¶ … Talent Management on Productivity Increasing productivity is considered a vital goal in a business environment. Unfortunately, in most instances the activity is rarely accepted by many HR professionals as a genuine mandate. Even though, many professionals admit that their job involves establishing strategies, procedures, and initiatives governing management of individuals, few try to associate such elements to increasing the output of the employees. Bonus packages are typically endorsed to keep total compensation in accordance with the trends in the market. This is regardless of the work value warranting inducement compensation.

Training tools are frequently secured using the lowest-cost earner method, taking into consideration minimal consideration given to the provider that would be highly effective. Recruiting practices are mostly managed with the aim of minimizing cost and not taking into consideration business capability (Geddes 2012). Nevertheless, the function of the HR is focused on executing transactions instead of offering productivity solutions. High-performing together with innovative employees form the foundation of productivity in that the element is considered an impactful factor in the working environment and productivity of the team. The HR objective should be employing and retaining employees having exceptional capabilities together with self-motivation.

Managers need to work with the HR to hire, nurture, and retain employees who are swift, efficient, innovators and continuous learners. However, even skilled employees cannot be efficient without proper managers, support, tools, proper direction and resources. Leaders together with managers play a vital part in highlighting the direction, purpose, primacy, aims, and roles of the employees. The ability of the manager is to develop strategies, hire, motivate, and coach employees as vital in the success of the company. Unfortunately, most managers are a weak link in the production chain; hence HR needs to consent to the role of nurturing influential leaders and removing unproductive ones. A corporate initiative and plan that creates commitment is necessary for an economical business strategy. A calculated plan increases the probabilities of an organization to build commitment.

A distinct purpose for teams is necessary as business roles are made clear in a business unit as the employees can easily understand their roles. Managers need to create a vibrant and communicated drive that is both convincing and makes employees feel respected. HR need to have clear operational objectives to make all employees understand what is required. Performance metrics associated for continuous improvement is effective in enhancing processes that assist in reinforcing team as well as individual goals (Nelson 1993). Metrics offers response and result, hence, continuous improvement. Efficient rewards and drive performance are monetary rewards related directly to performance for each goal. Individual and team monetary rewards, coupled with nonmonetary excitement elements, play a main role in ensuring efficient and consistent performance.

Support Factors

Support from team member increases individual performance as limited tasks in the contemporary world can be completed without the support. It is the role of HR to create formal methods increasing collaboration and sharing in the working environment. Motivation involving reward systems can radically increase efficiency in many working environment. This increases the productivity that is needed in maintaining a leading position. The new realism is that productivity enhances efficiency among employees each year. What is required is an incessant degree of innovation in products and business processes to encourage positive work output. Increased effectiveness for enhanced improved processes is not sufficient to offer a profitable working environment.

HR has to develop processes, incentives, and training measures that lead to continuous invention workforce. Authority together with leadership enhances or deters decision-making in that excessive freedom can lead to waste, lack of concentration and duplication. Non-monetary elements can also stimulate employees as well as formal rewards. Managers and teammates can offer non-monetary elements that increase excitement, motivation, loyalty, and energy (Nelson 1993). These factors comprise of praise learning opportunities and feedback. It is HR's role to ensure that managers know how to use nonmonetary factors efficiently.

Skills, Communications, and Information Factors

The skills and knowledge in employees has to be continually updated to preserve productivity competition worldwide. This has led to a rapid stride of change that means that present skills have to be frequently updated. It is the job of the manager to identify employees with limited optimal skills. HR's role is to create processes to increase the knowledge, skill development, skill development, and employee learning, at the same time, reducing the amount of time employees remains away from their places of work (Geddes, 2012). Effective communications, as well as feedback, decreases inaccuracies and frustration.

Lack of communications makes employees frustrated and makes them feel insignificant....

Failing to offer efficient feedback results to wasted efforts that increase inaccuracy rates as well as lowering productivity. Communications and response mechanisms have to be established in association with employees to make sure they fit both managers and employee's needs. Providing accurate information assists in decision-making in accessing the relevant information and statistics to be efficient and make effective decisions.
Resourcing Factors

Inadequate budget resources hampers productivity, as a formidable team having a decent manager produces lower degrees of productivity, in instances that there is insufficient budget to finish the job. Technology, equipment's and tools has been known to either limit or can limit or boost productivity. Even employees who are highly trained, passionate, and engaged cannot be efficient when they are given insufficient equipment to help them in their workplace. In a world where technology dictates almost all the operations in an organization, failure to offer the technological updates and adequate training, which can radically slow productivity.

Integration increases productivity in instances that business operates individually and not together. This hinders the work flow, hence, increase interruptions and rates of errors. A segment of any productivity initiative includes incorporating interdependent processes. Outside -- the working environment there are factors that influence productivity and are termed as internal to the business organization. In instances that the employee output is negatively affected by things that take place outside of the working place, there are factors that need to be taken into consideration.

These factors comprise of the changes taking place in the life of an employee together with external economic, political, social, and weather-related factors. Excellent output processes have to be flexible to adjust to these external factors, when they begin to influence individual or team efficiency.

Properly executed performance and management enhances overall effectiveness, which is vital for creation and conservation of a maintainable, lasting competitive advantage. Performance management contrary to performance measurement tends to be a leadership practice which is vital to significantly improve efficiency of the organization. While the measurement, of performance comprise of simply evaluating the performance of the employee to justify rewards. Performance management, which is a leadership tool develop workers as well as improve the effectiveness of the organizational.

Ethical Leadership

Ethical and unethical leadership has various effects on organizational leadership. Ethical leaders enhance the quality of the working environment as they relationships they inspire to set the pace for workers at different levels. The sensible effort to align the daily activities of the business together with the overall vision and mission statement tend to be another factor of leadership that influence organizational effectiveness (Zirnstein & Franca 2009).However, efficient leaders implement guidelines and procedures to encourage such an alignment. Efficient leaders have to communicate with employees to make sure they understand the significance and encourage the success of this alignment. Unethical leadership in such a segment can deter organizational efficiency.

The link between leadership and administrative effectiveness is a critical feature of management. Poor leadership is the main cause of high turnover together with a variety of other elements that affect organizational efficiency. Managers are mostly blamed for approaches regardless of whether they positively or negatively affect workers in the working environment. Such attitudes have direct effects on the efficiency of the organization and economic outcomes. The Human Resource Manager role is evolving with the transformation in the competitive market setting, and the consciousness that Human Resource administration has to play a more tactical role, in the achievement of a business organization. Organizations which do not take into considerations the emphasis of enticing and retaining talents, find themselves in a dilemma as their rivals might be outnumber them in the strategic employment regarding their human resources. The increase of competition locally and globally has made organizations more adaptable, robust, agile, and customer friendly in order to succeed.

The changing environment necessitates the need for HR professional to be a strategic partner, advocate and employee sponsor. All these are necessary to change and mentor the employees in the organization. In order to flourish, HR has to be business driven to function with a thorough understanding of the business organization and be in a position to influence vital decisions and guidelines. In general, the emphasis of present HR Manager is on tactical personnel preservation and development of talent (Zirnstein & Franca, 2009). HR professionals need to be coaches, mentors, counselors, and succession planners to assist in motivating of members of the organization and employees loyalty. The HR manager promotes and advocate for values, beliefs, and spirituality in their organizations, mostly in the supervision of diversity in…