Sustainable Talent Management

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Sustainable Talent Management

            Talent performance enables companies to deal with their performance management challenges keeping the evaluation process going. The manager should set the performance standards and make them aware to the employees. This enables the employees to know what the company expects of them and therefore put in great effort. The managers should monitor and provide feedback to the employees on their work performance. They should also reward the employees on their good performance. This makes them achieve great results by supervision of the employee performance. In the performance management process, the manager and the employee should first agree on the setting of the performance standards. These standards should be set in a manner that focuses employee’s talents towards achieving the expected company objectives (Silzer & Dowell 2010).

The objectives of the organization should be discussed with the employee and a framework provided to guarantee employee achieves these objectives. At the end of the evaluation period, the employees should be rewarded based on their performance. Finally, new objectives for the next period should be established together with the employees.

Talent assessment is an approach taken to attract develop and maintain employees with skills and abilities to meet the organizations objectives. It involves the employees and the company’s development in relation to the changing and difficult working environment. It ensures the existence of competent employees in all the critical positions in the organization. On the other hand, the performance management process is used to determine the level of employee performance in relation to their goals. This determination helps to increase profits and help the organization grow reducing costs (Berger & Berger, 2011).

The talent review process is a significant interaction between business leaders and the human resource. They meet to discuss their business preference, talent and make future decisions concerning risk minimization, organization changes and developments. The human resource will then prepare for the meetings and try to put the decisions made in to practice. In this process, business preferences and talent decisions merge. On the other hand, the key process related to talent pool is that all the employees should be part of the talent pool. The line managers have a responsibility of supervising talent while the human resource should provide support. The career development plans should be supervised to guarantee implementation of the business plans. The pool development process aligns the present and future employee responsibilities with their potential (Effron & Ort 2010).

There should be talent management objectives to measure functional expertise, the employees’ goals should be in line with the organizations goals. The managers should ensure that the employees are striving to achieve the organizations goals. Their progress should also be monitored to ensure it is directed in achieving these goals. Frequent employee accessions should be conducted to ensure good employee performance. Continued feedback should be provided to the employees to ensure they are on track in their performance. This enables problems to be addressed by the managers before growing to major problems. Managers should invest in performance-based developments. They should ensure that they are providing training needed by the employees. Employees that perform their work greatly should be identified and rewarded. Since the managers would like to retain such employees, their good work should be acknowledged.

Functional expertise focuses on productivity and efficiency. Functional improvements can be reached by increasing recruits skills, improving training and making other investments in functional expertise. This increases the output and competence of each functional unit. The quality output produced by each of these employees will be great. There should be strict inspection. In the setting and measuring of the talent management objectives, the manager should set employee objectives that correspond with the organization. He should then supervise the employees and ensure that they are performing in line with the objectives. Employee reviews should be conducted and feedback provided back to them. The employees that perform well should be rewarded. The managers should ensure that the organization has a succession plan. The employees should strive to be efficient.

The key elements global talent management constitutes good governance. The rules and the increasing complexity calls for the organizations to improve the risk management, knowledge sharing and decision-making. Another element is for the organizations to be able to handle costs. The economic condition calls for the organizations to be able to manage their costs efficiently by keeping them to the minimal. This increases the organizations profits. The company should also be efficient since global talent management calls for accurate report analysis. It also enables companies to control investment in technology. Global talent also calls for complexity. In order to manage the employees in a global organization, complex infrastructure is required. Mobility in talent is also a key element since controlling a global workforce enables organizations to get the right employees in the right place and in time (Effron & Ort, 2010).

A sustainable talent management is a talent practice that performs in line with the organizations objectives. This leads to minimal difficulties. For a talent management process to be optimal, the CEO and the executives should offer their full support. Their objectives should be clear and they should perform the performance reviews on time. The company’s expectations should be clearly stated by the managers. Complexity creep should also be avoided. This complexity creep makes the employees efforts to go to waste. When the goals are not clear to the employees, the purpose of the talent process is lost. The talent process should be reviewed to look for opportunities that can reduce complexities. The correct human resource management and talent leadership should be employed. This is to enable the successful incorporation of the talent practices in to the organization. The talent managers should be able to understand the business. With this, they will be able to know where to minimize the business resources. Human resource involves a lot of paper work and this will help in time saving.

Organizations that have a strategy driven talent management and a sustainable built process benefits by having skilled employees. These organizations are able to attract and nurture future leaders. They have great problem solving skills. They nurture their employees to have skills that most employees are able to possess only when they reach the top management level. These companies enjoy marketing and branding benefits. The executives always report a rise in the employee motivation due to the sustainable talent management process.

In these companies, the internal work force also improves and recruitments increase. Potential candidates are usually attracted to the recruitment programs of these companies. Sustainability risks and opportunities exist in many corporate functions. This provides the employees in these companies with future leadership talents. In return, the organization gets to have a great overview. The employees who participate in the sustainable talent management process are called upon to describe the problem before giving their inventive solutions. This is done instead of executing orders to solve the problem (Silzer & Dowell, 2010).

References

Berger, L. A., & Berger, D. R. (2011). The talent management handbook: Creating a sustainable competitive advantage by selecting, developing, and promoting the best people, second edition. New York: McGraw-Hill.

Effron, M., & Ort, M. (2010). One page talent management: Eliminating complexity, adding value. Boston, Mass: Harvard Business Press.

Silzer, R. F., & Dowell, B. E. (2010). Strategy-driven talent management: A leadership imperative. San Francisco: Jossey-Bass.