Employee Resourcing and Development - PDF

Employee Resourcing and Development 1
Employee Resourcing and Development
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“In recent years, Talent Management has been argued by both HR practitioners and
academics as being a vital new approach within Human Resource Management towards
satisfying both the current and future human capital needs of organisations to ensure the
business is equipped with suitable employees for the challenges of working within the modern
business environment”
Introduction
Talent management is a term that is known to have emerged during the 1990s in order to
incorporate various developments in the field of Human Resource Management that placed more
focus on management if talent and human resources. Coined by “David Watkins” of Softscape
and further defined in a book titled Talent Management Systems (2004), most of the
contemporary organizations across various parts of the world are constantly working hard to
ensure that talent management systems are worked into their respective business strategies and
fully and daily implemented in their entire business processes. Talent management can be
defined under various contexts such as defining it as being an anticipation of the required human
capital that is required by an organization and a plan aimed at meeting such needs. Talent
management can also refer to the science of applying strategic human resource planning in order
to not only enhance business value, but to also make it possible for organizations and companies
to reach their set targets, goals or objectives.
In the business context, talent management refers to the commitment by an organization
to not only recruit, but also retain as well as ensure the development of the most superior and
talented employees who are available or who exist in a specific job market (Thunnissen, Boselie
& Fruytier, 2013). In essence, talent management is indeed a vital term especially when it makes
a description of a firm’s commitment in hiring, managing, and even retaining the most talented

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employees. In evaluation of the above statement, it can truly be asserted that talent management
is indeed a new and important approach that can be used in Human Resource management in
order to satisfy both the contemporary and future capital requirements of organizations
(Cummings & Worley, 2014. It is also through talent management that business entities or
organizations can be in a better position of being equipped with suitable and qualified employees
who are in a better position of handling any emerging challenges that may arise in the
contemporary or modern business environment.
Emergence of Talent management in Contemporary Organizations
The modern business environment has emerged to be so challenging due to the desire of
most business entities to not only go global, but also due to intense competition. As a result, most
organizations have been faced with immense pressure that requires them to perform better and
produce more than ever before. Since time immemorial, most of the organizations across the
world have been indulged in both the creation as well as the preservation of knowledge since
they have realized that it is a vital tool that can be used in not only enhancing competitiveness,
but also ensuring that there is effective enhancement of organizational capabilities to effectively
respond to the desired market changes. However, the effective identification of employees’
personalities coupled with their skills has proved to be a difficult and critical task for most
organizations (Watkins, 2004). In addition to that, the identification as well as development of
business executives who have the ability of leadership and strategic functions has proved to be a
demanding process which is equaled to some parts of Science and Art.
It is due to the realization of the above aspects and realities that the notion of talent
management has emerged in most of the modern or contemporary organizations across the
world. This is due to the realization by most organizations that none of them can rest peacefully

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with the assumption that the recruitment of the employees is a surety in ensuring that their jobs
are well executed. The realization by organizations across the world that the major challenge
they face lies not in the hiring of the right people for the right jobs or in culture, work climate,
and Performance Management systems, but rather in ensuring that talented employees are
retained is highly attributed to the emergence of the talent management notions in most of the
contemporary organizations across the world (Mello, 2014). This is attributed to the fact that
most of the Human Resources (HR) practitioners and academics across the world have asserted
to the fact it is actually the people who have the ability of either making or breaking an
organization that they work for.
The emergence of the talent management notion in most of the modern organizations
across the world is highly linked to the fact that managing talents of key employees in an
organization is quite essential in the attainment of long-term prosperity and success by any entity
or organization. It is prudent for all and sundry to note that talent management actually involves
both organizational and individual development in regard to the responses towards a dynamic
and even “complex operating environment”.
In general terms the word “talent” is used to refer to the art or skills possessed by an
individual in a specific field. It also implies to those individuals who possess scarce knowledge,
high potential and even skills of successfully bringing on board transformational changes in their
respective organizations. Such people are now highly sought after in the market place because
their significant contributions to business entities are known to directly add value to the strategic
positioning and competitive positioning of their respective organizations. The emergence of
talent management in most of the modern organizations is also highly attributed to the fact that
most HR practitioners as well as academics have realized that it is indeed a new method or