates for a certain position personally and with the help of e-mail. Those employees who demonstrate leadership abilities, the perfect performance, or successes in their work with customers are encouraged to take higher positions in their departments. If employees do not apply for the promoted positions within two weeks after being informed or if they do not accept propositions, a vacancy becomes open to candidates outside the company.
Evidence of skills analysis
To guarantee that all employees in Windsor Brokers take appropriate positions and perform their duties successfully, HR specialists conduct regular performance appraisals which include the skill analysis. Performance appraisals are conducted twice a year, and they are based on certain protocols that are developed to determine the particular level of employees’ skills to conclude about the possible promotion, reward, or training.
Examples of outsourcing and the use of external consultants
External consultants are used by Windsor Brokers to improve HR strategies and implement new procedures that require additional training and assistance. For instance, the company’s HR specialists referred to external consultants while planning the implementation of a new Performance Appraisal form. External consultants were involved in the work of the Human Resource Management department to provide the assessment of the company’s directors on behalf of Windsor Brokers’ CEO. The invited consultants worked for such agencies as “The Advanced Institute” and “Let’s Talk” in Cyprus. After being instructed by the company’s HR specialists on the purpose of assessment, consultants provided directors with Performance Appraisal forms and collected the data for the CEO’s further consideration.
Information on employee turnover as a basis for developing robust staff retention strategies.
Evidence of turnover data and use of it
The Human Resource Department monthly documents changes in the number of employees and calculates the turnover rate to analyze the employment situation and improve recruitment and retention strategies.
Evidence of actions taken to reduce employee turnover
According to Hancock et al. (2013), high levels of employee turnover are usually a result of a negative impact of the financial pressure, occupational pressure, and psychological pressure. If employees work in uncomfortable environments, suffer from high levels of stress and burnout, and experience frequent conflicts with their co-workers, their turnover intentions develop proportionally to the decreasing job satisfaction (Katsikea, Theodosiou & Morgan 2015; Mathieu et al. 2016). To increase employees’ job satisfaction and address turnover, HR specialists provide employees with opportunities to share their views regarding stress levels, occupational safety, and teamwork, as well as to participate in activities oriented to decreasing the psychological pressure and improving their work-life balance.
Retirement, redundancy, and dismissal practices
Evidence of dealing with redundancy, retirement, dismissal
Termination or dismissal of employees, as well as redundancies, are challenging processes for both the company and employees, and they require to be properly regulated according to the policies to guarantee the protection of employees’ rights and accentuation of their needs (Whyman & Petrescu 2015). When the company terminates the employment of a certain person because of redundancy or dismissal for some reason, the notice is provided. The length of an employee’s service with the company influences a period during which the notice should be provided. Windsor Brokers also follows a practice of the “garden leave” (Storey 2014). During this period, employees usually do not attend their workplace, but they are treated as workers of a certain company until the end of the notice period (Qin, Nembhard & Barnes 2015).
In Windsor Brokers, male and female employees retire at the age of 65 years according to the Contract of Employment and local retirement policies. HR specialists notify retiring employees regarding their specific retirement date in advance.
Evidence of dealing with a severance payment
A severance package is important to provide terminated or retired employees with all required payments (Strandholm, Schatzel & Callahan 2013). The amount of the severance payment depends on the information uploaded by HR specialists on paid and non-paid monthly wages, bonuses, the 13th salary, and any other payments, including leave and overtime payments.
Evidence of pre-retirement training and planning
Windsor Brokers does not provide specific pre-retirement training for its employees, and all associated training sessions are proposed in the context of a general education and adaptation plan. Strict norms regarding the retirement age and associated HR procedures are presented in the Staff Manual used by the Human Resource Department.
References
Bamberger, P & Bacharach, S 2014, ‘Predicting retirement upon eligibility: an embeddedness perspective’, Human Resource Management, vol. 53, no. 1, pp. 1-22.
Brooks, S 2014, ‘Strategic, future-proof succession planning connects Telefónica with success: how HR was able to move the process on’, Human Resource Management International Digest, vol. 22, no. 2, pp. 28-30.
Hancock, J, Allen, D, Bosco, F, McDaniel, K & Pierce, C 2013, ‘Meta-analytic review of employee turnover as a predictor of firm performance’, Journal of Management, vol. 39, no. 3, pp. 573-603.
Jyrkinen, M 2014, ‘Women managers, careers and gendered ageism’, Scandinavian Journal of Management, vol. 30, no. 2, pp. 175-185.
Katsikea, E, Theodosiou, M & Morgan, R 2015, ‘Why people quit: explaining employee turnover intentions among export sales managers’, International Business Review, vol. 24, no. 3, pp. 367-379.
Marr, J & Cable, D 2014, ‘Do interviewers sell themselves short? The effects of selling orientation on interviewers’ judgments’, Academy of Management Journal, vol. 57, no. 3, pp. 624-651.
Mathieu, C, Fabi, B, Lacoursière, R & Raymond, L 2016, ‘The role of supervisory behavior, job satisfaction and organizational commitment on employee turnover’, Journal of Management & Organization, vol. 22, no. 1, pp. 113-129.
Ministry of Finance 2016, Trends in labor market developments and policy implications, Web.
Qin, R, Nembhard, D & Barnes, W 2015, ‘Workforce flexibility in operations management’, Surveys in Operations Research and Management Science, vol. 20, no. 1, pp. 19-33.
Saif, N, Khan, M, Rehman, K, Nawa, T & Naqeeb, M 2013, ‘Competency-based job analysis’, International Journal of Academic Research in Accounting, Finance, and Management Sciences, vol. 3, no. 1, pp. 105-111.
Salau, O, Falola, H & Akinbode, J 2014, ‘Induction and staff attitude towards retention and organizational effectiveness’, IOSR Journal of Business and Management, vol. 16, no. 4, pp. 47-52.
Storey, J 2014, New perspectives on human resource management, Routledge, London.
Strandholm, K, Schatzel, K & Callahan, T 2013, ‘Inducing employees to leave: a comparison of four severance options’, Human Resource Management, vol. 52, no. 2, pp. 243-262.
Whyman, P & Petrescu, A 2015, ‘Workplace flexibility practices in SMEs: relationship with performance via redundancies, absenteeism, and financial turnover’, Journal of Small Business Management, vol. 53, no. 4, pp. 1097-1126.
The modern business environment has its unique peculiarities that precondition the choice of practices and strategies. The latter should be explored to survive and guarantee the further rise of a certain project. Moreover, the tendency towards the appearance of new business ventures and an increase of rivalry introduces the unique necessity of the acquisition of competitive advantage needed to create the basis for the further rise and obtain stable revenues. For this reason, companies tend to implement new approaches and strategies to attain better results. Talent management could be considered one of these practices explored to attain success and increase the efficiency of numerous processes that are considered a crucial part of any company’s functioning. Besides, efficient talent management guarantees that the talent pool will be explored most appropriately. That will bring benefits and contribute to the improvement of the current company’s position.
Therefore, delving into the peculiarities of the efficient talent management, Big League, a small software development company located in New York, is being used as the background to introduce an efficient model that could be explored to guarantee overall success and attain appropriate final results. The organization employs 200 people, 20 of whom are identified leaders. The company’s human resources (HR) department understands a link between efficient and appropriate talent management and a company’s net earnings. For this reason, it tends to explore the most innovative and efficient patterns that will ensure a significant increase in efficiency and provide opportunities for talented employees to evolve. The given paper aims to outline and suggest a sustainable management process that could be used to measure employees talent and create the environment needed for the development of the most important qualities among the staff.
Nevertheless, any company focused on its further rise, and evolution tries to implement new and the most efficient strategies that could help attain a competitive advantage and become successful. However, the modern business environment’s peculiarities result in the reconsideration of the existing approach to human resource management. At the moment, we could observe a significant shift in priorities towards talent management to improve final results by providing talented workers with additional opportunities. Thus, we already know that Big League has developed a talent management strategy that consists of the following elements: organizational diagnosis, assessment, program design, implementation, support, and evaluation (Blass, 2009). However, it is crucial to be able to measure employee talent to determine the most efficient workers who should be provided with additional authorities. At the moment, companies accomplish standard employee evaluations once a year (Bhattacharyya, 2015). They explore such aspects as feedbacks, overall efficiency, performance standards, etc. However, the given approach does not guarantee that employee talent will be evaluated appropriately as it touches upon traditional dimensions of the functioning of any specialist when a talented one has other methods and perspectives.
Additionally, talent is something subjective that could not be measured by traditional evaluation tools. For this reason, there is a great need for a new approach. Besides, employee evaluation should be performed at least twice a year as short-term performance data will better indicate one or another ability (Bhattacharyya, 2015). Additionally, direct observation, work results, and critical comments about the employee’s work should be taken as the most crucial elements which could be evaluated to measure an employee’s talent and guarantee that he/she will be provided with appropriate opportunities (Bhattacharyya, 2015). Therefore, using a balanced scorecard as an evaluation and measurement tool could be considered another appropriate method. It is an efficient performance management tool that monitors the comprehending of the company’s current goals and outlines the methods used to achieve them.
Thus, the exploration of BSC could help trace unusual approaches combined with increased efficiency and measure employee talent as in case it is applied at the individual level. We could collect the most relevant data and conclude the efficiency of one or another individual (Mathew, 2015). Finally, the evaluation of a team performance could also be taken as one of the monitoring tools. Big League has 20 identified leaders who are responsible for the functioning of different departments and teams. So, if the teamwork is at the high level, the efficiency and talent of these leaders could be proven.
We should also keep in mind the fact that only in case all talent issues are touched upon by the management process, a significant improvement could be observed. Thus, it is crucial to outline the key concepts related to talent pools and talent review process. Besides, the latest tendencies in management and numerous collaborative researches related to the given sphere indicate that there are several the most important concepts that should be considered, and these are retaining high-performance, manager capability, professional skills, leadership qualities, and succession pool (Kim & McLean, 2012). These concepts determine any organization’s efficiency and should also be analyzed when measuring employee talent in the Big League. An outstanding and talented worker possesses leadership skills that help him/her impact the collective and attain improved results. However, if a talented worker is deprived of an opportunity to exercise these very leadership skills and impact other employees, he/she will not evolve.
So, the overall efficiency will decrease. This aspect is also closely connected to high-performance. It is one of the most important elements of any organization’s functioning as it creates the basis for the further rise and helps to attain a competitive advantage. High-performance depends on a set of factors that include opportunities for growth, personal and professional skills, manager capability, etc. (Kim & McLean, 2012). Finally, practice is another crucial concept which impacts talent management greatly. All employee’s skills and competencies should be unified to improve practice skills. It means that any company should provide extra training for workers to be able to improve this aspect. For this reason, it becomes obvious, that the focus on talent management should also imply the exploration of the concepts mentioned above to guarantee that an employee will be provided with the needed environment and all his/her demands will be satisfied. Only in case, all these concepts are touched upon by managers, a significant improvement of outcomes will be observed.
Furthermore, introducing the basic monitoring practices and measuring the performance, the company should also outline talent management objectives to consider to guarantee the comprehensive evolution of functional expertise and performance improvement. That is why talent enhancement strategy should be closely related to business strategy as any employee should be ready to work hard to achieve business goals. For this reason, we could state that the main company’s objectives and strategic priorities coincide with the needs for the improvement of personal and professional skills of talented employees. Moreover, several other aspects like cultural peculiarities, business drivers, and skills should also be taken into account when creating a certain strategy aimed at the improvement of talent management (Swailes, 2016). Another objective related to enhancing this aspect, and the final result is the wide usage of technologies to improve outcomes and increase the efficiency of different processes (Swailes, 2016). The modern technologies provide numerous opportunities for the delivery of messages, data sharing, etc.
For this reason, managers should not ignore such a powerful tool and explore it to improve functional expertise and attain better results. However, it is also important to consider global tendencies peculiar to the current business environment. These might be the global economy’s state and problems related to the workforce like its aging, low level of skills, lack of motivation, etc. Consideration of these objectives will help to improve talent management.
As stated above, the company is not able to ignore the current global trends. For this reason, it should be internationally operated and consider internal and external factors when introducing a specific strategy. First of all, it is the religious and cultural peculiarities of workers (Ohlrich, 2015). The tendency towards the increased globalization preconditions the fact that most teams are international, and these peculiarities should be minded. Moreover, employees should know the basic expectations related to their functioning and accept them.
Furthermore, delving into the external factors, we could also admit that a person’s performance depends on his/her mood, motivation, social status, etc. (Ohlrich, 2015). That is why when Big League wants to increase an efficiency of a certain worker, it should devote attention to all elements that impact his/her mood, which might be the family background, relations with the community and team, peculiarities of personality, psyche, etc. Only considering these factors, success could be attained.
Finally, optimization of the talent management process and its adjustment to Big League’s environment is another crucial element the talent management is. It guarantees the constant improvement of the given aspect and acceptable outcomes. As stated above, the main objectives of this process should coincide with business goals. It could be considered one of the main factors of successful optimization. In case the company manages to combine both talent management and strategic approaches, it will acquire the flexibility needed to adapt to new conditions and respond to the most complex challenges.
Furthermore, the integrity of talent management is another way to optimize this process and make it more efficient. Big League has several long-term goals that precondition its strategy. For this reason, the company should also create long-term practices aimed at constant and gradual improvement of the personal and professional skills of talented employees to guarantee outstanding final results. Only in case these aspects are considered when creating a talent management strategy, it could be optimized and will help the company to evolve.
Altogether, Big League has numerous opportunities to implement an efficient management process to measure employee talent and provide numerous opportunities for workers to evolve and become efficient. The implementation of the model mentioned above will help to increase the company’s efficiency and achieve the outlined goals.
References
Bhattacharyya, K. (2015). Compensation and benefits program a mediating variable for talent retention. Compensation & Benefits Review, 47(2), 75-80. Web.
Blass, E. (2009). Talent management: Cases and commentary. New York, NY: Palgrave Macmillan.
Kim, S., & McLean, G. (2012). Global talent management. Advances in Developing Human Resources, 14(4), 566-585. Web.
Mathew, A. (2015). Talent management practices in select organizations in India. Global Business Review, 16(1), 137-150. Web.
Ohlrich, K. (2015). Exploring the impact of CSR on talent management with generation Y. South Asian Journal of Business and Management Cases, 4(1), 111-121. Web.
Swailes, S. (2016). The cultural evolution of talent management. Human Resource Development Review, 15(3), 340-358. Web.
A successful organisation requires talented staff to run its operations. This is essential to attain the set objectives of the company and to increase its profit margin. It, therefore, becomes the burden of the employer to make the organisation attractive to potential job candidates by ensuring smooth recruitment and selection process. Recruitment and selection process is, thereby, the key component of talent management and, thereby, plays a big role in enhancing employment relations.
This is because the organisation should look out for candidates possessing the right skills to handle the demands of the organisation effectively. With the current dynamic growth in the business world that has seen most companies merge and even extensively expand, it has become critical to hire qualified staff to give the organisation a competitive edge. This essay will critically analyse the concept of attracting, recruiting and selecting the right candidate and its impact on the employment relationship.
Understanding The Concept Of Recruitment And Selection As A Relevant Area In Talent Management
Previous studies have argued that it will be challenging for the organisations to recruit and retain high performing employees in future due to skills shortage, hence, leading to talent deficit (Roberts 200). This aspect of the study becomes very important in ensuring an effective recruiting and selection process to manage and fill the skills gap likely to hit the company in the future. It actually does not come as a surprise that most managers fail to have a plan when recruiting and selecting a suitable candidate.
Actually, the line managers, who usually are left with the burden of bringing in the right talent in the company, fail in their bid to do so. This process of hiring the most suitable and qualified candidate has, therefore, become a topical area. This is attributed to the fact that not only does it have the capacity of becoming an integral part in the managerial process of the organisation but is also as one of the key components of attaining the competitive edge of the company.
Further, it is a notable fact that the process of attracting the right job seekers and at the same time recruiting and selecting them does not operate in a vacuum. This means that social trends actually determine the recruitment and selection process of the company. The current recession, for example, has had a major impact on the operational budget of the company. A recent survey conducted showed that more than 56 percent of employers’ decided to retain their employees rather than recruiting more talent with only a few of them arguing that they would recruit very few talents in the coming years (Russell 111).
This survey gives an overview of the close link between recruitment and selection on the one hand and a broad economic and social aspect on the other. It, therefore, becomes important for the line managers to keep abreast of the current reports that are bound to affect their decisions.
In addition, the process of bringing on board talented employers does not come easy. This is because most companies rely on traditional methods of selecting a candidate which have generally been perceived as being unreliable. Line managers, for instance, rely on the traditional method of interviewing a job seeker, a method which usually fails to predict the performance of the candidate being considered for the job.
It, therefore, becomes critical for the line managers to have a realistic evaluation of the recruitment and selection process. Ethical issues should be put into consideration when hiring a suitable candidate and, by insinuation, rejecting an unsuitable one. Though the organisation’s main goal is to hire employees who fit in with its culture, it should also ensure that it plays a key role in shaping the identity of the employee as an ethical issue. This ensures that a harmonious employment relationship is maintained.
Effective Recruitment And Selection And Its Impact On The Employment Relationship
The recruitment and selection of a suitable candidate are vital for the smooth running of an organisation and, therefore, becomes necessary for the selection team to get it right. In actual sense, wrong selection decisions have a negative impact on maintaining the effectiveness of the organization. It may also hinder developing tactics and even result in management pressure. This was particularly evidenced in one of the bogus selection process undertaken in one of the British Airlines.
In this case, the candidate was hired as a baggage handler, but during the selection process, the hiring team overlooked major information presented to them by the applicant such as a false home address, previous occupation and even false bank details. The candidate, on being hired, boarded a holiday jet airliner and took with him explosive devices hidden in his shoe. Luckily for the airliner, the candidate was an undercover journalist, and the explosives were actually false.
This case scenario is very important when analyzing the effectiveness of adapting an effective recruitment and selection process. A small blunder can cost the company a lot of time and resources. It, therefore, becomes essential for the recruiting team to maximize all the factors required to achieve an effective recruitment and selection process.
One important factor is to distinguish the power of perception during recruitment and selection. This can negatively or positively impact the employment relationship. A good example is hiring a candidate based on nonverbal first impression. This factor has been largely criticized by the job applicants who argue that selecting on this factor alone hinders the candidates to fully expose their talents. However, this factor plays a vital role during selection and recruitment.
Taking in all the data and critically evaluating it ensure accuracy in the perception formed about a particular candidate. Line managers have actually relied on the method of assessment centres as a selection tactic. This is attributed to the fact that the assessment method adapted helps to strike an early relationship between the employer and the employee. This helps the employer to see and assess the talent in a candidate and can even project his future contribution to the company.
The other significant factor is taking a staged approach. This approach is actually a two-way process. On the one hand, the company is committed to evaluating the most suitable candidate to fill a vacancy whilst, on the other hand, the candidates monitor the company as a prospective employer. It, therefore, becomes the burden of the company to establish a professional and timely manner in which to conduct the recruiting and selection process.
This not only attracts the prospective candidate to apply for the job vacancy but to also positively accept the outcome of the interviewer. This positively impacts on the employment relationship to be created as the candidate handles the job more effectively while the employer rips the benefits of hiring a qualified and dedicated candidate.
Attracting candidates, therefore, become a critical factor in the recruitment cycle. This is aimed at ensuring that a considerable number of qualified candidates apply for the job. This gives the company an edge in selecting only the best out of all the applicants. However, most companies fail to implement the most appropriate method to attract candidates. This results in the company receiving overwhelming numbers of unsuitable candidates.
Recruitment agencies have been recommended as they are inexpensive and more resourceful as compared to a major advertising campaign which in essence attracts a huge response from unqualified candidates. It is important for the line managers seeking to fill a vacancy to rely on a more suitable approach of attracting candidates. They should also critically analyse new methods, for example, the use of the internet.
The employee, on the other hand, should make a smart decision before applying to work for a particular company. This was evidenced when the author of this paper applied for an internship position that had been advertised in a local newspaper. However, the responsibilities of what was expected of the intern were not clearly stipulated, and this was enough for the author to disregard the position despite his qualifications.
Another important factor that needs to be put into consideration in recruiting and selection cycle is the selection itself. This is attributed to the fact that it is a vital stage that encompasses the choice of strategies to be adopted by the employer to effectively make a wise selection decision when hiring a candidate. For most people involved in the recruiting and selection process, this is actually the visible stage experienced throughout the resourcing cycle.
Both the employer and the potential employee get to interact at this point, hence, creating a form of relationship. It has been argued that while recruitment has been viewed as a positive activity due to its capability of generating a considerable number of applicants, selection has intrinsically been perceived as a negative in that it is at this stage that most job seekers face rejection. It is, therefore, wise to point out that the decisions made at this stage should actually be based on a wider range of selection tools as some may be ineffective in predicting the job ability of the candidate. This, therefore, becomes one of the critical stages in the whole cycle.
While others argue that companies can hire candidates without necessarily having to meet them on a one-to-one basis, it is prudent for organizations to make an effective selection decision after interacting with a candidate. For the selection to be valuable, it is wise for the process to be conducted by professionals. The interaction plays a big role in ensuring that an effective employment relationship is achieved after the candidate is picked for the job.
The recruitment costs should be an important factor in the process. Why is this so? A company is likely to suffer immensely in case of a wrong move while recruiting and selecting a candidate. The company needs to evaluate and consider both apparent and opportunity costs. The apparent costs are expenses that are incurred during the whole procedure, such as advertising costs. The opportunity costs, on the other hand, are likely to be incurred when a company engages in a repetitive procedure of recruitment and selection. This is unhealthy to the company as it diverts the managerial team from other important activities that the company can engage in for its own good.
To reduce the opportunity costs, it is important to select and hire only those candidates that are fully qualified for the job. It is also essential to consider the implicit costs which are likely to arise due to poor performance of selected candidates, low employee morale or even dissatisfaction likely to arise from clients or the stakeholders due to the poor services rendered by the selected candidate.
The legality of recruitment and selection should be upheld throughout the process. This not only calls for the line managers to adopt valid selection techniques but to also give the applicants a chance to a fair hearing. It has been emphasized that fairness should be upheld at all times. This is evidenced in instances where most job applicants are looked down upon when they apply for a particular job position.
Take, for example, a candidate who is fully qualified to run an organisation but is discriminated against because she is a woman. Any kinds of discrimination, whether direct or indirect, is against the law. A candidate’s dignity should be upheld at all times. Most candidates argue that the line managers interviewing them fail to give them utmost respect when dismissing them and are known to utter comments such as ‘You should have not wasted your time applying for this position’, hence, bringing down their morale.
Conclusion
Recruiting and selection as a key component in talent management becomes an essential aspect to ensure the success and viability of any organisation. It also plays a major role in shaping the impact of employment relationship in the workplace which can either be positive or negative.
Works Cited
Davis, Tony. Talent assessment: a new strategy for talent management, Hampshire: Gower Publishing Limited, 2007. Print.
Israelite, Larry. Talent Management: Strategies for success from six leading companies, New York: ASTD, 2009. Print.
Roberts, Gareth. Recruitment and selection: a competency approach, London: The Cromwell Press, 1997. Print.
Russell, Bob. Smiling down the line: info-service work in the global economy. London: University of Toronto Press, 2009. Print.
Exploring the opportunities that exist in the environment of developing economies is both challenging and fascinating. Even though the current opportunities might seem minor, the potential of some of the organizations working in the realm of developing countries is huge. By exploring its specifics, one will be able to make impressive discoveries about the competitive advantages of the said organizations and the chances that they can pursue in the realm of the global economy (Rashid, Abdullah, Yusuf, & Shaari, 2016).
The specified observation is especially true for the food industry. Although the identified environment also incorporates a range of restrictions due to health concerns, it allows deploying a range of innovative approaches to maintaining the levels of engagement among the staff members high and boosting the quality of employees’ performance. Although the economic environments of Ukraine and Fiji are strikingly different, the talent management techniques adopted by Tappoo and Terra Food are quite similar in their focus on the promotion of training and the consistent acquisition of new skills by employees.
Talent Market in Fiji and Ukraine: Comparison
There is no need to stress that the approaches toward managing business relationships are very different in Fiji and Ukraine, primarily due to the specifics of the states’ cultures. Therefore, the talent markets in Fiji and Ukraine might seem too far apart from each other. Nevertheless, a closer look at the identified area of the states’ economies will show that, in both countries, the focus remains on searching for new opportunities. As a result, both Ukrainian and Fijian organizations seek to multiply the skills and assets of their staff members by studying how they can invest in the employees’ professional development (Esmaeilpour, Mohamadi, & Rajabi, 2016).
Solutions by Tappoo and Terra Food: Comparison
As stressed above, both Terra Food and Tappoo have been exploring the options associated with providing training and learning opportunities for the staff members. According to Stepanchuk (2015), the Ukrainian food industry has an untapped potential that needs to be explored, and offering employees extra opportunities for learning new skills and acquiring the relevant knowledge is the first step toward solidifying a company’s position as the leader in the target industry (Stepanchuk, 2015). Therefore, the focus on the development of long-term competitive advantages such as highly professional staff members must be interpreted as the instrumental change in the current HRM techniques used by Ukrainian food organizations.
Fiji organizations operating in the food industry, in turn, also tend to focus on helping their employees engage in an unceasing learning process and, therefore, acquire new skills and knowledge regularly. Mialon, Swinburn, Wate, Tukana, and Sacks (2016) specify that the introduction of the techniques that will allow improving the quality of the end product and, therefore, increase the satisfaction levels of the target population must be deemed as the key tools for market success. Therefore, the promotion of active staff training should be viewed as a necessity. However, the Fiji company also stresses the significance of encouraging employees to accept the values and ethical standards that will compel them to view customers’ well-being as the top priority (Mialon et al., 2016).
Conclusion
By encouraging employees to develop new skills and acquire new knowledge regularly, Tappoo (Fiji) and Terra Food (Ukraine) manage to develop very similar approaches toward managing talent in the context of the food industry. As a result, a gradual improvement in the quality of the staff’s performance, as well as the opportunity to comply with the existing set of quality standards set by WTO, becomes possible. Both states have managed to create the environment in which employees can develop and build a significant competitive advantage, as the examples of Tappoo and Terra Food show. Although there is still an impressive area for improvements, both states are evolving in the right direction.
References
Esmaeilpour, M., Mohamadi, Z., & Rajabi, A. (2016). Effect of dimensions of service quality on the brand equity in the fast food industry. Romanian Economic and Business Review, 11(3), 68-83.
Mialon, M., Swinburn, B., Wate, J., Tukana, I., & Sacks, G. (2016). Analysis of the corporate political activity of major food industry actors in Fiji. Globalization and Health, 12(1), 18-31.
Rashid, I. M. A., Abdullah, M. F. S., Yusuf, B. N. M., & Shaari, M. S. (2016). Impact of service and food quality on customer satisfaction among generation Y for the fast food restaurant in Malaysia. International Journal of Information, Business and Management, 8(1), 51-66.
Stepanchuk, S. (2015). Intellectual potential of Ukrainian enterprises of food industry. Actual Problems of Economics, 7(169), 186-193.
The development of business globally depends on using the innovative strategies and techniques in order to realize the effective talent management and improve the employees’ performance.
Talent management is closely associated with the traditional Human Resource Management functions such as recruitment, training and development, performance management, and compensation management.
Talent management is focused on increasing the productivity with references to using the talents effectively and contributing to the further attraction of more talents and more effective use of the human resources’ potentials, basing on their needs, skills, and abilities (Jones, 2012).
Talent Management Efforts and Systems
Effective talent management systems are based on using software applications designed to improve recruitment, training and development, performance management, and compensation management.
Functions of Talent Management Tools and Systems:
to integrate recruitment procedures and retention in an system;
to contribute to effective workforce planning;
to document and record training and development procedures and received certification;
to automate the registration for learning and training activities;
to report on results and programmes completion;
to search the system effectively (Mathis & Jackson, 2010).
Talent management software tools and systems are used to better manage the talents of the companies’ employees. The most popular and frequently purchased tools are
The systems are used to recruit, screen, and manage the human resources in relation to their needs, talents, abilities, and performance.
These systems are based on utilizing the integrated strategies and techniques to manage the work and productivity of the human resources effectively.
The automated talent management tools are necessary to design and develop the effective methods to recruit and retain employees with references to the talents and companies’ needs and requirements.
Talent management tools and systems based on software applications can be divided into three categories:
Talent management software systems which help in organizing the recruitment process and the further performance evaluations with references to the employees’ successes (ICims; HRsmart);
Effective for focusing on the workforce planning, succession planning, and performance management (Halogen Talent Management; VanaHCM);
Developed for controlling the aspects of performance management and compensation management (SuccessFactors; Bullhorn) (Osterhaus, 2013).
Effective talent management systems are based on using software applications which are designed to improve such traditional HRM processes as recruitment, training and development, performance management, and compensation management.
Today, companies seek for tools which can help manage talents appropriately to contribute to the workforce productivity.
Modern talent management tools and systems are developed:
to integrate recruitment procedures and retention in an system;
to contribute to effective workforce planning;
to document and record training and development procedures and received certification;
to automate the registration for learning and training activities;
to report on results and programmes completion;
to search the system effectively.
A range of talent management software tools and systems are used to better manage the talents of the companies’ employees. The most popular and frequently purchased tools are ICims, HRsmart, Halogen Talent Management, VanaHCM, SuccessFactors, and Bullhorn (Osterhaus, 2013).
These talent management software systems are used to recruit, screen, and manage the human resources in relation to their needs, talents, abilities, and performance. These systems are based on utilizing the integrated strategies and techniques to manage the work and productivity of the human resources effectively. The automated talent management tools are necessary to design and develop the effective methods to recruit and retain employees with references to the talents and companies’ needs and requirements.
It is possible to divide talent management tools and systems based on software applications into three main categories:
Talent management software systems which help in organizing the recruitment process and the further performance evaluations with references to the employees’ successes (ICims; HRsmart);
Talent management software systems which are effective for focusing on the workforce planning, succession planning, and performance management (Halogen Talent Management; VanaHCM);
Talent management software systems developed for controlling the aspects of performance management and compensation management (SuccessFactors; Bullhorn) (Osterhaus, 2013).
The Experience of Firms in Using the Talent Management Software
There is a global tendency to use the talent management tools and systems based on software applications instead of the traditional manual processes because of the advantages of the automated process.
Advantages of the Automated Process:
the integration of the recruiting and retention processes;
the focus on training, learning, and career development management with references to the planning and managing performance;
the possibilities to recruit and screen applicants according to their talents and abilities fixed and recorded in the system;
the opportunities to determine the potential the company has in relation to the talents and to predict the changes in performance or productivity;
the possibilities to analyze the challenges associated with the company’s talents with the help of the automated system.
Microsoft;
Pepsi;
Intel;
Wal-Mart;
Dell;
SAS.
Focused on the advantages of using the talent management software and tools in order to optimize the talent management process according to the companies’ needs and interests (Sullivan, 2004).
Such firms as Microsoft, Pepsi, Intel, Wal-Mart, Dell, and SAS focused on the advantages of using the talent management software and tools in order to optimize the talent management process according to the companies’ needs and interests.
Talent Management Systems and Strategic Human Capital Management
The concept of ‘talent management’ is discussed as necessary and effective in order to stimulate the workforce productivity and improve performance of employees within the modern competitive industries.
The idea of talent management is closely connected with the goals of strategic human capital management.
The usage of talent management tools and systems based on software application is important not only to improve the processes of recruitment and training employees along with assessing their achievements but also for reforming the strategies of the human resource managers to hiring the staff and evaluating the employees’ productivity (Silzer, 2009).
The usage of the automated tools and systems contributes to development of more flexible working plans and schedules, performance and compensation management.
Human resource managers receive the opportunity to operate the information about the company’s talents according to the proposed and developed strategies effectively.
All the important facts are recorded with the help of new systems which make the strategic management more appropriate for the company’s needs (Mathis & Jackson, 2010).
The concept of ‘talent management’ is discussed as necessary and effective in order to stimulate the workforce productivity and improve performance of employees within the modern competitive industries.
From this point, the idea of talent management is closely connected with the goals of strategic human capital management. The usage of talent management tools and systems based on software application is important not only to improve the processes of recruitment and training employees along with assessing their achievements but also for reforming the strategies of the human resource managers to hiring the staff and evaluating the employees’ productivity.
References
Jones, K. (2012). The user’s voice: Understanding the impact of talent management software. Web.
Mathis, R., & Jackson, J. (2010). Human resource management. USA: Cengage Learning.
Osterhaus, E. (2013). Compare Talent Management Software Systems. Web.
Silzer, R. (2009). Strategy-driven talent management: A leadership imperative. USA: John Wiley & Sons.
The term Talent Management (TM) itself appeared in the organization not so long ago. However, hundreds, if not thousands, of articles in professional and scientific communities are still devoted to it. Talent development appearance was due to the rapid transition from the industrial age to the information and digital in the late 20th and early 21st century. To stay afloat and not lose leadership in a particular area, the company needs not just people who perform their work efficiently but talents who can quickly respond to emerging changes and make specific changes in its life. It can be assumed from this that TM is a particular set of personnel management methods that enable the organization to attract, effectively use, and develop those employees who can make a significant contribution to the organization’s development (Eva, Marian, et al., 2020). Hence the understanding that attracting, developing, and retaining talent is currently one of the most severe problems faced by companies around the world.
In the process of writing the essay, special attention was drawn to the article The CEO’s Guide to Talent Management Today, published by the Boston Consulting Group of the Henderson Institute, in which the authors give a contentedly easy-to-understand explanation of Talent Management: people who bring a competitive advantage to the company (Vikram, Jean-Michel, et al., 2018) It should be agreed with the authors that with today’s emphasis on advanced technologies, it is easy to lose sight of a simple fact: all these technologies are meaningless without the talent to use them. Human skill is more critical than ever in the age of automation, robotics, and artificial intelligence.
Further, the authors emphasize that modern companies need a fresh look at recruitment and talent development. They need to figure out how to” retrain “or” upgrade the skills” of people displaced by automation and other technological advances. The displacement of people by automation and digitalization is an inevitable process. That is why it must take place less painfully with the possibility of retraining employees. It can lead to the emergence of new talents in the company.
It’s worth agreeing with the authors’ opinion that talent management is like parenting – it all depends on how you spend your time. It is only necessary to clarify: how well you will spend your time. After all, you can treat the process formally or waste time. It is no secret, and the authors of the article mention, that many managers, realizing the need to manage talent, and educate leaders, spend much less time than required (Roselinde, 2018). The report contains a link to the opinion of Roselinde Torres, who believes that 58 percent of companies have failed to educate a sufficient number of talented leaders of organizations. Further, she expresses the opinion that today is the time for entirely new practices in TM. It is necessary to ask yourself constantly: are you brave enough to abandon the rules that made you successful in the past? Some successful modern leaders say that the most impressive development occurs when a specific emotional endurance develops, which helps resist people who say that your new idea is reckless. Not every organization can afford such a risk, and it is worth agreeing with the opinion of the authors of the article that each company will approach the problem of talent in its way (Jessica, 2021). The winners share the view that talent is the most critical business priority. Since the article in question wrote before COVID, the current situation makes certain adjustments.
It is possible that the search for new talents may be difficult or facilitated due to various circumstances. A recent study conducted in the UK showed that three out of five UK workers intend to change their careers due to the pandemic. Sixty percent plan to make changes, such as changing jobs, mastering new skills, or finding a unique role in an existing organization. Almost one in ten respondents (nine percent) said they intend to start a new career. The data show that people are trying to adapt as best as possible to the existing conditions in difficult times. This phenomenon should not go unnoticed in organizations, so employees should be encouraged for their readiness for a new job.
References
Eva, G-G., Marian, T. & Hugh, S. (2020). Talent management: Context matters. International Journal of Human Resource Management, 31(4), 457-473.
CalleetaCO is one of the leaders of the radio frequency identification (RFID) industry, operating in three countries and growing rapidly. Its CEO, Jan Samson, is currently facing a range of problems connected with the company’s HR policy. After a meeting with the board members, she needs to develop a plan that would satisfy the demands of the stakeholders, slow employee expense growth, and increase the company’s earnings.
The key business issues facing Jan and CalleetaCO’s Vice President John Nosmas are connected with the stakeholders’ dissatisfaction caused by the slowing financial returns due to increased employee costs. The costs are growing at a rate significantly higher than the industry average, and the stakeholders demand that they are reduced. The dilemma that Jan and John need to solve is connected with the discrepancies between their and stakeholders’ visions of the company’s talent management system.
Currently, CalleetaCO implements a talent management strategy aimed at hiring the best specialists and providing them with expensive benefit programs. The company has a large HR department that caters for all employees’ needs and offers individual support. The system significantly contributes to the company’s success, ensuring employee loyalty and satisfaction and helping them to develop the innovative products that the market demands. These contributions support CalleetaCO’s strategic goals of becoming the global leader in RFID products, ensuring that the company hires and retains the most highly skilled individuals in the industry who fuel the innovation.
In order to meet the board’s demands, changes need to be made to the company’s HR strategy. The most radical way to satisfy the stakeholders would be to reform the whole system and significantly reduce HR costs. However, this approach would negatively affect the company and hinder the achievement of a sustainable competitive advantage. Therefore, a plan needs to be developed on how to satisfy the stakeholders and reduce the costs without compromising on talent management.
It can be recommended to conduct a thorough analysis of the cost-effectiveness of all elements of the company’s HR strategy. Currently, CalleetaCO provides a wide range of benefits to employees, and it is possible that some of them can be abolished without significantly decreasing employee satisfaction. Furthermore, the size of the HR department can be reduced to decrease the costs. Currently, each employee has a designated HR support representative, and although it provides a higher level of employee satisfaction, the elimination of this feature would help to significantly reduce expenses. If I were in John’s position, I would try to find the elements in the current system that can be reduced or transformed without hindering performance and decreasing employee satisfaction (Lawler. 2017). I would also think of how to present the changes to employees and convince the stakeholders that most elements of the system need to remain.
To explain the benefits of the current talent management system to stakeholders, I would use a balanced scorecard. It provides answers to four basic questions: how customers see the company, what the company must excel at, whether it can continue to improve, and how it looks to stakeholders (Wright, 2021). CalleetaCo aims to become the global market leader, and it needs to excel at developing innovative products. For this, it needs to employ the best specialists and ensure a high level of performance. From the financial perspective, it needs to adequately invest in talent management to satisfy both employees and stakeholders (Sridharan, 2020). Therefore, a compromise needs to be established that would balance the stakeholders’ and the company’s interests and help it to achieve sustainable competitive advantage.
Overall, the plan that would satisfy the stakeholders demands making changes to the company’s HR strategy. The current system is successful at ensuring employee loyalty and satisfaction but is connected with constantly growing employee costs. In order to find a compromise, it is recommended to conduct an analysis of the system’s cost-effectiveness and abolish the elements that are excessive. Furthermore, CalleetaCO’s CEO and Vice President need to explain the benefits of the current talent management system to stakeholders, highlighting its role in achieving the company’s strategic goals.
References
Lawler, E. E. (2017). Reinventing talent management: Principles and practices for the New World of Work. Berrett-Koehler Publishers.
This week’s reading materials focused on the common misconceptions about hiring processes and talent management. The articles show that while the modern knowledge about talent management is extensive, its application in practice does not always meet the original goal. For example, the perceptions of organizational culture in top management and employees have significant differences (Chamorro-Premuzic, 2014). Furthermore, even though the topic of leadership is widely covered in social sciences, organizations continue hiring leaders who do not fit with the existing organizational culture while hoping for successful collaboration (Young Entrepreneur Council, 2013). After reading the articles, I needed to reconsider my views on my individual talents to ensure that my understanding of talent management was correct.
From all the meaningful ideas covered in the materials, I really liked the explanation of the differences between employees’ engagement and happiness. Moreover, the information influenced me to reconsider my opinion about my individual talents. Employee engagement can be associated with the functions employees can perform to keep the company productive. However, high performance in a specific position will not bring happiness to the employee if he does not enjoy his work. Therefore, I plan to develop my skills in the areas I like instead of stopping at things I am already good at.
Furthermore, the modern global environment prioritizes the quality of the workforce over quantity. In my opinion, supporting employees’ mental well-being by giving them the opportunity to develop in the direction they like is the talent management strategy that modern leadership should consider. Therefore, to overcome the risks of burnout, high turnover, and low employee engagement, leaders need to hire employees based on their potential and allow them to grow and develop with the company.
