Sign Up Now
Get instant access to over 1 million+ study documents
OR
Already registered? click here to login
By creating your account, you agree to our terms of service, privacy policy and student honor code.
Talent Management Strategy: Talent Company X
The purpose of any successful talent agency is to find employment for actors, authors, film directors, musicians, models, producers, professional athletes, and the like. As such, it is essential for every successful talent agency to employ a staff that is both proficient enough and large enough to handle a steady influx of clients in many different areas of the entertainment business. At hand is the fictional talent company, Talent Company X, which employs a workforce of 200 individuals, with 20 of these individuals identified as leaders who are capable of heading divisions of the company and/or projects and initiatives. In understanding the size of the company at hand as well as the many different areas of talent with which these individuals will deal, it is essential that Talent Company X derives a management strategy that is able to encompass the entire talent requirements of the organization.
Research has found that over the past generation, talent management practices, especially in the United States, have been by and large dysfunctional (Cappelli, 98). As such, it is essential that the goal of Talent Company X is to streamline the admission process as well as the maintenance of clients one processed into the company. Despite all that is known about the importance of developing talent, and despite the great sums of money dedicated to supporting the management of talent in such companies, a significant oversight occurs in the overall management of individual clients (Conger and Ready, 1). As such, it is essential that once a client is accepted into the agency, having been passed by one of the 20 recognized leaders within the company, he or she remains under the watchful eye of this respective leader, despite the interactions he or she will have with the remaining members of the company. In instilling this oversight by upper-level management, one can better control the standards of excellence set in place within the company.
Key Components
A successful...
Certainly, many individuals who have been linked to talent agencies throughout the world had simply "that certain something" which was needed to get a foot in the door within the industry. However, in order to prove a viable investment, an individual must prove themselves willing to follow the direction of the agency in order to further his or her career in the manner that he or she and the talent agency see fit.
As no individual's career is made overnight, talent within the company must be consistently monitored and reviewed in order to interpret whether or not the individual under contract will continue to be a viable asset to the company. While the initial "something" that allows a talent agent to identify and assess the talent at hand, in terms long-term retaining by the company, money becomes a large factor. Talent Company X, as with any successful company, must be able to turn a profit on the talent the recruit. F The right talent must be placed in the right roles in order for success (Cohn, Khurana and Reeves, 1). As such, while the company may pay out of pocket to develop its talent and hone their skills, in the end, overall profit must overtake costs in order for the retaining of a client to be considered reasonable.
Competitive Advantage
Talent management is key to developing competitive management for an organization. All organizations, whether in the public or private sector, aim to achieve strategic objectives which requires a clear understanding and linkage between these strategic goals and the key capabilities required for this achievement (Scott-Jackson, 1). Such is true significantly in the field of talent management. All talent managers view a client as a means to eventual success in a certain field of entertainment. However, it is in how these clients are managed and which projects these clients are allowed to take which…
Works Cited
Capelli, P. "Talent Management and the Twenty-First Century." The Harvard
Business Review, 2008. pp. 98-105. Accessed on 11 May 2012. Retrieved
from:http://www.technologyevaluation.com/login.aspx?returnURL=http%3a%2f
%2fwhitepapers.technologyevaluation.com%2fpdf%2f10255%2ftalent-management-for-the-twentyfirst-century.pdf.
May 2012. Retrieved from: http://liag-advisors.com/wp-content/uploads/files/HBR-Growing-Talent.pdf.
http://www.lesaffaires.com/uploads/references/807_Make%20your%20compagny
http://jeffreypfeffer.com/wp-content/uploads/2011/10/HBR-Jan2006.pdf.
Retrieved from: http://www.cahrr.org/human-resources-research/material/Strategic%20Capabilities%20ASHRM%20ref.pdf.
Nonprofit Board Term Limits Nonprofit Board Limits An Analysis of the Influence of Board Term Limits on Non-Profit Organizations There has been a significant amount of debate in the literature about what constitutes good corporate governance in regards to establishing term limits on members of the board of directors in non-profit organizations. The debate ranges from arguments that propose that any kind of term limit is unnecessary and could hinder the overall performance
The ability to transform an organization to the next level, through specific leadership techniques, and to have the vision to carry out the task, is called transformational leadership. Transformational leaders influence by becoming the teacher, mentor and/or coach -- or a combination, rather than a hierarchical tyrant. Key is the empowering of others to achieve and surpass their own goals. Communication is the basis for this theoretical model -- the
Employee Retention Issues in Non-profit Organizations Non-profit organizations face many of the same employee retention concerns as profit-driven enterprises. With profitability no longer a factor in measuring the success or effectiveness of the organization, the non-profit does use different employee management strategies and techniques. Human resources management strategies used in nonprofit firms often do mirror those used in their for-profit counterparts. For example, motivation, employee engagement, training and professional development are
1.3. Summary of argument, Hypothesis The role of leadership styles and their applicability to the success or failure of mergers, acquisitions and alliances is the focus of this research. Any leadership study, to be relevant, must also focus on the needs of those served by the organizations studies. That is why in the proposed Change Management Equilibrium Model have customer-driven processes at their center or core. The focus of the research
Frank and Taylor (2004) warn that motivating employees is highly dependent on their specific wants and needs. An accounting firm that mostly hires conservative, serious-minded employees who value efficiency above all else are not likely to be motivated by the offer of a life coach or a concierge. They would probably be much more motivated by a good 401k plan. However, that does not mean that all types of
organizational chart for the proposed organization. XYZ Center Organizational Chart ADVISORY BOARD CENTER DIRECTOR CONSULTANTS SUPPORT STAFF ASSOCIATES MEDICAL DIRECTOR MEDICAL STAFF THERAPISTS ADDICTION STAFF CONTRACTS STAFF Include the title of positions and a brief description of the positions' duties and responsibilities. The organizational structure of the Center is founded on a shared services model. President/director of the center has administrative, management and clinical skills in the field of human welfare along with behavioral health industry for twenty years. Open-book management, mutual respect