HRM - Talent Management - Essay Example

?Among the most important tasks when dealing with talent management is people resourcing this involves the recruiting and employing of individuals who will work for a company. People resourcing provides a comprehensive overview of those primary management issues that deal with attracting the best candidates for vacancies, ensuring the reduction of staff turnover and most important of all, ensuring that there is an improvement in the performance of employees. It is a fact that when advertising for vacancies, many companies prefer to be extremely cost effective and because of this, it has become common for the to attach leaflets, advertising job vacancies, on the items that their customers purchase and in addition to this, it has become common for companies to post job adverts on their websites. This ensures that the company is able to tap into its customer base to recruit new members to its team as well as use the internet, which has a multitude of users, in attracting the best talent that can be recruited (Tong, 2009). These methods of advertising and recruitment of new staff has been found to be highly effective in many countries, especially in the developed world, and this is because of the fact that the response rate to the vacancies was much higher than the available vacancies (Branine, 2008). In order for a company to be successful, it has to encourage both dynamism and the ability to work, as a team among its employees and the need for these two features are always included in the job adverts that they post so that those who respond to them know exactly what is expected of them. Such knowledge is often essential when making recruitments because with the knowledge of what is expected of them, once employees are hired, they will automatically adjust and adapt themselves toward making the company’s goals and making it successful. A company has to display strong management practices because this is one of the reasons why new employees come to adapt swiftly to its ideals and leadership within a company is very important because it ensures that its day-to-day functions are running smoothly and that all the departments within it run as a single, cohesive unit. The efficiency of a company’s workforce would thus come to be ensured, and this has contributed to the success of many companies all over the world. One of the strategies that have enabled the success of a large number of companies on a global scale has been their ability to find very good people to work for them on the ground (Karin, 2004). This means that the employees of these companies have to be well trained, promotable, and diverse and committed, creating an environment where the companies are able to provide the best services to their customers. To achieve such a workforce, it is necessary for companies to create some extremely good employee policies, which will work towards gaining the confidence of potential employees (Maxwell, 2004). One of the main reasons for the success of companies has been their ability to bring potential employees into their workforce, because this has ensured that they a dedicated workforce working for them, hence an increase in their productivity. Performance management is an extremely important aspect of human resources and it involves the systematic process through which a company involves its employees, as individuals and members of a team, in ensuring the effectiveness of the said company in the accomplishment of the mission and goals that it has set for itself (Piskurich, 2006). In any effective company, rewards towards employees are used well because they are the basis upon which employees can be motivated to be more productive. Rewarding means the recognition of deserving employees, alone or as members of teams, for their work and acknowledging their involvement in the achievement of the aims and objectives of the company for which they work (Broderick and Pearce, 2001). One of the basic principles of effective management is that all behaviour is controlled by its consequences and the said consequences can and should be both formal and informal and both positive and negative (Chen, 2011). One of the reasons why employees leave one company for another tends to be because of the relatively low pay that they get when compared to what they could be earning in other companies. Within any given industry, it is important for a company to develop good payment policies, and this is to enable it to be recognized as one of the highest paying companies in its line of business (Helm, Holladay, Tortorella and Candio, 2007). While this may be true, a company should also create an image of itself as a company whose employees are not interested in the money but rather in the privilege of working for it because this will most likely attract other potential employees. It is a fact that many people in the globalised economy of this day and age tend to be attracted by high salaries instead of the work they are going to do and it can be argued that when other companies experience fast growth. They find it difficult to continue with the close relationship and understanding with their employees, which characterized them when they were still small (Ou, Liu, Hung and Yen, 2010). It is important for a company, in order to maintain its success, to retain a close relationship with its employees and as it grows in size and continues to spread its reach all over the world, the large amount of money it makes should not negate its need to treat it employees fairly. One of the best means through which a company can reward its deserving employees is by ensuring that its payment structure is in favour of its employees. (Forslund, 2012) Such a system of reward is essential because it helps in the stemming of the tide that would have been the large scale of its top talent to other companies in the same industry. Rewarding its employees is among the greatest strengths that a company may have, and the reward system should be based on how it manages and treats its employees and because of this, it is most likely that it will be able to attract the best people in the industry to work for it, hence contributing to its success. Training and development is one of the key functions of the human resources of any company and it is a fact that most companies look at training as an essential part of the human resource improvement activity. The focus on training and development began in earnest at the beginning of this century and this has taken place on a global scale, encompassing most of the companies (Broady-Preston, 2009). Because of this focus, many companies have mandated training hours per annum for employees keeping in consideration the fact that technology is deskilling the employees at a very fast rate, and that this trend has to be brought under control before most of the work force is left without any basic skills. In principle training involves changes in attitude, skills or knowledge of employees with the resultant improvement in their behaviour and for it to be effective it has to be a planned activity conducted after a thorough need analysis and target at certain competencies, with the added need that it is to be conducted in a learning atmosphere. Within any company, it is of extreme importance that when conducting training, that leadership is given precedence because it ensures that all the objectives put in the training agenda are running smoothly and that all the individuals receiving the training learn as a cohesive unit (Lashley, 2009). It is a fact that the matter of change within a company, is often taken very seriously and quite a number of factors tend to be taken into consideration before any such changes are put into place because any changes made by a company will require it employees to receive some training. Among the most fundamental circumstances that may force a company to schedule regular training programs for its employees, that have to be considered is often during the recruitment of new supervisors and other leaders. It is inevitable that any new leadership within a company will bring with it a diverse number of changes, and in order to be able to tackle this; many companies have found it essential to develop training programs to deal with just such circumstances (Wilson and Western, 2001). Among the factors that have to be considered by a company when changing leadership is whether to give promotions from within the ranks of their employees or to bring supervisors from outside the company. If the new leadership comes from within the company, then the need for any changes is often minimal and this will likely reduce the cost of training incurred by the company (Isiaka, 2011). However, it is also a fact that bringing in leaders from outside the company will bring in fresh ideas which the company needs to prosper and such changes will require that the company spends a significant amount to ensure that its employees are well trained in carrying out its new policies. This ensures that there is a fostering of loyalty towards the company by its employees who realize that the only way to help it achieve its goals is through ensuring that they receive the necessary training to do so. In addition, the fact that the company provides training for its employees provides them with the motivation and aspiration to work towards promoting the company’s agenda. Employee relations ensure that place of work issues are dealt with effectively and appropriately in order to do away with barriers to successful job performance and promote a positive work atmosphere. It is often necessary to ensure that confidential guidance and consultation be provided on managing performance and behaviour of employees. It is also important for the management of a company to mediate conflict in the workplace, investigate and resolve complaints, apply and interpret employment laws and policies, and maintaining positive relationships with its employees as well as their unions (Webb, 2002). It is a fact that employee relations have come to be a matter of contention in many companies because of the swift change in the development of equipment as well as the globalization of the economy that has led to the acceleration of structural adjustment. The fact that there has developed a division of labour on the international scene, some companies in diverse industries in the developed countries have opted to shift their labour intensive operations less developed countries, most of which are the so called emerging economies, where there is cheaper labour (McCabe, 2000). This situation has led to instances where employees have ended up losing their jobs because of the fact that the companies that they work for have chosen to move their operations to cheaper countries or locations. A working environment where employees live in fear of losing their jobs because they are seemingly expendable is one of the instances that may lead to conflict in the workplace. The fear that the movement of a company’s operations to other countries may lead to many employees in the company’s home country losing their jobs may create a situation where the employees start agitating for their rights through taking legal action against it. Such action would be detrimental to the reputation of a company and this is why it should work towards the development of good employer-employee relations. A company with good employee relations would, for example choose to maintain their manufacturing plants in the places where they were originally based (Berman and McCabe, 2006). In addition, a company has to work towards creating an environment where its employees feel at home and such an action will certainly ensure that there is a constant increase in the company’s output. The comfortable feeling that employees of a company with good employee relations have in the workplace often provides such a company with an added advantage for many years because it enables the said company to gain new workers without the need to go far afield to look for them (Karnes, 2009). The fact that the company has provided a comfortable environment for its employees ensures that the employees as well as their families are comfortable with it and it is quite possible that the offspring of the employees may become attracted to working for the company. A result of maintaining good employee relations is that the company is able to retain workers who are not only efficient, but are also loyal to it and this motivates the employees to remain productive in their work. In conclusion, the management of talent within a company is very important in the interaction between people within it and in fact, it is the glue that holds the employees of the said company together. Without talent management, all other elements of the company would not be able to function, and in fact, they would be virtually non-existent. Talent management is therefore very important for a company to function effectively and it has even become more important today because of globalization, which has forced people to start working across cultures as opposed to when people only used to work within their own cultures or societies. It is often very difficult for a company to embrace talent management if its management believes that its corporate culture is superior to all other cultures and that the practices of others are not in accordance its own views. It is important for a company to embrace the cultures it encounters in new environments because this will ensure that it is able to make swift changes that may be beneficial to it. With swift changes, it would be much easier for the company to be able to manage its talent so that it can be more productive. References Berman, D. & McCabe, D.M. 2006, "Compulsory Arbitration in Nonunion Employee Relations: A Strategic Ethical Analysis", Journal of Business Ethics, vol. 66, no. 2-3, pp. 197-206. Branine, M. 2008, "Graduate recruitment and selection in the UK", Career Development International, vol. 13, no. 6, pp. 497-513. Broady-Preston, J. 2009, "Professional education, development and training in a Web 2.0 environment", New Library World, vol. 110, no. 5, pp. 265-279. Broderick, A. & Pearce, G. 2001, "Indoor adventure training: A dramaturgical approach to management development”, Journal of Organizational Change Management, vol. 14, no. 3, pp. 239-252. 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