Discussion Week 6 Challenges in Managing Talent
Challenges in Managing Talent
In today’s workplace, most organizations are struggling to create an employee experience that appeals to individuals with diverse needs, preferences, and assumptions. Attracting and retaining enough employees at all levels to meet the needs of an organization should be a top priority. Some research has shown that employees who are happy in their jobs are often more productive and innovative.
Challenges often occur, however, when organizations lose sight of the functions of talent management, which are strategic and deliberate in how to attract, select, train, develop, retain, promote, and move employees throughout the organization. When organizations are facing high levels of turnover, it should be clear that changes need to be made to the talent management function.
In reviewing the Learning Resources for this week, analyze some of the challenges that are discussed and then answer the questions below. Be sure to support your response with specific references to the Learning Resources.
For this Discussion, you will post a cohesive and scholarly response based on your readings and research this week that addresses the following:
• What difficulties might an organization face when it attempts to make changes to its talent management function?
• What implications might change have for managing and measuring the talent management function?
• Based on these difficulties, what are some specific events that might cause someone to leave an organization without having found another job?
Strategy-Driven Talent Management: A Leadership Imperative
o Chapter 12, “Managing and Measuring the Talent Management Function”
This chapter explores how to leverage talent management evaluation as a strategic tool for driving business success and achieving competitive advantage. It discusses the criteria for talent management programs and processes.
Galagan, P. (2007). Trend watch. T+D, 61(2), 1. Retrieved from Business Source Complete database.
This article discusses perspectives on the growing trend among business enterprises to outsource many administrative human resources functions; such as, payroll and benefits administration. Organizations are shying away from outsourcing strategic functions that affect strategy-talent management, employee engagement, and training.
Gordon, E. E. (2010). Talent challenge: Renewing the vision. T+D, 64(6), 42-47. Retrieved from ABI/INFORM Global database.
This article explores the roles professionals might fill in workplace learning and development today and over the next decade, to mitigate the current jobs skill crisis scenario. It also discusses the economic conditions that have shouldered much of the blame for the job market’s woes and the major problems with the quality of the U.S. and global workforces.
• Oshima, M., Kao, T., & Tower, J. (2005). Achieving post-outsourcing success. Human Resource Planning, 28(2), 7-11. Retrieved from Business Source Complete database.
The article focuses on the new HR functions in the post-outsourcing world. It also identifies the need to understand that outsourcing success means having the courage to transform the makeup, organizational design, and strategic priorities of HR.
• Ready, D. A., Conger, J. A., & Hill, L. A. (2010). Are you a high potential? Harvard Business Review, 88(6), 78-84. Retrieved from Business Source Complete database.
The article refers to personnel management research, which is how organizations identify and develop high-potential employees and the qualities of executives who were previously identified as high-potential managers. Topics include building trust and credibility among stakeholders and colleagues, attaining strategic or financial goals, and gaining new types of knowledge.
• Goolsby, K. (2008). Game changers in HR outsourcing and talent management. Retrieved from https://www.outsourcing-center.com/2008-11-game-changers-in-hr-outsourcing-and-talent-management-article-37362.html#ixzz1EFymzfpJ
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