Previously the element of interest and personal motivation were found missing, the technical capabilities of the employees have never been a matter of debate, however the personal and mental capacities and limitations are either ignored or not respected which resulted in the poor performance of the organization. Apparently, the rise in the demands pertaining to the particpation of the employees and the industrial democracy has also distorted the professional environment. Such all complains were lately resolved and answered through the unique approach of the organization, the organization has understood the significance of the employees, and had realized that their performance is not based upon their professional capabilities, but rather it is the function of the mental capability of the employee related to the friendly and conducive environment offered to the employees occasionally. The need of the employees that focus upon peaceful, conducive and liberal environment has been ensured, which required the reevaluation of the professional practices of the organization. The primary focus of the organization has shifted, the organization has practiced shift towards the aspirations of the employees, and has tried to ensure that beside customer satisfaction, the element of the employee satisfaction is respected and followed. The satisfaction of the employee is not restricted to remuneration or any other financial privileges, rather it is based upon the fact that whether the mental and physical limitations of the employees are respected, to ensure that the mental stress shall not derail the professional enthusiasm of the employees. The organization followed and adopted several sort of actions to ensure that the standards are protected and secured, and the morale of the employees is boosted which will subsequently result in the enhancement of the performance (Mahler, 1986).
Comparative Analysis
The company has realized that the leadership bench strength, which ensures 'the availability of strong and deep pools of talent, and is able to assume a number of varied leadership roles at various levels' (Hamel, 2000), although the issue has technical limitations, however if the companies initiate their new talent-management practices with proper objectives, will achieve better picture, 'it is not substantial to move forward with a vague sense of improving leadership bench depth, when new practices unfold without a clear sense of what results must be delivered, they become mere activity generators', which will demoralize the employees, and will demote any practice relevant to the performance enhancement program. The company has decided over to review their annual organization review policy, and has intended to replace it with the system of ongoing dialogue (Hamel, 2000).
In contrast, the General Electric, IBM, or Citicorp, have adopted different strategy, where 'it is often best to start with a few key practices likely to produce tangible results, geared to the needs of the company', the management of the company has to coordinate with the Human Resource leadership to decide over the 'set of outcomes and targets for the process', such comprehensive and detailed overview will ensure the success of the performance enhancement policies (Hamel, 2000).
The organization should ensure that either on quarter or annual basis the employees and organization are able to share a table, and discuss their mutual needs and the measures required for the resolution of the grievances of each party. It is important for the organization to ascertain that the employees are conveyed their respective assignments and the expectation associated with the task are brought into the notice of the subordinates. The performance review are helpful for supervisor, as the periodic evaluation proceedings make the concern authorities 'more honest in their relationships with their subordinates' (Carter, 2007), and make them more responsible towards their supervisory role. Through such period evaluation, the employees are judge their 'personal strengths and areas of development' (Carter, 2007). The professional commitment gets a renewal once such evaluations are undertaken, and it has been observed that the participation of the employees into party affairs also get concentrated, therefore it ultimately 'improves morale, improves credibility of management, improves the organization's overall effectiveness and prevents wastage of management's time towards auditing and monitoring of proceedings' (Carter, 2007). The fair proceedings of the performance appraisal of the employees can carried, if prior to its execution, the management design a 'legally valid performance review process', and introduce 'standard form for the performance appraisals' (Carter, 2007),...
Talent Management Strategy The objective of this study is to determine which performance management process will be employed to measure employee talent and analyze the key concepts related to the talent pool and the talent review process. This study will develop appropriate talent management objectives to measure functional expertise and assess the key elements of global talent management as they apply to the organization. Finally, this study will recommend a process
TALENT Management AT BofA BofA Talent Management Bank of America's talent management program led to success for the company Bank of America's executive performance and retention strategy breaks down into the objectives set out in Figure 2.1 (Fisher and Congel, 2009, p. 22), 'attract, retain and develop great leaders.' This process occurs in distinct phases over the first 36 months of executive promotion but begins even before the new hire, if 'attracting great
Talent Management Discuss how the economic environment has influenced the need for talent management practices. The current economic environment is one that is knowledge-based rather than agrarian or industrial (Friedman, 2005); talent management agents working in modern society have to recognize that even now while they focus on knowledge they must shift their attention to conceptual ideas; wider audiences must be targeted. Friedman suggests than talent managers must focus on a "post-knowledge,
Talent Management Strategy: Talent Company X The purpose of any successful talent agency is to find employment for actors, authors, film directors, musicians, models, producers, professional athletes, and the like. As such, it is essential for every successful talent agency to employ a staff that is both proficient enough and large enough to handle a steady influx of clients in many different areas of the entertainment business. At hand is the
Build a strong achievement ethic throughout the business Create exciting, challenging jobs in which people can excel. Select and develop outstanding leaders. Make talent management a critical corporate priority Foster a talent management mindset. Develop managers who can coach, mentor, empower and sponsor talent -- and deploy it to best advantage. Develop the necessary skills to lead and manage talent. Make managers accountable for managing talent. Create the means to identify and select outstanding talent Be clear about what
Others -- other components of job specification are recurrent from the previous sections and may include the title of the position, ordinary and extraordinary characteristics required from the occupant of the position, the main tasks of the job, or the expertise required from the candidate 4. Job Design Introduction to Job Design A major part in conducting a proper process of talent management is that of creating an adequate environment in which the
Our semester plans gives you unlimited, unrestricted access to our entire library of resources —writing tools, guides, example essays, tutorials, class notes, and more.
Get Started Now