Talent Management and Culture

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, quantitative goals imply that the engagement score gets better from one year to another. 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 to undertake what is right regardless of whether someone is looking or not in addition to the capability of holding it together and efficaciously regulating all of the elements of a personality. Some of the moral traits encompassed within integrity comprise of honesty, courage, accountability, openness, responsibility, justice, humility, and self-respect. Secondly, service before self makes the argument that professional responsibilities take precedence over individual desires. At the minimum, this encompasses following rules, respecting others, discipline and self-restraint and belief in the system. Lastly, there is the value of excellence in all we do. This acts as a guideline to all members of the USAF to develop sustained zeal for the incessant improvement and innovation that will steer the Air Force into longstanding, increasing attainment and performance (Department of the Air Force, 1997).
· How does the performance management system within the USAF support those values? In what ways does it not support those values?
The performance management system within the United States Air Force Supports these values in different ways. In terms of excellence, the USAF attempts to guarantee personal excellence by ensuring that professionals obtain and finish professional military education, remain the top notch physical and mental shape and incessantly update their educational backgrounds in overall. Resource excellence is another aspect taken into consideration. The USAF makes certain that all professionals within the force are mandated to make certain that all of the equipment in addition to property requested by them is pivotal and necessary for the mission. In addition, with respect to recruitment, USAF makes certain that all of the personnel that are recruited, trained, promoted and also retained are competent, capable and have the proficiencies to undertake the best jobs (Department of the Air Force, 1997).
· If you were CEO or Commander, what would you do to increase employee engagement?
If I were CEO, there are different approaches that I would undertake to increase employee engagement. First, I would ensure that every individual is position in the correct and suitable role. The inference of this is that as CEO I would develop and carry out talent acquisition and retention strategies that are in alignment with meeting company goals and objectives. I would also facilitate comprehensive and effective training. As a leader, one cannot expect to build a culture of trust as well as culpability within an entity and augment engagement devoid of setting the personnel up for success. This is through the provision of proper training and develop and eradicating hurdles. Conducting regular feedback is another aspect that I would conduct as it gives rise of fast-paced correction and also diminishes waste. Both formal and informal strategies for obtaining feedback would be ideal. Handing out meaningful work is another undertaking I would partake in. Engaged employees are undertaking significant work and have a proper understanding of the manner in which they make a contribution to the company’s mission, purpose and strategic objectives (Gleeson, 2018).



References
Department of the Air Force. (1997). UNITED STATES AIR FORCE CORE VALUES. Retrieved from: https://www.uc.edu/afrotc/future-cadets/media/jcr%3Acontent/MainContent/download_19/file.res/USAF%20Core%20Values.pdf
Department of the Airforce. (2013). The Enlisted Force Structure. Air Force Instruction, 36-2618.
Effron, M., Ort, M. (2010). Talent Management: Eliminating Complexity, Adding Value. Massachusetts: Harvard Business Press.
Gleeson, G. (2018). 5 Powerful Steps To Improve Employee Engagement. Forbes. Retrieved from: https://www.forbes.com/sites/brentgleeson/2017/10/15/5-powerful-steps-to-improve-employee-engagement/#2d1d72cb341d