PLEASE READ THE INSTRUCTIONS. This is Doctoral work!! Provide one response to EACH student’s POST. Each response should be 200 words. PLEASE KEEP IN ORDER; the responses must be relevant to the student’s post. LET’S MAKE SURE ALL QUESTIONS ARE COVERED AND ANSWERED, and no negative responses to each student’s post.
Michelle Stepka The talent management process involves attracting and retaining the best people for the organization. Historically, internal stakeholders within the organization have been the main beneficiaries of talent outcomes. Investments in talent led to increased employee productivity and well-being as well as strategic success for the business (Ulrich, 2018). Two of these primary stakeholders include the human resources manager and the employees. Human Resources Manager • Job Analysis - The human resources manager performs a job analysis for all positions within the organization. With the use of this data, they create job postings, job descriptions, and determine what details to include in performance appraisals. • Talent Acquisition - Finding the right people for their organization is one of the human resources manager's primary objectives. They collaborate with the various departments to identify present and future needs. Using the information they learned by performing a job analysis, the manager posts the position and begins their search for the appropriate candidates to fill the vacancies. • Engagement and Retention - The responsibility for maintaining employees engagement falls on the human resources manager once the right people have been assigned the right jobs. This is accomplished by providing the staff the instruction and training they require to complete their jobs effectively. Promoting from within the organization is another strategy to retain the current staff. It demonstrates a dedication to developing the current workforce. Employees • Learning and Development - Employees may require further training in order to boost their productivity and efficiency. To complete their job and advance their career, employees should take advantage of all educational opportunities. Any additional training requirements should be communicated to human resources. • Performance Management - Employees should know ahead of time how they will be rated when they receive their performance appraisal. The information needed will be found within a well drafted job description. • Promotions and Succession Planning - Employees that show a track record of success have a greater chance of being offered a promotion within the organization. As employees leave the organization or retire, human resources needs to replace them. The employee should let the human resources manager know that they have an interest in a current or upcoming position and are willing to cross train or learn new skills to obtain it. Interaction and Collaboration The human resources manager completes a job analysis, which gives the employee the information they need to do their work (the job description), as well as the criteria on which they will be evaluated during their performance appraisal. If human resources provides job skill training, employees are a primary stakeholders as the training directly affects their skills, productivity, and in some situations, their confidence and earning potential (Mayhew, n.d.). These new skills could translate into a promotion or pay increase for the employees that take advantage of them. This results in the human resources manager sustaining the ideal workforce for the organization. References: Mayhew, R. (n.d.). Who are the typical stakeholders in HR projects? Chron. https://www.smallbusiness.chron.com/typical-stakeholders-hr-projects-60739.htmlLinks to an external site. Ulrich, D. (2018, October 29). Talent matters to all stakeholders. HR Exchange Network. https://www.hrexchangenetwork.com/hr-talent-management/articles/talent-matters-to-all-stakeholdersLinks to an external site. Tiffany Pescini (she/her/hers) Hello Professor and Class, Talent management is the continual process of attracting and retaining excellent employees, helping them to develop their skills, and providing the resources and motivation they need to continuously improve their performance. It’s also one of HR’s most essential responsibilities. Who in the organization is responsible for talent management? The broad answer to this is everyone. The best processes seen for developing and monitoring organizational talent includes a role for HR, managers, executives, and employees. In most cases, it is a fair statement to say that HR is responsible for leading the charge; however, without active involvement and support from managers and business heads, an ideal talent management system or strategy will never realize its full potential. Managers While HR usually provides the processes, workflows, and systems to enable talent management, it is ultimately managers who are responsible for nurturing, guiding, developing, and identifying talent. Managers work directly with employees and as such have top-of-mind indications of performance issues, development requirements, possible successors, and overall output. For an effective talent management strategy to take effect, it is important that managers are given the tools, time, and training to effectively communicate, document, assess, identify, develop, and align talent. HR can provide the knowledge and platforms for evaluating and engaging employees, but management must properly USE those tools and processes. Executives Executives and business heads are usually the defining force of the effectiveness of an organization’s talent management strategy. HR does serve as consultants, shepherds, and owners of tactical execution of talent management processes; however, without commitment from the top, these processes are likely to be underestimated by managers and thus poorly executed. Talent management should be at the heart of business strategy. It is vital that executives show their commitment to talent management systems and processes to ensure user adoption and foster management’s engagement in the process. Executives often approve the framework and systems that will be used for company talent management. HR can do its best to educate and lobby for ideal workflows and systems, but decision makers must ultimately approve them for them to be implemented. Employees Fortunately, employee roles in building a solid talent management strategy also have direct benefits to the organization. Employees are responsible for developing and executing performance goals that are aligned with company objectives, are expected to participate in performance and development plans and discussions and are often asked to provide insightful feedback about processes, peers, and management. The good news is that studies show that employees who are aware and involved in performance management processes are more likely to be engaged in their roles. High employee engagement has a direct correlation to organizational success – and that’s just good news for everyone. HR It is clear from the above-mentioned points that HR seems to be involved in almost every aspect of talent management. In a sense this is true – a company’s HR department has the mindset and expertise to identify bottlenecks in talent management, and propose, execute, lead, and maintain any remedies. HR’s role is challenging and sometimes underestimated. HR should be leaders and experts of their organization’s talent management strategies and yet possess the skills and patience necessary to convey instructions and processes to every level within the organization. Recent years have shed light on the strategic importance of HR’s contribution to a company’s bottom line. This, coupled with the availability of cost-effective solutions for automating systems, has led to HR being expected to add performance accountability to their laundry list of duties. The good news is that technology is freeing up more and more time for HR to focus on talent management strategy and optimization instead of talent management administration. Best, Tiffany References Picardi, C. A. (2020). Recruitment and Selection: Strategies for workforce planning and assessment. SAGE Publications, Inc. Stange, J. (2019). Who's Responsible for Your Talent Development Strategy? https://www.quantumworkplace.com/future-of-work/whos-responsible-talent-development-strategy.