1.0 Introduction
1.1 History of Talent Management Concept and Practices
The evolution of human resource function are now entering a new area “the emerging of talent management” while at the same time strategic human resource remain to be a major focus of some organizations. Today, talent management has become one of the most important buzzwords in Corporate Human Resource and Training (Bersin, 2006). Organization need has changed to compete on talent. Organization with best talent or top priorities tend to stay ahead above others. Talent management arose in answered the organization’s needs and industry demand. In the late 1990s, the evolution of a human resource which previously called as personnel department committed to everything related to human capital. According to Martans (2012), Human Resource gave birth to Talent Management in 1990s. It is for the purpose to aligning and achieving the organizational goals and objectives.
2.0 Definition of Talent Management
2.1 Definition 1
Talent Management is usually a set of process and not always rely on computer system. It is also known as Human Capital Management. As defined by Dessler (2011), Talent Management is end to end process of planning, recruiting, developing, managing, compensating the employees throughout the organization and developong employees with high potential. According to him, employer view talent management as Career Management.
2.2 Definition 2
Person gifted with a special aptitude, for others ‘talent is me, talent is you’ because every person has a lots of talents, they just need to be discovered and skilfully used (Buckingham & Hoffman, 2001). A talent that undiscovered will become obsolete.
2.3 Definition 3
“The most sophisticated systems will not succeed, ...
... middle of paper ...
...ment entities. Vision to be among the leading corporations in energy and related business globally di open their eyes wide open. The misson to committed to excellence in their products and services can be achieved through the developement of human capital. With the numbers of 25,000, TNB provides a lot of opportunities for their staffs to get involved in the business flow.
Tenaga Nasional Berhad also defined Talent Management about planning and developing systematically the individual training, development and education need. This is for the purpose of build a competent workforce realising the vision and mission of the company. Integrated human resource and career development initiative has been the stepping stone of TNB, whereby at the same time training, education and development programs are directly link to career planning and the progression of the employees.
Runco, M. A. (2005). Creative giftedness. In R. J. Sternberg & J. E. Davidson (Eds.), Conceptions of giftedness (pp. 295-311). New York: Cambridge University Press.
Gaining and retaining the best possible employees is something every company wants to do. The best way to accomplish this is by implementing talent management into the fabric of human resources. It may take a high level of commitment and planning, but the rewards can be astounding. From specific training, to motivation, optimizing each aspect of talent management allows for businesses and groups to reach their goals. “It is difficult to identify the precise meaning of talent management because of the confusion regarding definitions and terms and many assumptions made by authors who write about talent management” (http://www.irproje.com/media/userfiles/610013.pdf).
Natural talent doesn’t lead the person to success, but it’s the combination of nurturing and favorable events that will make the him/her “successful”.
Runco, M. A. (2005). Creative giftedness. In R. J. Sternberg & J. E. Davidson (Eds.), Conceptions of giftedness (pp. 295-311). New York: Cambridge University Press.
Human resource management (HRM) encompasses the activities of acquiring, maintaining, and developing the organization's employees (human resources). "The traditional view of these activities focuses on planning for staffing needs, recruiting and selecting of employees, orienting and training staff, appraising their performance, providing compensations and benefits, and making their career movement and development." HRM involves two aspects:...
Organizations’ other resources can be hired, retained and discarded at any time but human resources needs special treatment. It needs to be carefully hired, deserve an extra effort to retain it and requires training & development to upgrade and improve its capabilities. Other resources depreciate with the passage of time but when the human resource gains more and more experience, it becomes more beneficial for the organizations. These characteristics have brought human resources to be the central element for the success of an organization. (Mohammed, Bhatti, Jariko, and Zehri, 2013, pg. 129, para. 2)
The talent management is defined by the Five STAR program where managers “begin a process of cascading, aligning, and translating these imperatives into clear goals and SMART (specific, measurable, attainable, realistic, and timely) objectives that relate specifically to each of the five STAR points” (NCHL). The programs institutes and refines goals, stipulates accountability and heighten company objectives correlating with each employee’s potentials. The principles of the succession planning and talent management strategy are to review and assess key talents to foster innovation and advancement in their careers.
The first challenge facing human resource professionals in “The War for Talent” is addressing the emerging skills gap. As stated by Lauby (2016) The American Society for Training and Development (ASTD) defines the skills gap as “the gap between an organization’s current capability and those it needs,
It represents the Strategic human resource management (SHRM) core function like “work analysis, Job design and job analysis” defines its importance in strategies implementation in any organization. This assignment will also discuss the aspect of Human Resource department that why they are giving more edge to other functions like Recruitment and selection, Performance appraisal and Occupational health and safety. This report will also presents the today’s critical business challenges and the with coming new responsibilities for HR and why they have started to give more weightage to Job analysis and design in order to get the better output and efficiency of the organization. Moreover, Human capital is a vital factor for any department in any organization. “Hiring smart” is becoming a fashion trend for companies for their effectiveness, productivity and employee motivation as the more investment will be done in employees by the firms. It continues with the recommendations on the need of analysis and design of work and how to make employees motivated in the company.
The essay briefly aims to explore the meaning of career Management/Development and its importance for both individual and organisations, and then it will evaluate the relevance of career management/development as an integral part of HR activities from the mutual perspectives of the organisation and individual employees. This essay will also explore the barriers to achieving career management/development practice in organisations and how these barriers could be overcome. Finally the essay will highlight the career management practices of King Specialist Faisal Hospital and Research Centre (public sector), which will lead to the conclusion.
Human Resource Management (HRM) can be defined as “the set of programs, functions, and activities designed and performed in order to capitalize on both employee as well as organizational effectiveness. It is a management function that helps organization in recruiting, selecting, and training, developing and managing
Human resource management is the strategic and coherent approach to the management of an organization's most valued assets - the people working there who individually and collectively contribute to the achievement of the objectives of the business. The terms "human resource management" and "human resources" (HR) have largely replaced the term "personnel management" as a description of the processes involved in managing people in organizations. Human Resource management is evolving rapidly. Human resource management is both an academic theory and a business practice that addresses the theoretical and practical techniques of managing a workforce. (1)
The term “gifted” can mean many things. Up until recently it was the word used to describe people with profoundly high intelligence. Now, adding the words “creative” and “talented”, the category of giftedness has been extended to include not only exceptionally intelligent people, but also people with extraordinary ability in other areas, not just with IQ tests (Drew, Egan, & Hardman, 2002).
Human Resource Management (HRM) is fundamentally another name for personnel management. It is the process of making sure the employees are as creative as they can be. HRM is a way of grouping the range of activities associated with managing people that are variously categorised under employee relations, industrial/labour relations, personnel management and organisational behaviour. Many academic departments where research and teaching in all these areas take place have adopted the title department of human resources management. HRM is a coordinated approach to managing people that seeks to integrate the various personnel activates so that they are compatible with each other. Therefore the key areas of employee resourcing, employee development, employee reward and employee involvement are considered to be interrelated. Policy-making and procedures in one of these areas will have an impact on other areas, therefore human resources management is an approach that takes a holistic view and considers how various areas can be integrated.
Business had to bare loss as they lack in maintaining standardisation. Therefore, talent acquisition group of the organisation had to go through drastic changes due to several stakeholders having different functions that gave confusing conclusion. Other difficulties that are faced by the organisation are with tools and technology where the business had non availability of recruiting tool and had issues in data management system. Before the implementation of talent acquisition group the organisation had low recruiter efficiency. In addition, screening and sourcing process also lacked as the sourcing guidelines were not present in the recruitment process. Besides, it also lacked in sourcing prioritisation. There was no selection framework as well due to which the organisation failed in making consistency results