The process of Talent Management

Introduction

“Those with the best people win" is based on the proposition that the concept of talent management. Its popularity in the late 1990s when Mckinsey and company coined the phrase "The war for talent". It has now been known as a major resourcing activity, and its elements are all familiar in HRM. The Talent Management is the most incorporate activities for improving organization value using strategic Human management planning to reach of organizational vision.

Talent Management Defined

‘The systematics attraction, deployment, and development of individuals who are particular value to the organization, either because they fulfill critical roles or they possess high future potential’ CIPD (2015).

As suggested by Younger et al (2007), the approaches required include emphasizing ‘ growth from within’, regarding talent development as a key element of the organizational strategy, being clear about the competencies and qualities that matter, maintaining a well-defined career paths, taking management development, coaching and mentoring seriously, and demand high performance.

The elements of talent management as shown in figure 1.

Figure 1 the elements of talent management

Talent Planning

Talent planning is the process of establishing how many and what sort of talented people are needed now and in the future for the organization. Uses the same techniques such as subset of workforce planning.

Resourcing

Internal and external resourcing are obtaining for the talent planning programs and implementation of policies such as people within or outside the organizations. There are two policies describes the approach to ensuring that gets and keeps the talent it needs. External recourse influence Attraction policies and Retention policies designed to ensure that people remain as engaged and committed members of the organization.

Talent Audit

From a talent management position, employee assessments concern performance and the potential of measurement. Present employee performance within a specific job has always been a standard assessment measurement tool for the profitability of an employee. It also seeks to focus on an employee’s potential, since an employee’s future performance if given the proper role development of skills and increased responsibility.

Relationship & performance management

Building effective relationships with peoples & their roles are talent relationship management. The better solution to build an existing relationship than try to create a new employee for the mention job role. Performance management is 360 degree feedback, provide ways of relationship with the employee, identify talent and potential, planning, learning & development activities and create the talent processed by the organization.

Reference/Bibliography

Armstrong, M. (2012) Armstrong’s Handbook of Human Resource Management Practice, 12th edition.

https://en.wikipedia.org/wiki/Talent_management

https://www.youtube.com/watch?v=pJ_PZJwKZFs

CIPD (2011) Learning and Talent Development survey, London, CIPD 

Employment relationship

The employment relationship is one that is recognized whenever employers and employees work together. A positive employment relationship is required, one in which there are beliefs and mutuality – the state that exists when management and employees are interdependent and both assistance from this interdependency.

It governs much of what organizations need to be aware of in developing and put on human resource management and employee relations processes, policies and procedures. Therefore Employment relationship need to be considered in relations of what they will or will not contribute to promoting a productive and fulfilling relationship between all the Employee & Employer.

The Employment Relationship defined

The employment relationship, which may be expressed formally by what Rubery et al (2002) regarded as the cornerstone, namely the contract of employment. In law, an employee is someone working for an employer who has the ultimate right to tell the worker what to do. The employment relationship can additionally be defined officially by such means as procedure agreements and work rules.

Figure 1 dimensions of the employment relationship

The basis of the Employment Relationship

Employee	Employer
The employee has to provide skill and effort to the employer	Employer provides the employee with a salary or wage
The employee has corresponding obligations which include obedience, competence, honesty, and loyalty.	Provide a safe workplace to good faith towards the employee
The relationship is created on a legal contract	The relationship is created on a legal contract
The employee can maintain their rights to ‘a fair days pay for a fair days’ work.	The relationship will also be affected by processes such as communication and consultation, and by the management style prevailing throughout the organization or adopted by individual managers
	The employer that has the power to dictate the contractual terms unless they have been fixed by collective negotiating

Table 1 – the basis of the employment relationship

Types of employment relationship contracts by MacNeil (1985) and Rousseau and Wade-Benzoni (1994)

Transactional contracts are formal contracts that have well-described terms of exchange between employer and employees, which are often expressed financially. They contain specified performance requirements.

Relational contracts are largely informal contracts with more abstract terms and refer to an open-ended membership of the organization. Performance requirements attached to this continuing membership are incomplete or ambiguous.

Managing the employment relationship

The employment relationship is strongly influenced by HR actions. The significant impact of this approach is the way in which employee is required to carry out their work, how performance expectations are expressed and communicated, how work is organized and how employees are managed by the Human Resource management. Improving the employment relationship in the organization is to Exists when management is honest with people, keeps its word (delivers the deal) and practices what it preaches.

Reference/Bibliography

Armstrong, M. (2012) Armstrong’s Handbook of Human Resource Management Practice, 12th edition.

Herriot, P, Hirsh,W and Riley, P (1988) Trust and Transition: Managing the employment relationship, Chichester, Willey

https://slideplayer.com/slide/12925257/

http://www.scirp.org/journal/paperinformation.aspx?paperid=23013