Talent Management during COVID-19

This report discusses the importance of talent management during the COVID-19 pandemic and explores strategies used by businesses to maintain talent management. It also examines the impact of talent management on business performance, using the case of Whitbread, a multinational British hotel and restaurant.

REVIEW

Table of Contents
INTRODUCTION...........................................................................................................................1
LITERATURE REVIEW................................................................................................................1
Topic: What is talent management and is it necessary during the COVID-19 pandemic?..............1
CONCLUSION ...............................................................................................................................6
REFERENCES................................................................................................................................7

INTRODUCTION
Talent management is a repetitive process that is used by the business as in order to retain
and attract most of it skilled and talented workforce by which quality of work, development of
abilities and skills, rapid motivation and encouragement is improvised that has positive impact
over performance enhancement. The major purpose of talent-management is to create and
develop motivation by which long run is processed over a continuous period of instance
(Sheehan, Grant and Garavan, 2018). The report below is based on Whitbread that is a
multinational British hotel and a restaurant with having a headquartered in Regis, England. The
report below is dependent on talent-management and the necessary changes that is required
during pandemic attack of COVID 19.
LITERATURE REVIEW
Topic: What is talent management and is it necessary during the COVID-19
pandemic?
 To analyse amended understanding about talent management inside an organisation.
 To measure the importance of talent-management in pandemic situation of COVID 19.
 To examine principles that is required to follow by hospitality organisation during
COVID.
 To study the significance impact of talent-management in the business.
 To determine strategies that is used by business in order to maintain talent-management
during COVID.
Understanding about talent management inside an organisation
According to the viewpoint of Prarthana Ghosh, 2019, talent-management is processed
within the business in terms of a regular practice as that is evolved in terms of specific trends.
Strategic talent-management is a basic necessity that is required to manage and control human
resource capital by which renaissance within working place is developed in constrained mode
(Gupta, 2019). It is a methodology as well through which organised and strategic processing is
involved under which right talent is gathered that also assist to maintain clear growth by which
optimised capabilities are attained as by keeping standardised outcome in mind. It also get
consist identification of working gaps under which vacant position is fulfilled with the suitable
candidate through which sustained focus is maintained in future that also involve effective
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engagement, retaining and motivation of workers that nurture business performance and
productivity in systematic manner. In this suitable candidates get attracted that reflect long term
success in which expertise solution is solution to each and every working conditions by which
business goals and its objectives both get advanced in timely frame.
In this ability of business to highlighted the overreaching by which it permeates the
human resource and it is used to ensure that attainment of objectives in timely frame. In this
adequate changes is implemented as per on-boarding as it enable to maintain larger scaling
through which sustained level of changes is addressed in successful mode. It basically assist to
analyse the knowledge gap and with this right pool of talent and skills is attracted that prompt to
develop suitable structure as with this working life cycle is promoted that enlarge the working
capabilities and its abilities in sustained mode (Narayanan, Rajithakumar and Menon, 2019). It is
a cylindrical approach as with this linear progression is involved by which better optimisation of
skills and talent under which ultimate growth and development is expertise in which employee
satisfaction and its involvement is induced with perfection. It basically consist of a process as
planning, attracting, selecting, developing, retaining and transitioning in which strategy and
performance development is processed in better mode.
Importance of talent-management in pandemic situation of COVID 19
According to the viewpoint of Bryan Hancock, 2020. the talent-management practices is
basically used to steer an organisation performance that developed various ways of working that
is induced within the era of COVID 19. It induces higher level re-imagining in which personal
and individual practices that usually drive resilience by which building up of organisation is
processed with perfection. It also foster and enlarge strong level of connectivity in which intense
level of management is induced by which long term success is attained in timely framing. In this
planning and organising of productivity and performance is developed as by remote working
place through which working sufficiency is getting enhanced. In order to make higher level of
response various circumstances is considered that is developed due to COVID 19 as it generate a
crisis that usually accelerate the trends of talent-management. In this initial requirement is to find
out and hire a right people for the vacant place of business, rewarding and managing employee
performance, leaning and growing, tailoring of experiences and expectations of employees,
optimised utilisation of strategy and planning is induced as with this several actions is in taken
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that has strong level of crafting as it also develop better level of durability which is varied as per
strategic development about to manage post-pandemic conditions (Maurya and Agarwal, 2018).
During the pandemic conditions appropriate changes is implemented that is dependent
over management of customer’s demand through which massive impact is processed through
which temporary spark about hiring is induced by which suitable level of lead is developed
within an organisation. As per these hospitality industries make a shift to rise the rate of
unemployment, efficiency and effectiveness of hiring that is essential for business over a regular
period by which scarce resources is utilised. In may 2020, as per concern of conducted survey it
is acknowledged that 190 chief officer and other leader think hard and clear to spend sustained
amount by which they gain stability for ahead (Whysall, Owtram and Brittain, 2019). On the
other hand some of industry has slows down and reduces labour demand as by rethinking within
the hiring processed. For this remote learning is promoted in which need to deliver training is
changes and businesses has spend less amount of investment for workforce training and
development. To make cost effective training sessions broad based digital training is required in
which ability to execute and management of various circumstances is managed in ordinate mode.
Principles that is required to follow by hospitality organisation during COVID
As per the point of view of Vikram Singh, 2020. during the condition on pandemic
situation hotel marketing and its management is processed as by defining a hope that as per time
things get managed and controlled. There is a lot of optimism within the hospitality and tourism
industry that continuously undergo into a massive overhaul by which operating cost and its
effectiveness both get managed and controlled by different departments of business. In this
owners, brands, investors, employee make continuous level speculation under which recovery is
induced as per inducing continuous level of participation. In this different companies get worked
on to avoid Olympics by which panicking and forecasting of data is progressed with perfection
as it is also be overlying in relation to mapping and graphing that assist to get over from past
disasters in terms of accurate prediction and estimation. The pandemic has brutal impact over the
business exposure that exposed varied inefficiencies in terms of revenue management by which
interdependency over different functions with adequateness (Painter‐Morland and et. al., 2019).
In addition marketing team also get producing and covering marketing strategies by which varied
services are offered through which market conditions and its situations get attracted and
advanced as it somehow enhance the ability to meet the requirement of revenue generation.
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The dynamic bust or pricing induces historical quoted as within group meetings. In this
sudden demise is managed about to control the supply and demand at larger and wider scale by
which sustained opportunities is developed. In this survival needs are analysed as like fixed cost,
payroll, debt, interest payments, insurance and many other aspects. Moreover, competitor pricing
at global marketplace is managed by which better survival in processed as with this certain price
is already get set as per market requirements. The adequate balance is maintained towards supply
and demand for this suitable pipeline is used as by making precise adjustments.
The significance impact of talent-management in the business
As per according to the point of view of Staff Writer, 2018, talent-management is not that
easy or simple to manage and control human resource by which certain level of commitment,
development, management, retain, hiring of employees is managed along with this various
strategies are implemented as by suitability of varied condition (Vaiman and et. al., 2018). It is
required aspect for business as with this effective implementation of resource within
management is introduced as with this development of skills, abilities, experience, capabilities
get controlled in successful manner. The hospitality industry make their investments in talent-
management as in order to attract top talent by which strategic fragmentation is involved by
which employer brand also get promoted as in this sustained level of contribution is offered that
contributes towards better level of improvement by which business performance and its
credibility both get developed.
The employee motivation is also get processed that keeps the working standards higher
by which clear and transparent level of employee engagement and encouragement is processed in
systematic manner. In this continuous level of coverage about task perception is addressed with
higher level of specialisation as with this continuous services are flawed that assist to maintain
lead in exhaustion. The employee performance and productivity both get advanced that make
easier for business to enhance its working operations and functions that is perfectly suited as per
requirement. In this management also maintain lead within performance and productiveness as
by controlling and managing varied issues and grievances that offer guarantee about top talent to
retain for longer period of instance (Murillo and King, 2019). The business performance is
getting improvised as by developing sustained feeling about engagement, skill development and
motivation by which sustained direction is offered to employee by which goals and objectives is
achieved by inducing higher level of satisfaction. It is a systematic approach in which client
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satisfaction is always be promoted as by reflecting consistency by which integrated outcome is
developed and achieved with timely frame. In this need of workers and business both get
managed and controlled by inducing rapid changes and alteration in systematic manner.
Strategies that is used by business in order to maintain talent-management during COVID.
As per the point of view of Anita Guha, 2020, the perceptive of organisation is to take
better initiative through which virtuous cycle is processed. The economic recession and fall out
due to COVID is resulted into devastate that has negative impact over the digital implementation
of working. It has significant impact over talent interventions by which market requirement also
get managed that has wider impact through which adequate period of endure by which issues get
thrive by implementing of suitable strategies (Scullion and Mullholland, 2020). The formal
sector has assumed to maintain social distancing as with this market requirement and its
engagement both get controlled due to pandemic situations. In this business industry faces
various challenges that confined air space as with this ample of opportunities are developed in
terms of virus transmission. In this availability of varied alternative is required as per safety
precautions as like wearing mask, sanitizer, gloves, mask etc. that reduces the rate of danger. In
this effective alternative also get processed in this online meeting, face to face meeting is
affected that omitted the availability of term plan. The digital disruption has developed higher
potential that endure adequate threat over hospitality industry, health sector, insurance and many
other businesses as well (Taylor, 2018). The lead in talent-management is reinforce that
development that inevitable reduces interruption, long meetings, video display and protect
privacy basis as well. The fundamental key is to develop personal interest that strengthen the rate
of flexibility and enlarge level of adjustments by which employee assistance get managed.
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CONCLUSION
It has been concluded from above report that talent-management is always being an
essential aspect for the business as with this it is easy to maintain long term success and
development over a regular period of time. It also plays a fundamental basis through which it is
easy for the business to attain and potential candidates by which working standards and its
potential both get advanced and improvised in clear manner. In addition to this it has directly
affected due to pandemic attack as it completely changes the working conditions under which
rate of working and its standards both get changed. In addition to this pandemic condition
develop imbalanced in the marketplace as the businesses has to follow various rules in order to
procure the working situations in direct manner.
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REFERENCES
Books and Journals
Gupta, V., 2019. Talent management dimensions and their relationship with retention of
Generation-Y employees in the hospitality industry. International Journal of
Contemporary Hospitality Management.
Maurya, K.K. and Agarwal, M., 2018. Organisational talent management and perceived
employer branding. International Journal of Organizational Analysis.
Murillo, E. and King, C., 2019. Why do employees respond to hospitality talent management.
International Journal of Contemporary Hospitality Management.
Narayanan, A., Rajithakumar, S. and Menon, M., 2019. Talent management and employee
retention: An integrative research framework. Human Resource Development Review.
18(2). pp.228-247.
Painter‐Morland, M. and et. al., 2019. Talent management: The good, the bad, and the possible.
European Management Review. 16(1). pp.135-146.
Scullion, H. and Mullholland, M., 2020. Global Talent Management. The SAGE Handbook of
Contemporary Cross-Cultural Management, p.212.
Sheehan, M., Grant, K. and Garavan, T., 2018. Strategic talent management: A macro and micro
analysis of current issues in hospitality and tourism. Worldwide Hospitality and
Tourism Themes. 10(1). pp.28-41.
Taylor, S., 2018. Resourcing and talent management. Kogan Page Publishers.
Vaiman, V. and et. al., 2018. Macro talent management: A global perspective on managing
talent in developed markets. Routledge.
Whysall, Z., Owtram, M. and Brittain, S., 2019. The new talent management challenges of
Industry 4.0. Journal of Management Development.
ONLINE
Ghosh. P., 2019. What is talent-management? Definition, strategy, process and models. [Online]
Available through: <https://www.hrtechnologist.com/articles/performance-
management-hcm/what-is-talent-management/>.
Hancock. B., 2020. HR says talent is crucial for performance- and the pandemic proves it.
[Online] Available through:
<https://www.mckinsey.com/business-functions/organization/our-insights/hr-says-
talent-is-crucial-for-performance-and-the-pandemic-proves-it>.
Singh. V., 2020. Pricing principles to help hotel maximise revenue during COVID 19. [Online]
Available through: <https://www.phocuswire.com/hotel-pricing-principles-vikram-
singh-opinion>.
Writer. S., 2018. The importance of talent-management and why companies should invest in it.
[Online] Available through: <https://www.humanresourcesonline.net/the-importance-
of-talent-management-and-why-companies-should-invest-in-it>.
Guha. A., 2020. Redesigning talent strategies for the COVID 19 era and beyound. [Online]
Available through:
<https://www.peoplematters.in/article/talent-management/redesigning-talent-strategies-
for-the-covid-19-era-beyond-27020>.
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