Talent management strategies and organizational development

Open Dialogue on Talent: The Practices for Orienting and Socializing New Employees to the Organization

Talent Acquisition:

The recruitment of new members of an organization is essentially the first step of initiation. It is at this moment that the new candidate is introduced to the cultural nature of an organization, to the social norms which are apparent and to the relationship between these qualities and its basic operational functions. From the presentation which is provided by recruitment material, online identity and want ads to the visual impression provided by the facilities and the personal demeanor of the interviewers upon first visit. This will not only help the organization to determine whether an individual is comfortable in the social context where he or she might be working, but it will also allow the candidate to judge whether or not he or she would be happy working in such a social context.

Talent Retention:

Once hired, it is important for individuals to be oriented through training not just in the practical functions of the job but also in some of the communications, procedural and social norms which define the organizational culture. The retention of an individual will be in some ways dependent upon the individual's ability, willingness or desire to adapt to the unique social nuances of an office or company. This will shape success on the job and satisfaction within an organization, and ultimately, these are the factors which coalesce to determine the length of stay for personnel.

Talent Development:

Individual development within an organization can truly only be accomplished once an individual has established comfort and accepted the normalcy of certain organizational qualities. The social nature of a company -- whether it is a context of formalized and strictly professional exchange, an informal and friendly workplace where jocularity and casual dress are preferred, or something in between -- will have an impact on the types of team members desired. Therefore, the process by which one develops into a valued and respected member of the organization will be dependent upon the individual's ability to absorb and reflect the expectations formed by the office's atmosphere and by its dominant personalities. An organization should initiate orientation to these aspects of the company through the organic process of simply including the new hire into the social fabric of the company. The ability of the individual to achieve comfort therein will often determine how long the individual can be expected to remain a part of the organization.