Competitive business management
organizations hire people for the growth and success of their businesses. Many
organizations have revealed that talent management is a process adopted for
their employee's talents and skills lead their business success (Srivastava
and Bhargava, n.d). As Amelia (2020) said, company leaders, must focus on a framework to
manage the talents of their employees, starting from
finding employees, hiring and retaining talented employees, managing high
performing employees by utilizing their talents to match with company strategy
to achieve success through a proper talent management system.
Video 1 demonstrates,
that many strategies related to attract, engage, develop and retain employees
are included in talent management. As Oberoi (2021) explains in video 1, the successful talent management system includes a process of attracting talent for
hiring, sorting, and recruiting excellent employees, effective learning and
development system for the recruited employees to achieve business goals,
formulate functioning strategies by onboarding, deploying them in the
organization/ team to get the best out of the best and retaining the talent.
Video 1: Talent management and talent management processes.
(Source: Avneet Oberoi, 8 January 2021)
TRADITIONAL TALENT MANAGEMENT PROCESS.
Figure 1- Traditional Talent management Process 
(Source: Deloitte Research, 2004)
As in figure 1, the traditional talent management process, mostly look
into acquiring and retaining talent. In the traditional talent management process, the responsibility of acquiring and integrating talent into the original system has
been focused on HR functions. Manpower planning, recruitment and selection,
learning and development, reward systems, and associate relations are
traditional, functional groups. Due to several problems, traditional models
were not dynamic and accurate for organizations to achieve their expected goals
(Senthilkumar and Kumudha, 2011; Vishakha. B, n.d).
Traditional
talent management system is in a reactive mode. Lack of communication between
functional groups, increase inefficiencies in processes, duplication and delays
in systems, confusion for employees to identify designated team-in-charge and
employee's roles and responsibilities resulted in an uncertain and volatile business
environment in organizations (Senthilkumar and Kumudha, 2011). Oberoi (2021)
said, the traditional model of talent management was outdated due to a lack of
integration and association with other organizational processes and lack of
delivering elements of flexibility and accuracy.
NEW MODEL OF TALENT MANAGEMENT.
Figure 2 - Talent Management Process 
(source: Piti cited in Khzam, 2015)
As in figure 2, the modern talent management process is a
continuous process than a direct approach. To overcome more issues in the traditional
process, a systematic approach was articulated. The novel model includes, a
series of processors streamlined to develop the entire talent management model.
Organizations include these main contributors, planning, attracting,
recruiting, talent development, retention, transitioning to customize their own
talent management model (Oberoi, 2021).
Job roles, job descriptions, and competency models are identified
as key to the process (Khzam, 2015). Workforce planning refers to business
planning. To initiate business planning, organizations require to identify
business strategy, hiring plans, compensation budget, and the target of hiring. Hence
human capital requirement is identified for the organization. With that
perception, a hunt for talent is initiated (Khzam,
2015; Oberoi, 2021). Quality
of talent has a key significance over the quantity
of talent. Hence the productivity of the
available employees is major concern before considering new absorptions (Srivastava
and Bhargava, n.d).
Developing a practical plan for recruitment is a function
of planning. An organization’s desire is to hunt the most suitable talent from the
entire talent pool. Hence the significance of workforce planning affects the
entire system (Oberoi, 2021). As Senthilkumar and Kumudha (2011) explain,
recruiting is getting people needed to the organization and hiring them.
Recruiting is acquiring skillful people who are able to perform the job effectively
and efficiently based on their job description (Ramola and Rangnekar, 2020). As
Oberoi (2021) shows recruitment can either be internal or external. For an
instance, a reputed airline in Sri Lanka, performs internal recruitments via a
notice named SVN- staff vacancy notice, while external recruitments perform in
different ways such that web portal or a newspaper advertisement. Oberoi (2021)
mentioned some other means as, job listing portals, social
networking sites, and employee referrals.
After
recruiting a candidate, the development process initiates. On-boarding and
orientation are included in this development process (Oberoi, 2021). On-boarding
refers to train and make the employees able to be productive in the
organization (Khzam,
2015). On-boarding helps the individual align with the organization, its
values, mission, philosophy, policies, and practices (Senthilkumar and Kumudha,
2011). Coaching, mentoring, guiding, counseling, education and training are
different onboarding and orientation means organize to enhance employees’
skills (Oberoi, 2021).
Performance
management which refers to the business plan that must contain the objectives
of the company make an evaluation of the employees’ performance (Khzam, 2015). Many
organizations focus on contemporary performance management systems, to ensure
that performance is discussed, recognized, rewarded, and understood
appropriately (Senthilkumar and Kumudha, 2011).
As per
Khzam (2015), training and performance support refers to catch high potential
employees and develop their skills and their talents. As per Leczykiewicz
(2013), employees may be provided more opportunities, training, and career
paths. Aircraft maintenance departments in many reputed airlines, conduct numerous
training programs, career opportunities for employees to make their career
paths successful. Different aircraft type training and different manufacturer
training are some instances. These training are beneficial for high
potential employees to evolve their talents and develop their carrier
opportunities.
Succession planning is the process of
identifying, developing, and preparing the future for key talent, when they
leave, die or retire (Brooks, 2020). Succession planning is about critical
roles, identify as key talents in the organization, which are vital for the organization’s competitiveness and continuity (Vulpen, 2020). For example,
in an airline, pilots and aircraft engineers can be identified as critical
roles with key talent. The organization should have a proper succession plan
for the future when this key talent leaves the organization for continuity
and smooth operation to achieve business goals. A great quote by Marshall Goldsmith,
who is a well-known management writer, has been cited by Vulpen (2020). “Change the name
of the process from succession planning to succession development”,
Marshall emphasizes that the attention should be more on development, rather
than planning. In many organizations, succession planning happens with internal
employees. Best employees are selected, developed, and groomed according to
their succession development plans (Vulpen, 2020). For example in the aviation
industry, the aircraft maintenance technical crew is trained in their own
technical school. At the end of the training, the best and brightest are
selected and developed gradually in many years to create a talent pool of
aircraft engineers. This ensures the continuity of the workflow when employees
leave, retire or die, other groomed people are lined up to take over
responsibilities.
Compensation and benefits are
other elements in the modern talent management model. Compensation implies the
direct pay for employees in the form of salary or wage. Benefits are the
indirect pay such as health insurance stock options, free airline tickets for
employees who work in most airlines, or other facilities offered to employees by the
employer. As Mark (2019) said, compensation is very important to attract and
retain talent within the organization, while benefits motivate people.
Critical
skills gap analysis or talent gap analysis is a part of the evaluation of the whole
process to recognize that the organization has met the expected goals or not.
If there are gaps, that will be evaluated in critical skills gap analysis (Khzam, 2015). Training and
recruitment are the two identified ways to fill these gaps resulted in skill
gap analysis. Organizations execute required training for employees or recruit
new employees to fill gaps (Raj, 2020). The modern talent management system is
a continuous process where the organization do not reach goals, then commit
more on recruiting, training, developing, and retaining talent (Sullivan,
2004; Raj, 2020).
List of references:
-
Brooks,
A (2020), ‘What Is Succession Planning?
Exploring this Element of HR Management’, weblog, 12 July 2020, viewed 12 August 2021, < What Is Succession Planning? Exploring this Element of HR
Management | Rasmussen University>
- Deloitte Research, (2008). 'It’s 2008: Do
you know where your talent is? Why
acquisition and retention strategies don’t work'. New York: Deloitte
Development LLC.
- Egerová, D et al. (2013), 'Integrated Talent Management- Challenge and Future for
Organizations in Visegrad Countries', Czech Republic by NAVA.
- Khzam, MA (2015), Talent
management Research and overview.
- Lia, A (2020), 'Talent
Development to Increase Performance Management', Mercu Buana
University, Jakarta, Indonesia.
- Mark,
T (2019), ‘Difference Between Compensation and Benefits. Difference Between
Similar Terms and Objects’, 18 October 2019, viewed 13 August 2021, <
Difference Between Compensation and Benefits | Difference
Between>
- Oberoi, A (2021),
‘Talent Management Models for HR in 2021’, weblog, 8 January 2021, viewed 10
August 2021, < https://www.cutehr.io/talent-management-models/>
- Raj, (2020), ‘How critical is skill gap
analysis in Digital HR?’,
weblog, 02 January 2020, viewed 13 August 2021, < How critical is skill gap analysis in Digital HR? | It's your
skills (itsyourskills.com)>
- Ramola. S and
Rangnekar.S (2020). 'Understanding Relationship Between Talent Acquisition,
Competency Mapping and Performance Management and Appraisal', International Journal of Management (IJM),
vol. 11, issue. 5, pp. 1735-49.
- Senthilkumar. and Kumudha. (2011). 'Talent Management: The Key to Organizational Success', Industrial Engineering
Letters, vol. 1, no.2, pp.26-40.
- Srivastava, R. and Bhargava,
S. (n.d). 'Competency mapping – a strategic approach in talent management', Bharati IMSR Journal.
- Sullivan, J. (2004), Talent
management defined: Is it a buzzword or a major breakthrough? 13 September
2004, viewed 16 August 2021, < Talent Management Defined: Is It a Buzzword or a Major
Breakthrough? – ERE>
- Vishakha, B. (n.d), 'Talent Management: Meaning, Features, Process and Models', viewed 8 August 2021, <https://www.economicsdiscussion.net/human-resource-management/talent-management/talent-management/32397>
- Vulpen,
EV (2020), ‘Succession Planning: A Full Guide’, blog, 24 February 2020, viewed 12 August 2021, < Succession
Planning: A Full Guide | AIHR>
- What
is Talent Management in Human Resource?, (2020), online video, 17 July 2020,
viewed 12 August 2021, <Best
Talent Management Models for HRs To Know In 2020 (cutehr.io)>
As in figure 2, the modern talent management process is a
continuous process than a direct approach. To overcome more issues in the traditional
process, a systematic approach was articulated. The novel model includes, a
series of processors streamlined to develop the entire talent management model.
Organizations include these main contributors, planning, attracting,
recruiting, talent development, retention, transitioning to customize their own
talent management model (Oberoi, 2021).
Job roles, job descriptions, and competency models are identified
as key to the process (Khzam, 2015). Workforce planning refers to business
planning. To initiate business planning, organizations require to identify
business strategy, hiring plans, compensation budget, and the target of hiring. Hence
human capital requirement is identified for the organization. With that
perception, a hunt for talent is initiated (Khzam,
2015; Oberoi, 2021). Quality
of talent has a key significance over the quantity
of talent. Hence the productivity of the
available employees is major concern before considering new absorptions (Srivastava
and Bhargava, n.d).
Developing a practical plan for recruitment is a function
of planning. An organization’s desire is to hunt the most suitable talent from the
entire talent pool. Hence the significance of workforce planning affects the
entire system (Oberoi, 2021). As Senthilkumar and Kumudha (2011) explain,
recruiting is getting people needed to the organization and hiring them.
Recruiting is acquiring skillful people who are able to perform the job effectively
and efficiently based on their job description (Ramola and Rangnekar, 2020). As
Oberoi (2021) shows recruitment can either be internal or external. For an
instance, a reputed airline in Sri Lanka, performs internal recruitments via a
notice named SVN- staff vacancy notice, while external recruitments perform in
different ways such that web portal or a newspaper advertisement. Oberoi (2021)
mentioned some other means as, job listing portals, social
networking sites, and employee referrals.
After
recruiting a candidate, the development process initiates. On-boarding and
orientation are included in this development process (Oberoi, 2021). On-boarding
refers to train and make the employees able to be productive in the
organization (Khzam,
2015). On-boarding helps the individual align with the organization, its
values, mission, philosophy, policies, and practices (Senthilkumar and Kumudha,
2011). Coaching, mentoring, guiding, counseling, education and training are
different onboarding and orientation means organize to enhance employees’
skills (Oberoi, 2021).
Performance
management which refers to the business plan that must contain the objectives
of the company make an evaluation of the employees’ performance (Khzam, 2015). Many
organizations focus on contemporary performance management systems, to ensure
that performance is discussed, recognized, rewarded, and understood
appropriately (Senthilkumar and Kumudha, 2011).
As per
Khzam (2015), training and performance support refers to catch high potential
employees and develop their skills and their talents. As per Leczykiewicz
(2013), employees may be provided more opportunities, training, and career
paths. Aircraft maintenance departments in many reputed airlines, conduct numerous
training programs, career opportunities for employees to make their career
paths successful. Different aircraft type training and different manufacturer
training are some instances. These training are beneficial for high
potential employees to evolve their talents and develop their carrier
opportunities.
Succession planning is the process of
identifying, developing, and preparing the future for key talent, when they
leave, die or retire (Brooks, 2020). Succession planning is about critical
roles, identify as key talents in the organization, which are vital for the organization’s competitiveness and continuity (Vulpen, 2020). For example,
in an airline, pilots and aircraft engineers can be identified as critical
roles with key talent. The organization should have a proper succession plan
for the future when this key talent leaves the organization for continuity
and smooth operation to achieve business goals. A great quote by Marshall Goldsmith,
who is a well-known management writer, has been cited by Vulpen (2020). “Change the name
of the process from succession planning to succession development”,
Marshall emphasizes that the attention should be more on development, rather
than planning. In many organizations, succession planning happens with internal
employees. Best employees are selected, developed, and groomed according to
their succession development plans (Vulpen, 2020). For example in the aviation
industry, the aircraft maintenance technical crew is trained in their own
technical school. At the end of the training, the best and brightest are
selected and developed gradually in many years to create a talent pool of
aircraft engineers. This ensures the continuity of the workflow when employees
leave, retire or die, other groomed people are lined up to take over
responsibilities.
Compensation and benefits are
other elements in the modern talent management model. Compensation implies the
direct pay for employees in the form of salary or wage. Benefits are the
indirect pay such as health insurance stock options, free airline tickets for
employees who work in most airlines, or other facilities offered to employees by the
employer. As Mark (2019) said, compensation is very important to attract and
retain talent within the organization, while benefits motivate people.
Critical
skills gap analysis or talent gap analysis is a part of the evaluation of the whole
process to recognize that the organization has met the expected goals or not.
If there are gaps, that will be evaluated in critical skills gap analysis (Khzam, 2015). Training and
recruitment are the two identified ways to fill these gaps resulted in skill
gap analysis. Organizations execute required training for employees or recruit
new employees to fill gaps (Raj, 2020). The modern talent management system is
a continuous process where the organization do not reach goals, then commit
more on recruiting, training, developing, and retaining talent (Sullivan,
2004; Raj, 2020).
List of references:
- Brooks, A (2020), ‘What Is Succession Planning? Exploring this Element of HR Management’, weblog, 12 July 2020, viewed 12 August 2021, < What Is Succession Planning? Exploring this Element of HR Management | Rasmussen University>
- Deloitte Research, (2008). 'It’s 2008: Do
you know where your talent is? Why
acquisition and retention strategies don’t work'. New York: Deloitte Development LLC.
- Egerová, D et al. (2013), 'Integrated Talent Management- Challenge and Future for Organizations in Visegrad Countries', Czech Republic by NAVA.
- Khzam, MA (2015), Talent
management Research and overview.
- Lia, A (2020), 'Talent Development to Increase Performance Management', Mercu Buana University, Jakarta, Indonesia.
- Mark,
T (2019), ‘Difference Between Compensation and Benefits. Difference Between
Similar Terms and Objects’, 18 October 2019, viewed 13 August 2021, <
Difference Between Compensation and Benefits | Difference
Between>
- Oberoi, A (2021), ‘Talent Management Models for HR in 2021’, weblog, 8 January 2021, viewed 10 August 2021, < https://www.cutehr.io/talent-management-models/>
- Raj, (2020), ‘How critical is skill gap
analysis in Digital HR?’,
weblog, 02 January 2020, viewed 13 August 2021, < How critical is skill gap analysis in Digital HR? | It's your
skills (itsyourskills.com)>
- Ramola. S and Rangnekar.S (2020). 'Understanding Relationship Between Talent Acquisition, Competency Mapping and Performance Management and Appraisal', International Journal of Management (IJM), vol. 11, issue. 5, pp. 1735-49.
- Senthilkumar. and Kumudha. (2011). 'Talent Management: The Key to Organizational Success', Industrial Engineering Letters, vol. 1, no.2, pp.26-40.
- Srivastava, R. and Bhargava, S. (n.d). 'Competency mapping – a strategic approach in talent management', Bharati IMSR Journal.
- Sullivan, J. (2004), Talent management defined: Is it a buzzword or a major breakthrough? 13 September 2004, viewed 16 August 2021, < Talent Management Defined: Is It a Buzzword or a Major Breakthrough? – ERE>
- Vishakha, B. (n.d), 'Talent Management: Meaning, Features, Process and Models', viewed 8 August 2021, <https://www.economicsdiscussion.net/human-resource-management/talent-management/talent-management/32397>
- Vulpen, EV (2020), ‘Succession Planning: A Full Guide’, blog, 24 February 2020, viewed 12 August 2021, < Succession Planning: A Full Guide | AIHR>
- What is Talent Management in Human Resource?, (2020), online video, 17 July 2020, viewed 12 August 2021, <Best Talent Management Models for HRs To Know In 2020 (cutehr.io)>
Yes, talent management model is an illustration of interrelationship between the talent management process and depict how these processes could add value to an organization and models normally guide HR policies & procedures, management interventions and required behavior to overcome objectives of the process(Millar, 2013 & Tetik, 2017).
ReplyDeleteAgreed. Instead, in the context of the current economy, identifying and developing talents is necessary for the company's strategy, which may confer a competitive advantage. Common for multinational companies. Talent management aims to create an adaptable and flexible company to motivate its human resources to develop the overall business. It starts from the definition of talent management, which includes the idea that attracting, developing, and retaining employees with a high qualification represents the essence of talent management (Zamcu, 2014).
ReplyDeleteBusinesses are adopting into knowledge-based models from product-based models to cater the modern econimic changes, thus expanding the requirement of more compitent and versatile employees (Aarino and Kimber, 2016). Talent management will support the organizations to mintain and improve the competence levels and multi tasking abilities of the employees.
ReplyDeleteIn the wake of societal challenges related to demographic change, rapid technological development and increasing inequality issues, talent management (TM) has been gaining growing attention among both researchers and practitioners (Gallardo-Gallardo et al., 2015; Collings and Mellahi, 2009). Talent management practices of organizations, e.g. talent acquisition and retention and career development, play a central role in the ability to meet contemporary challenges. Global talent management (GMT) is most frequently defined as the process of attracting, selecting, developing and retaining highly performing co-workers in the global, most central positions (Collings et al., 2019; Vaiman et al., 2012)
ReplyDeleteAccording to Angela M. (2015) talent management methods can be implemented to start succession from the moment a potential hire completes an application.
ReplyDeleteAgreed. Further, talent management is an ecosystem of different people processes and when they all work together, a significant step-change in organizational performance is achieved. To maximize return on investment in talent management, organizations need to look at the talent in a holistic, end-to-end way, and be able to connect the dots across the talent pools, particularly for critical roles. Analytics, based on the now and the future, must be integrated throughout (Morgan, 2014).
ReplyDeleteAgreed. A mental model is an explanation of someone's thought process about how something works in the real world (Answers.com, 2011). It represents the relationships between its various parts and the often intuitive perceptions about cause and effect or actions and consequences. Mental model theory suggests that reasoning depends not only on objective or logical forms, but on the mental models that represent them (Johnson-Laird, 1983)
ReplyDeleteAgreed. Talent management drive the success of the organization. An integrated set of processes, programs, and cultural norms in an organization designed and implemented to attract, develop, deploy, and retain talent to achieve strategic objectives and meet future business needs.(Silzer and Dowell, 2010, p. 18)
ReplyDeleteAgree and moreover all the companies are trying to discover, reward and retain the skills as they are eargerly want to escalate themselves to excel, and also smart learners know how to groom others to get maximum productivity out of them (Gupta and Lenka, n.d).
ReplyDelete