Talent Management Task 2022

Running head: TALENT MANAGEMENT 1
Talent Management.
Student’s Name
Institutional Affiliation

TALENT MANAGEMENT 2
Successful organizations develop programs and strategies that are meant to attract, develop and
retain talent (the right workforce), which in return enables a company to arrive at the desired
future needs and accomplish its objectives (Krishnan & Scullion, 2017). Therefore, this paper
identifies and evaluates the implemented talent management strategies and the issues of Aurecon
a small Company with reputable talent management strategies by interviewing a Talent
Development Manager.
Task 1 Designing interview plan.
Topic: Questions
Talent Attraction How do you define talent attraction?
Employer Branding As a strategy, how does employer branding attract talent?
Performance Management Describe strategies employed to ensure performance management.
Learning and Development How you give workers opportunities for learning and
development?
opportunities
Succession planning strategies To which extent are succession planning strategies
implemented?
Organization Culture How effective is your organization's Culture?
Staff Engagement Which strategies do the company use in staff engagement?
Talent Retention Talent retention is essential; how do you achieve that?
Data Analytics for data How do you manage staff data? Do you have data analytics?

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management
Task 2
Talent Management strategies
Finding and attracting the right or targeted qualified employees into the company requires
effective strategy such as convincing qualified potential staff to apply for the vacant positions.
Most individuals are invited by organizations that develop a good reputation in employee
welfare, popular organization cultures, and friendly employee-employer relations (Fang, 2019).
However, an organization must ensure that practical training and employee assessment are
conducted to determine how effectively are employees performing in their positions. This is
useful in encouraging the improvement of poor job performance and also discovering the best
talents for promotion.
Whenever new talents are hired, they require an excellent orientation to the company's mission,
culture, objectives, values, rules, and responsibilities; according to Fang (2019) this allows them
to familiarize with the new environment and also understand the company goals to work towards
achieving them. Employee motivation strategies such as Employee Value Proposition help in
motivating staff to perform well and earn additional benefits.
An organization develops growth strategies that existing talent gaps are filled with the help of
line managers that identify the need for new hires and promotion opportunities. Through this,
companies can develop new leaders and retain talent.
Task 3

TALENT MANAGEMENT 4
Talent Management Issues
Significantly, lack of a good data analytics usually prevent them developing a fixed metric for
reliable evaluation of training effectiveness. This is because the firm lacks consistency, reliable
and adequate data to gauge how well training information is being applied in the jobs through
good performance. Company lacking clear career paths for its workforce it becomes hard to
effectively to train, develop and place staff to their right job positions. Finally, a high turnover
rate hinders good succession planning due to few potential succession candidates left in the
company; which is caused by a lack of promotion opportunities, lack of trust in openness, lack of
interesting projects.
Task 4 Addressing key issues
A good succession plan requires organizations to prior plan for possible turnover, by building
staff loyalty by availing growth opportunities and clear career paths, use professional efforts such
as hiring succession planning expert would greatly help, and integrate succession plan into talent
management plans that enable it to remain focused to achieving its goals.
Based on Krishnan and Scullion (2017), data analytics is improved through holistic data and
analytic strategies development, using a data governance program, developing integrated
analytics databases, and conducting analytics training. This equips the company with reliable and
consistent talent data as well as enabling efficiency.
However, some of these strategies may not be suitable for all organizations because they may
require massive financial investments which small firms cannot easily afford. It may also be
difficult to predict some turnover in some cases.

TALENT MANAGEMENT 5
References
Fang, T. (2019). China: Talent management in transition. In Research Handbook of
International Talent Management. Edward Elgar Publishing.
Krishnan, T. N., & Scullion, H. (2017). Talent management and dynamic view of talent in small
and medium enterprises. Human Resource Management Review, 27(3), 431-441.
McGuire, D., Dusoye, I., Garavan, T. N., & Alhejji, H. (2018). Talent development in the United
Kingdom. In Global Issues and Talent Development: Perspectives from Countries
Around the World (pp. 9-24). Information Age Publishing.
Zhang, X., Zhao, Y., Tang, X., Zhu, H., & Xiong, H. (2020, January). Developing Fairness Rules
for Talent Intelligence Management System. In Proceedings of the 53rd Hawaii
International Conference on System Sciences