Human Capital Development and Talent Management

MAXWELL AMSTERDAM
Formative Assessment 1: Human Capital Development and Talent Management
Research Essay

1.Introduction
Human Resource Management (HRM) is a technique for making the most of one's
human resources. HRM is often found in larger firms, and its major goal is to align
company goals with employee goals. For a company to attain its goals, it must have
employees who will help it attain them (HRD Connect, 2019). TREADs are used by
HRM to fulfill company goals, construct a high-performance organization, and create
an appealing employer brand. TREADs are current investments made by a company
in the form of training, rewards, education, assignments, and development. However,
the majority of these investments will not yield a return until the future. An
organization uses employee classification based on his or her actual potential for
adding value to the organization to correctly invest its TREADs (Berger and Berger,
2018).
Utilizing TREADs in building a high-performance organization and creating a
compelling employer brand.
TREADs consist of :
● Appropriately allocating training
● Rewards
● Education
● Assignments
● Development (Berger and Berger, 2018).
Challenges associated with succession planning in your organization.
The Most Important Reasons for Succession Planning (Day, 2007).
● Change that is quick, radical, and sporadic (Day, 2007).
● Challenges that are becoming increasingly complex (Day, 2007).
● At lower levels, there are more leadership responsibilities (Day, 2007).
● Recruiting and retaining the best employees (Day, 2007).
Challenges:
● Inadequate training and development: This results in an individual who is
unprepared for a promotion, resulting in succession planning gaps. When
promotions are not made in a timely and systematic manner, workers become
dissatisfied and have little grasp of what succession planning entails. A
company's ability to create future leaders is hampered by a lack of continually

developing talent within the business. As a result of a shortage of needed
abilities to fill more senior roles, there is a vacuum in succession planning.
Companies are urged to find high-potential individuals and develop them for
business continuity and simple succession
(Murimi, Mercy and Munjuri, 2018).
● Biased selection: Familiarity makes people comfortable and managers are no
exception to this. It is very easy for males to have a bias for males and the
reverse is true. In a group where all managers are male, they will tend to have
a bias in the selection of a male making it difficult for a woman to get selected.
This is not a bias out of intentional discrimination but because of the comfort
of familiarity. When selecting people required for different levels in an
organization, the person specifications of the positions should be very clear,
and objective comparison is done against individuals to ensure the best
fit(Murimi, Mercy and Munjuri, 2018).
● Deciding who to promote: With proper organization, you may place the perfect
individual in the job without upsetting your other prospects. While someone
may begin at their current level or position, this does not always imply that
they have the abilities or qualities required to go up the ladder. One possible
solution is to identify potential candidates early in the succession planning
process (Generator Talent Group, 2017).
● Maintaining company morale: The stigma of discussing succession can stifle
free debate and jeopardize the relevance of succession planning in
organizations. Every organization should have an open discussion about who
will take over the reins next. Succession planning must be a straightforward
and open process in order to be effective. One of the negative consequences
of succession planning is the influence it may have on corporate morale.
Mechanisms line managers can adopt and implement to foster organizational
performance.
The Role of the Line Manager
The phrase "line manager" usually refers to personnel in the organization's bottom
management echelons (for example, team leader, supervisor roles). The line
manager is a term that refers to the position that represents the first level of
management and to whom non-managerial personnel report. Managers, front-line