Talent Management (Blog 2)

Definition of Talent Management

Talent management is set of integrated activities to ensure that the organization attracts, retains, motivates and develops the talented people it needs now and future. The aim is to secure the flow of talent, bearing in mind that talent is a major corporate resource (Armstrong, 2006). The term ‘talent management’ refers to the activities related to recruitment, selection, development, and retention of employees. Ariss, Cascio, and Paauwe, (2014) conceptualize Talent Management as “those activities and processes that enable identification of positions and talent pools that are critical to building and sustaining an organization’s competitive advantage”.

Talent Management and Human Resource Management

          (Figure 1: Talent Management from HR View)

‘Talent’ takes an important role as a part of human resource function to manage the all people within the organization to high performance. Lewis and Heckman (2006) said that the term ‘human resources’ of the organization should replace with the ‘talents’ of the organization.

Talent management applications are not just for discovering and educating the abilities, they are also for Recruit, retain, develop, reward, promoting and make people perform in the organization is part of talent management which referred as Strategic Human Resource. Retaining knowledgeable employees is a key goal of senior management and one of the primary motivators for having a talent management program. Although pay and benefits initially attract employees, top-tier leadership organizations focus on retaining and developing talent (Lockwood, 2006). 

Talent Management in organizational Employment

Organizations should combine internal development and external recruitment in talent pools. This facilitates the management of quantitative risks associated with ensuring there is sufficient talent to meet organizational needs and not an oversupply which represents a waste in resources. It is clear that for organizations, it is more effective to develop talent within the broader context of the organization, to prevent developing employees to fit narrow, specialized roles and once developed employees can be developed with broader competencies which would fit a range of roles (Cappelli, 2008).

Talent management is a rapidly growing area, although there is a serious debate on conceptual framework, the definition, context and the criteria about the practice of talent management. In a competitive marketplace, talent management is a primary driver for organizational success (Lockwood, 2006). Talent management has been strategically important by the companies and the concept described by several theories and perspectives. Talent Management exists to support the organization’s overall objectives, which in business essentially amount to making money. Making money requires an understanding of the costs as well as the benefits associated with talent management choices (Cappelli, 2008).

References

• Ariss, A., Cascio, F. and Paauwe, J. (2014) ‘Talent management: Current theories and future research directions’. Journal of World Business, 49(2), pp. 173-179.

• Armstrong, M. (2006) ‘A Handbook of Human Resource Management Practice’, 10th edn., London, Kogan Page, p. 390.

• Cappelli, P. (2008) ‘Management  Challenges  for  the  21st  Century’. Harvard  Business Review, 86(3), pp. 74-81.

• Lewis, E. and Heckman, R.J. (2006) ‘Talent management: A Critical Review’. Human Resource Management Review, pp. 139-154.

• Figure 1: whatishumanresource.com (2018) 'Talent Management from HR View'.  [Online] Available at: http://www.whatishumanresource.com/talent-management (Accessed on: 20 August 2018).