Talent Management - A Key Component of HRM

This presentation explores the concept of talent management in HRM and its significance in achieving organizational success. It discusses strategies for hiring and retaining the best talent, with a case study on Hilton. The study also highlights the positive impact of effective talent management on sustainable success. Research questions, methodology, and findings are presented.

TALENT MANAGEMENT – A
KEY COMPONENT OF HRM

TABLE OF CONTENT
 INTRODUCTION
 RESEARCH AIM AND OBJECTIVES
 RESEARCH QUESTIONS
 GANTT CHART
 FINDING AND ANALYSIS
 CONCLUSION

INTRODUCTION
 Talent management is considered to be the necessary action of human resource manager in order to obtain
optimum performance from employees in the organisation. It includes attracting and hiring, training and
developing, assisting for career development and retaining the best talent for the long period of time in the
organisation.
 The study is based on effective talent management strategies framed by the HRM in order to achieve
success within organisation.
 HR manager can perform this function by identifying organisational and HR goals and priorities along with
need of talent within organisation, and develop effective strategy to manage and retain the best talent in the
organisation.

RESEARCH AIM AND OBJECTIVES
 The aim of conducting this study is to evaluate what are the best possible strategies for effective talent
management that can be applied in order to ensure sustainable success for Hilton.
 To broaden the knowledge of various talent management strategies that guides HRM in hiring and retaining
best talent within organisation.
 To study the impact of practices followed by HRM in managing talent on the success of organisation.
 To identify what alternative strategies can be applied by HRM that contribute towards improvement in the
performance of the organisation.

RESEARCH QUESTIONS
 What are the talent management strategies that guides HRM in hiring and retaining best talent for the
organisation?
 What are the impact of practices followed by HRM in managing talent on the organisational success?
 What alternative strategies can be applied by HRM in order to improve overall organisational
performance?
 How talent management strategies are playing important role in companies of hospitality sector?
 What strategies does Hilton followed in managing talent and what is the perception of their
employees regarding the same?
 What are the effective strategies that Hilton should employ in order to ensure its success over long run?

GANTT CHART

CONT.

RESEARCH METHODOLOGY
RESEARCH TYPES QUALITATIVE RESEARCH
RESEARCH APPROACH: INDUCTIVE APPROACH
RESEARCH PHILOSOPHY INTERPRETIVISM PHILOSOPHY
DATA COLLECTION: SECONDARY AND PRIMARY
SOURCES
SAMPLING INTERVIEWS OF 30 EMPLOYEE'S OF
HILTON
DATA ANALYSIS: THEMATIC PERCEPTION TEST
RESEARCH LIMITATIONS LIMITED RESOURCES AND TIME

DATA ANALYSIS

CONT.

CONT.

CONT.

CONT.

FINDING AND ANALYSIS
 The study so conducted helps us to understand the concept and importance of Talent management in success of the organisations
particularly operating in hospitality sector of UK. The concept of TM is all about attracting and retaining best talent and provide
them with appropriate training to utilise them to the optimal level keeping in mind the large organisational goals (Maurya and
Agarwal, 2018).
 The study also finds out that there are many strategies for achieving TM objectives like more specific job descriptions, best fit
between personal and organisational values, optimal systems of rewarding and recognising and timely upgrading the skills of
employees for continuous improvements of them.
 The study also finds out the positive impact of TM like it ensures that the organisation who practices TM in right manner can be
better achieve sustainable organisational success.

CONT.
 The primary research so conducted in this study, on the sample of 30 employees selected randomly reveals that the employees of
Hilton hotel are satisfied with TM practices of the company (Mupepi ed., 2017). The independent variable which is the strategies of
TM has a great impact on its dependent variable that is the organisational performance.
 Hence, there is a positive relationship between effective TM strategies and organisational success which is the subject matter of this
study. The employees under consideration feels that Hilton hotel must focus on its TM practices and required to reframe its strategies
and criteria for retaining talented individuals.
 If the Hilton would succeed in incorporating the same then their performance can be much better than the current position. Hilton
worldwide imposing stress on TM through learning and development program for its employees development in terms of their skills
up-gradation with reference to quality improvisation in services it offered.

CONCLUSION
 Form the above research, it can be concluded that Hilton manager is effectively able to retained higher
performance employee's by making use of different strategies which has helped in achievement of end goals
of organisation.
 It has also been understood that company is able to enjoy huge profitability and customer’s loyalty by laying
emphasis on retaining highly talented employee's in the firm for longer time frame.
 As they are in a highly service oriented sector, that is hospitality sector where skills and experience of
employees plays a greater role in deriving higher performance of the business, so Hilton must give
importance towards its TM practices deriving competitive edge and long term organisational success.

REFERENCES
 Daubner-Siva, D., and et. al., 2018. The talent paradox: talent management as a mixed blessing. Journal of
organizational ethnography.
 Mensah, J. K., 2019. Talent management and employee outcomes: A psychological contract fulfilment
perspective. Public Organization Review, 19(3), pp.325-344.
 Ogbari, M. E., and et. al., 2018. Talent management as a determinant of firm performance: A conceptual
approach. Business & Social Sciences Journal, 3(1), pp.21-32.
 Sivathanu, B. and Pillai, R., 2019. Leveraging Technology for Talent Management: Foresight for Organizational
Performance. International Journal of Sociotechnology and Knowledge Development (IJSKD), 11(2), pp.16-30.
 Taylor, S., 2018. Resourcing and talent management. Kogan Page Publishers.
 Whysall, Z., Owtram, M. and Brittain, S., 2019. The new talent management challenges of Industry 4.0. Journal
of Management Development.