Talent Management and Culture Part I

1. A strategically aligned talent management (TM) system impacts overall business strategy and integrates multiple people processes (recruiting, performance management, talent review and development, compensation, etc.), but sometimes TM systems are not transparent

a. Describe the talent management system within the United States Air Force

The talent management system within the United States Air Force can be deemed stringent as it adheres to set components. The USAF has set out an incessant, well-delineated set of expectations, benchmarks, and opportunities for growth for all Airmen, irrespective of their different specialties. The USAF achieves this by means of the enlisted structure of the entity, and force development construct that is dependent on a mutual language, and competencies for the institution. Imperatively, these competencies comprise of management, leadership and warrior ethos qualities necessitated by all Airmen (Department of the Air force, 2012).

b. How should a senior manager be engaged in TM? (Note that even if you do not have subordinates or direct reports, you can be personally engaged in TM through your own career.)

There are different aspects that delineate the manner in which a senior manager should be engaged in talent management. According to Effron and Ort (2010), a talent manager or employee is considered to be engaged if he or she is inclined and prepared to go above and beyond what would characteristically be anticipated in his or her role. One approach is setting quantitative engagement enhancement goals. Imperatively,...

At a minimum, a senior manager should set improvement goals for their specific departments or divisions. An additional key aspect of talent management for senior managers is to evade the use of benchmark or norm comparisons. It is imperative to note that individuals wish to gain knowledge as to how they compare to others as they gain satisfaction in feeling normal. Therefore, the solution for senior managers is continuous improvement in the sense that they should be held accountable for an incessant increase in engagement regardless what their scores are. Most of all, the senior manager should generate transparency and accountability. This provides a change to demonstrate to employees that there is transparency regarding where engagement is strong and where improvements are necessitated. Transparency encompasses sharing outcomes openly and accountability takes into account utilizing compensation and remuneration to instigate accountability for talent practices (Effron and Ort, 2010).
Part II

1. Both performance management and employee engagement are critical to organizational success and can support and reflect an organization’s cultural values.

· Describe the culture within the United States Air Force in terms of its values and norms

The culture within the United States Air Force is centered on three values and norms. These are “integrity first”, “service before self” and lastly “excellence in all we do”. Integrity takes into account the inclination…