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Workforce Planning and Talent Management Processes [WLOs: 1, 2, 3, 4] [CLOs: 2, 4] For an organization to be successful, the talent management process must be an integral part of the workforce planning process. Prior to beginning work on this assignment, read chapters 1, 2, and 3 of the text and review the article Talent management: The great challenge of leading organizations Links to an external site. and the Prohibited Employment Policies/Practices Links to an external site. webpage. You should also review the interactivity ‘What is Talent Management? Links to an external site.’ In your paper, · Explain the role of the workforce planning process in human resource management. · Describe the role of the talent management process in human resource management. · Examine the relationship between workforce planning and talent management processes. · Evaluate how human resource management can improve the relationship between the workforce planning process and the talent management process. · Explain how legal compliance and ethical considerations can impact decisions during workforce planning. The Workforce Planning and Talent Management Processes paper · must be 4 to 5 double-spaced pages in length (not including title and references pages and formatted according to APA Style Links to an external site. as outlined in the Writing Center’s APA Formatting for Microsoft Word Links to an external site. resource. · must include a separate title page with the following in title case: · title of paper in bold font · Space should appear between the title and the rest of the information on the title page. · student’s name · name of institution (The University of Arizona Global Campus) · course name and number · instructor’s name · due date · must utilize academic voice. See the Academic Voice Links to an external site. resource for additional guidance. · must include an introduction and conclusion paragraph. · Your introduction paragraph needs to end with a clear thesis statement that indicates the purpose of your paper. · For assistance on writing Introductions & Conclusions Links to an external site. and Writing a Thesis Statement Links to an external site., refer to the Writing Center resources. · must use at least 2 scholarly and/or credible sources in addition to the course text | SHRM Aligned Competencies · Business Acumen · Critical Evaluation · HR Career Planning · Job Analysis and Job Design Microsoft Word - IJOL-2015-24 International Journal of Organizational Leadership 5(2016) 103-109 INTERNATIONAL JOURNAL OF ORGANIZATIONAL LEADERSHIP WWW.AIMIJOURNAL.COM INDUSTRIAL MANAGEMENT INSTITUTE Talent management: The great challenge of leading organizations Vajiheh Saadat 1*, Zahra Eskandari2 1M.S. in Public Management, Central Tehran Branch, Islamic Azad University, Tehran, Iran 2M.A. Student of Business Management, University of Tehran, Tehran, Iran ABSTRACT Keywords: Organization, Talent, Talent Management Today is called as the age of increasing competition among the organizations against the limited resources. Nowadays, organizations reached higher consciousness that talented human resources are valuable resources and if they can be managed strategically, they will be associated with maximum return on investment. It is obvious that getting benefits from talented human resources requires proper management and this is one of the major challenges for organizations. Talent management as a system of identification, recruitment, training, promotion, and retention of talented people has been proposed with the aim of optimizing the organization and to achieve business results. In other words, talent management refers to the systematic and dynamic process that by which human resources are being identified to fill key jobs and positions in the future and they get ready through a wide variety of educational and training programs for these occupations. With respect to the use of talent management at all levels of the organizations to release the true potential of existing human resources and orient and direct their talents to achieve the expected outcomes, this study aims to review the literature related to the concept of talent management and related topics to establish gaps for further studies on the topic. Received 18 November 2015 Received in revised form 10 April 2016 Accepted 16 April 2016 Correspondence:
[email protected] ©AIMI Journals Introduction The most important concern of developing the human resource managers, on the eve of the 21st century, is the maintenance and growing the core management capabilities and talents. It has become an increasingly integral part of strategy and the perspective of leading organizations. Today, organizations fully recognized that it is required the best talents to succeed in the world of complex economy and persist in business environment. Parallel to the understanding the importance of the recruitment, development, and maintenance of talents the organizations have V. Saadat & Eskandari 104 realized that the talents are the critical resources that need management for getting the best results (Tajuddin & Maali, 2008). There are some factors which are derived from surveying the circulation of people in the organizations and they should be considered into account such as how they enter to the organization, develop their skills, and move to the high levels of their organizations or out of them. The talent management is not only attracting and maintaining the best people but also is identifying and removing improper people (Ulrich, 2008; Ulrich & Brockbank, 2009). On the other hand, the talent management guarantees that personnel circulate properly in existing jobs in organizations and therefore correct people are elected for right job at the correct time (Kesler, 2002). So, it is not unreasonable that the talent management is considered as a super leverage to achieve success and organizational reputation. The Concept of Talent Management CIPD-centered institute stated that talent consists of complex components including skills, knowledge, cognitive abilities, and high potential. Talent management also seeks to focus on high potential of human resources (Guy & Doris, 2009). Talent management involves recognizing various approaches which provide a complex to create a coherent whole. It is a tool for developing and implementing some coordinated activities that organizations need them to attain and maintain the talented human resources (Armstrong, 2006). Lewis and Hackman (2006) introduced the three basic streams of talent management in the field of human resource management. In the first stream, talent management is defined as a complex of the human resource tasks like recruitment, selection, education, and development. From this point of view, these types of tasks noted that the talent management may be beyond the daily word or human resource euphemism. Moreover, they imply that the talent management is a systematic method for implementing the tasks of human resource management, accurate performing, and using the advanced tools like internet and related software with the aim of implementing at all levels and parts of the organization. The second stream of talent management based on Lewis and Hackman’s model focuses on predicting or modeling the human resource processes in the organization based on factors such as skills for the future workforce, supply and demand, and erosion of the labor. From this perspective, the talent management is synonymous with human resource or workforce planning. The third stream emphasized on evaluating talented people in terms of their performance and potential. People with high potential are noticeable during the use of workforce in the organization and the organization tries more to attract them (Guy & Doris, 2009). Generally, talent management is considered as a cautious attitude for using the elite’s talent and competence in order to fulfill the basic needs and general or partial aims of organization. The Importance and Necessity of Talent Management Today, human resources development managers are faced with serious questions such as how human resource development field can be active and make focus on advancing the organization strategies? How can attract and retain the best talents in organization (Cartwright, 2008). The answers of such questions are found in a strategic concept with the name of talent management. 105 International Journal of Organizational Leadership 5(2016) Also, economic globalization and demographic changes of the workforce has doubled the need of talent management studies in field of organization and management. A talented person has a complex of knowledge, skill, capability, and the required commitment for achieving the organizational goals (Ulrich, 2008). Also, better talents are resource of producing the added value and empowerment of applying the new technologies and innovation will result in better business performance. While the current research shows that most of big organizations are faced with the lack of talented people. Sparrow and Hiltrop (1994) surveyed the increasing problems in terms of the lack of talents in most of the European countries and concluded that in the 21st century, there is need for individuals with expansive necessary skills and abilities to encounter with unpredictable companies’ needs (Hiltrop, 1999). Considering the major effects of such kind of strategic resource and lack of it, every day strategic talent management has become more important. Generally, the common reasons for talent fulfillment and maintenance includes knowledging economy, sever competition, displacement, and personnel transport. Goals of Talent Management Generally, the main goals of talent management include realizing the development posts and management capability gaps, maintaining of key technicians, recognizing the risky managerial empty positions, describing the strategic program of organization through listing its needs, capabilities, and human skills, defining and determining the existing situation of organization in terms of its capabilities, skills, and finding its lacks and needs. There are also some secondary talent management goals such as measurement and continued control of existing capabilities and its distance from optimal capabilities and skills through strategies and educational programs, recognizing, developing, and keeping the high- potential personnel, reinforcing the stakeholders and understanding the consumers, reducing the costs of external workforce, and challenges dealing with the managerial development path (Sayyadi, Mohammadi, & Nikpour, 2011). History of Talent Management Approach Management of organizational talents in human resource management field is not a new concept. Tulgan (1996) stated that the talents of generation X (people who were born in the years after the Second World War) and their trends for recruiting activities result in revolution in these activities. Such kind of revolution is talent-based. In such condition, the concept of the permanent recruitment in an organization is removing rapidly (Cartwright, 2008) In 1997, the term “war for talent” was introduced for the first time by Mckinsey Consultant Company. In Mckinsey Global survey results, it was seen that organizations which are more successful in attraction, development, and maintenance of talented managers have more benefits. It leads to the change of attitude towards the talented people in organizations and they regard as a basic source for creating the competitive advantage (Guy & Doris, 2009). In the 1960s and 1970s, talent management as a marginal responsibility had assigned to the personnel department while now it is considered as an organizational task which its responsibility is on all of the departments (Maali Tafti & Tajuddin, 2008). Therefore, most of organizations based on the determined frameworks try permanently to study and survey the