Talent Management Models, Theories, And Research Paper

Length: 8 pages Sources: 10 Subject: Business Type: Research Paper Paper: #6644091 Related Topics: Excel, Cross Cultural Management, Rational Choice Theory, Classroom Management
Excerpt from Research Paper :



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 talent is needed for the business.

More scarce than ability is the ability to recognize ability.

Be able to recognize it when it is demonstrated.

Be aggressive in securing the services of identified talent.

Engage talent fully -- manage it and continue to develop it.

Promote talented people early and often.

Today's high-performers need to be both valued and fully involved.

Give feedback, coach and mentor.

Confront -- and deal with -- retention issues.

Source: Based on graphic in Williams, 2005 at p. 97

Notwithstanding the fact that Continental operates in about 75% of the world's 200 or so countries, the foregoing best practices appear capable of overcoming any cross-cultural constraints to talent management because of their focus on identifying and grooming the leadership talent that will fuel the company's growth into the future. In this regard, Williams notes that, "The above four imperatives are the cornerstones of talent management. They are therefore fundamental to close-quarter leadership and especially the leader's responsibility for identifying and developing those who will lead the business tomorrow" (2005, p. 98). As to imperative one, "Create a winning environment within which to work," Williams suggests that Continental's leadership must:

1. Set the example and establish a strong achievement culture within the areas that they control, by defining and maintaining high standards.

2. Develop and share compelling, but realistic, visions of how they see tomorrow needs to be managed today (remembering that there's often a fine line between vision and hallucination!)

3. Create great jobs, which challenge, stretch and enable talented people to excel, finding ways in which to enrich or shape jobs and roles, around peoples' major talents, focusing on assignments which involve major savings, increased profit/market share levels, developing a new function or unit, global roles, or improving cross-cultural/cross-functional synergy, are all 'stretch' experiences that allow people to make a significant leadership impact upon the business (Williams, 2005, p. 98).

The relevant studies to date have found that among the primary key challenges that motivate talented include:

1. Early responsibility, supported by feedback and coaching; and,

2. Opportunities to make a significant contribution to the business, its transformation and its success;

3. Exercising leadership and influencing 'upwards', as well as down the line;

4. Sharing task synergy with other talented, exciting people who were also high achievers; and,

5. Work which was challenging and fun (Williams, 2005, p. 98).

The second best practices imperative,...

...

100). As to the third and fourth imperatives identified by Williams, "Create the means to identify and select outstanding talent" and "Engage talent fully -- manage it and continue to develop it," some individuals may possess truly unique talents that will make them particularly valuable in certain settings but which will contribute little in others. In this regard, Williams emphasizes that, "Talent comes in many forms -- some of which are not always immediately recognizable, or apparent" (p. 100). Certainly, it is a fairly straightforward matter to identify top performers at lower levels of the organization, with "employee a" producing 500 more widgets a week than any other employee, but talent as it affects an individual's ability to lead others to a common goal is a far more ephemeral quality, but one that requires special attention by leaders at all levels. In this regard, Williams emphasizes that, "Talent, especially leadership talent, once confirmed, is a critical asset to the business, to which value can be constantly and productively added. Coaching, therefore, is a more or less continuous process, based upon a good deal of informal -- but structured and focused -- feedback and dialogue" (p. 100).

Conclusion

An evaluation of this best practices model for effectiveness for the company suggests that many of these imperatives are already in place at Continental Airlines, even if they are not specifically codified in this fashion. Based on its proven track record, it is also reasonable to conclude that Continental has succeeded in recruiting, identifying and retaining top-quality leaders where other airlines have failed based on its commitment to using its human resource management process in a strategic fashion to help it achieve its organizational goals. In the final analysis, the research was consistent in showing that the time, effort and resources devoted to helping people grow in an organization pays major dividends and that those companies that remain focused on this commitment, even during periods of economic downturn, will reap major benefits over the long-term.

References

Berger, L., & Berger, D. (2003). The talent management handbook. New York: McGraw Hill.

Burke, R.J. & Cooper, C.L. (2005). Reinventing human resources management: Challenges and new directions. London: Routledge.

CO facts: A quarterly digest of states & facts. (2010, 2nd quarter). Continental Airlines. Retrieved from http://www.continental.com/web/en-U.S./content/company/profile/continental

Facts2010q2.pdf.

Datol, C. (2006, June 23). Continental Airlines; bridging the Asia Pacific. Manila Bulletin, 3.

Flouris, T. & Walker, T.J. (2005). The financial performance of low-cost and full-service airlines in times of crisis. Canadian Journal of Administrative Sciences, 22(1), 3-4.

Hansen, F. (2006, February 27). Paperless route for recruiting. Workforce Management,…

Sources Used in Documents:

References

Berger, L., & Berger, D. (2003). The talent management handbook. New York: McGraw Hill.

Burke, R.J. & Cooper, C.L. (2005). Reinventing human resources management: Challenges and new directions. London: Routledge.

CO facts: A quarterly digest of states & facts. (2010, 2nd quarter). Continental Airlines. Retrieved from http://www.continental.com/web/en-U.S./content/company/profile/continental

Facts2010q2.pdf.


Cite this Document:

"Talent Management Models Theories And" (2010, May 08) Retrieved December 4, 2021, from
https://www.paperdue.com/essay/talent-management-models-theories-and-2841

"Talent Management Models Theories And" 08 May 2010. Web.4 December. 2021. <
https://www.paperdue.com/essay/talent-management-models-theories-and-2841>

"Talent Management Models Theories And", 08 May 2010, Accessed.4 December. 2021,
https://www.paperdue.com/essay/talent-management-models-theories-and-2841

Related Documents
Talent Management at Bofa Talent Management Bank
Words: 1918 Length: 5 Pages Topic: Business - Management Paper #: 94675270

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 Handbook Job Analysis
Words: 1450 Length: 5 Pages Topic: Careers Paper #: 52075945

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

People Management and Talent Management
Words: 2233 Length: 8 Pages Topic: Business - Management Paper #: 24459488

People and Talent Management The following work examines people and talent management and the importance that this has for today's organizations. The works reviewed in the study demonstrate the need for and the methods used in today's people and talent management. Reviewed is the work of Stockley (2011) as well as other various works that relate the processes and methods of people and talent management in today's organizations. Findings in this study

People Management and Talent Management
Words: 2622 Length: 8 Pages Topic: Business - Management Paper #: 74385902

People and Talent Management Concepts of People Management and Talent Management. People management and talent management go hand in hand. While people management is about hiring, retaining and managing all employees in an organization, talent management refers to the subgroup of attracting and retaining talented and highly skilled workers for the future needs of the organization. Armstrong (2006, p.3) has defined people management as, "a strategic and coherent approach to the management

Managing in Multinational Companies in
Words: 3705 Length: 13 Pages Topic: Business Paper #: 33209377

Still, what has to be mentioned at this state is that the productivity is increased at the level of repetitive team tasks. In other words, when the tasks of the team are less repetitive, when they are new and involve creativity, the productivity of the team decreases. This is explained by the fact that the members in a homogenous team are alike and tend to have the same reaction

Management Development Process Has Been
Words: 4207 Length: 16 Pages Topic: Business - Management Paper #: 23880192

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