The Impact Of Talent Management On The Workforce And Globalization Is Changing The Way We Conduct Business

Organizations are growing in size each and every day, which in turn creates a high demand for employees. This outcome, however, needs a systematic approach to determine the right employee for the right position. The process has become so large that organizations need specialized help from Human Resource Management (HRM) departments to ensure that the requirements of the position are met. Therefore, the HRM department provides the function of job analysis in order to select the right individual for the position. "Job analysis is a complex and vital part of every HRM program, as well as an important systematic process used within an organization to determine future members of the workforce." Job analysis

This paper is going to describe OCBC’s unique approach to talent management and development. Compare OCBC’s approach to talent management and development to other organizations you are familiar with (e.g., current or past employers, a family business). Explain how OCBC’s approach to talent management and employee development been a primary contributing factor to the firm’s success. Evaluate the extent to which OCBC’s approach to talent management and development fits other organizations or industries, including some limitations if applied elsewhere without modification.

could be held, based on an analysis of what people actually do in an organization.

Organizations benefit from career development systems, as they allow for a better understanding of the current and future staffing needs for an organization. Consequently, they ensure the organization is as efficient as possible when recruiting and selecting talent. Also, by creating these plans, key talent can

Personnel professionals can focus on matching “employee talents with agency needs” rather than “worrying about whether they [employees] are in the right grade level or occupational specialty” (p. 134). While this all sounds great, it requires a sophisticated human resources management system to effectively match employees and a set of standards and procedures that dictate how a person moves up in

For an organisation to attract talent successfully, as part of the talent planning policy it needs to identify and assess what factors affect its approach to attracting talent. For example:

A strategic management program is imperative for any successful business in today’s company environment. Organizations are willing to spend not only time, but also invest millions of dollars in the talent management programs because of the obvious benefits the programs create such as employment engagement, customer satisfaction, absenteeism, turnover, employee loyalty, and union avoidance. Talent management programs consists of many critical components that when organized properly foster a setting of continuous growth and success. These components of an effective program include: 1. Onboarding 2. Training and development 3. Performance management 4. Employee engagement 5. Succession planning 6. Mentorship 7.Work Life/Balance 8. Offboarding. Organizations must ensure that they have the human resources capabilities readily available to meet the current and future requirements of an ever changing demand. Therefore, having a strong talent management program is critical and incorporating each of these components will ensure that the talent management program is successful.

Talent acquisition, retention and development is becoming into the range as one of the most critical elements of Human Resource Management. For years, companies have struggled to capture market share through economization and downsizing, while growth had seemed to take a backseat. New technology and tools are now available to address attracting, developing and retaining talent.

I am also privileged to be associated with an initiative that is directed towards human resource analytics that analyzes the performance and profitability that the work force brings to the organization. The aim of this project is to align core workforce business

I enjoyed reading your post, and feel you mentioned some great points. As technology continously change organizations have numerous resources available that will help the company run efficiently, make decisions, collect data, handle human resources functionality, and etc. As organization look for ways to stay abeast in its market its essential to look for innovative methods to implement into business practices, and services/products. In addition, as these organizations compete the importance of tracking and retaining valuable human capital can help an organization gain a competitive advantage, and also be able to better meet the needs of consumers. The system that can organization better track employee performance to even the skills

Employers often have systems that contain employee records and performance evaluations. These info systems are useful for managers to communicate efficiently with employees by providing information that will allow them to better coach and develop their employees. This is very useful in achieving operational excellence.

Talent management is the integrated and systematic process of attracting, engaging and retaining key employees and potential organizational leaders. The main objective of the talent management is employee performance evaluation.

When scientists want to explain strengths and weaknesses, including cognitive abilities and personality or behavioral styles, psychometric testing is a best approach to do so (What is Psychometric Testing, n.d.). As a result, psychometric testing has, in fact, become one of the most sought out protocols to search for the best suited prospective candidates and the state of current candidates internalities; thereby, using a computerized assessment test against face-to-face tests and vis-à-vis. Therefore, the data set selected (e.g., ICPSR 35034: Generations of Talent Study) is well suited to address the proprietary concerns, which Pitt-Catsouphes and Sarkisian (2014) described as the, “…21st century affect of globalization of human resource/talent management strategies and dramatic shifts in the age composition of the workplace” (p. 6). Insofar, this cross-sectional methodology provides the essentiality of being able to deconstruct and analyze the current studies of talent acquisition, which solely stems from human resources (H.R.) practices.

It is up to line manager to identify the technical skills required, adopt the talent management process but they also need to work with HR to finalize the right mix of skills, ensure structures, tools and systems are in place. In this scenario, HR may need a “different HR applications (one for HRMS, another for learning, another for recruiting, for example)” and also a better talent analytics such as SAP, PeopleSoft, and …)” Forbes, (2013), to have a global system in place.

Having a functioning and efficient talent acquisition team is of vital importance to a firm. In a time where firms have to make quick decisions in order to remain relevant and profitable, availability of the right labor does not always keep up with the need. Not having a functioning talent acquisition strategy can be detrimental. It is essential that talent acquisition be accurate and timely as it “is the only function within HR that can destroy the business and HR” (Truitt, 2013). In order for the talent onboarding to be timely and successful, the search, vetting and hiring of talent will require appropriate acquisition actions. “The selection of tools, technology and outsourcing partners is a key element of a company’s talent acquisition strategy” (Erickson, 2012).