Talent Management: Strategies and Challenges

This assignment delves into the multifaceted field of talent management. It requires students to critically analyze various talent management strategies, considering their effectiveness in addressing current challenges. The focus encompasses both theoretical frameworks and practical applications, prompting an exploration of opportunities and future directions within talent management.

Running head: TALENT ACQUISITION
Talent management, acquisition and learning and development
Name of the Student:
Name of the University:
Author note:

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Executive summary
The purpose of this report is to check the ABC’s talent management and recruitment learning
and development program. The talent management strategy of the company is evaluated in
the whole discussion. The main criteria that has been highlighted are the challenges in the
company are facing. Talent acquisition and talent management has become a rather
challenging situation for the organisation’s human resource management and thus it affects
the human resource management programs. The six key elements of the talent management
strategy are explained and the problems in the company are discussed. Effective HR
management recommendation regarding the problems of ABC is also explained. Moreover,
the evaluation strategy is also given in the process.

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Table of Contents
Introduction................................................................................................................................3
Analysis and evaluation of the problematic situation................................................................7
Recommendation........................................................................................................................9
Action plan and implement strategy........................................................................................10
References................................................................................................................................12

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Introduction
The purpose of this report is to recognise a human resource management challenges
the company is facing and how to overcome that by effective planning and implementation
process. The main criteria that facilitates the talent acquisition process is facilitating a
communication between the hiring manager and recruiters to the candidates. Using a proper
application facilities are part of this acquisition process. The right talent fit is a dire need of
the organisation and stimulates the requisition and built of the employee pool. The talent
encourages and accepts the candidates after the hiring process is submerged (Gallardo-
Gallardo et al., 2015). The centre of talent is employees. As bad hire can purposefully affect
the process of hiring and affects profitability of the company, the right hiring can eliminate
this and bring the strategy aligned with the company’s goal. The following report analyses
the ABC’s Pvt Ltd’s analysis of the company’s talent management and learning and
development strategies.
Talent acquisition and talent management has become a rather challenging situation
for the organisation’s human resource management and thus it affects the human resource
management programs. The main process of talent acquisition process and how it affects the
learning and development programs is highlighted in the discussion below.
The six key elements of an effective talent acquisition process are
1. Conducting a perfect plan of workforce – this strategy is one of the main criteria as
the company goals should be conducted properly and every step of workforce
planning should be accessed properly. Every strategic decision should be consistent
with the business plan as well as the talent associated with the organisation. The
budgetary process is one of the most important factor of contribution in decision
making process. The four main steps of this element is to check the supply analysis,

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demand of the company’s product or services and workforce needed to be associated
with it. The demand and gap analysis of the company is known to be complementary
of each other. The solution of the strategic plan should be analysed too in the process.
2. Building the employer brand is one of the most important factor that should be
incorporated in the company’s talent management strategy. The employees are
reviewed to get more satisfaction if they have great brand value and job candidates
today especially characterises and identifies if the organisations are associated with
brands (Collings 2014). The job candidates must be engaged with the employers. The
relevancy and transparency of the manner should be given emphasis in increasing the
brand value. The employer brands must convey the message of culture benefits and
growth opportunities are more in a branded organisation (Collings 2014). The key
component of the branding strategy should be discovered. Uniqueness related to the
identity should also be designed in the online and other content of the should be
around this identity. To create a fan base of the company’s employees should have
integrated in the talent strategy plan. Moreover, to be competitive in the country it
also incorporates and measures the competition in the industry. Tracking the
employer’s performance is also part of building an employer’s brand. A career page is
essential part of building a brand identity (Cooke, Saini & Wang, 2014). To sell the
products of the organisation the company first must sell the organisation itself as well
as reveal the brand identity. Focus should be given to the media presence. The social
media presence should be given emphasis. The social media’s career site and
recruitment and development advertising and marketing should be part of the plan.
3. Recruiting the job candidates is an advantage in the process of talent management that
the human resource manager should consider. The internal candidates should be
emphasised and taken majorly into consideration in candidate sourcing process. The

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average cost spent in the recruitment process and job posting should be part of this
process. Succession planning is a major part of talent acquisitions. This dire need of
the company is known is critical to business future goals (Morley et al., 2015). The
leadership need of the business must identify the incumbents to move people in the
proper roles. According to the job seeker category, the information job seekers should
be a complete overview of the company’s need of roles, responsibilities (Pobst, 2014).
The passive and semi passive job seekers are part of this and how the company should
approach the process should also be given emphasis in talent management strategy.
4. Leveraging recruitment strategy should also be given emphasis in the talent
management process. Optimising the job careers website and job posting in the online
recruitment portals and process of mobile application is a recent trend in the sites. As
the numbers suggests that the trend of using mobile and its application is regarded
more among the millennials it should be included in the new strategy for talent
management (Armstrong & Taylor, 2014). Tech savviness and robust automation in
the process can be leveraged in the process. The configurable work flow is speeded in
the leveraging function. The mechanism to predict the right person in the job can be
commonly outsourced and automatically performed through the applicants.
5. An effective on boarding program gives the employees tools to ensure high retention.
The program to recruit the new employee, the on boarding program should be given
emphasis. High retention comes from the core of strategy of the company and should
be productive in nature (Al Ariss, 2014). The success in the assimilation of the
employee structure and higher employee engagement should be part of effective on
boarding programs.
6. Utilisation of data analytics – data analytics should be used in this process and 45% of
the companies utilises the talent analytics and talent management strategies (Festing

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& Schäfer, 2014). To rate the workforce and maintain quality of the important metric
seems to contribute to the quality. The social and professional networks that utilises
the scope of analytics in the talent management should be given emphasis in the
process (Gallardo-Gallardo et al., 2015). Quality of hire depends upon the
effectiveness of talent acquisition strategy. The turnover rates, job performance,
culture fit, employee engagement all interconnected in an organisation.
Position description should be specific to the database and information for the
description is part of communicating the overview of the daily work that will be conducted
by the candidate. The details should be chosen carefully as this would ensure the attraction of
the post to the prospective candidates, who will be interested in the matter. The main criteria
of this thing is to check the document or the wall of the posted job. The requisition process
should have some necessary approvals. Interviewing the candidates are very important part of
talent acquisition process (Festing & Schäfer, 2014). The target candidate selection and job
related questions should be standardised. The interview process should also be faired. The
use of the standardised part of the interview should be scheduled properly based on the
amount of candidates. The references should be checked from the previous employment work
related personnel. The internal candidates must be considered before hiring an external
candidate. This is equally important in the process (Cooke, Saini & Wang, 2014). The
supervisors must provide and extend a contingent offer for hiring purposes. The offer process
is part of consultation of hiring manager. The background check is one of the most important
part of talent acquisition process. The pre-employment criminal background check is a part of
contingency plan in the company (Deery & Jago, 2015). External contingency plan of the
final candidates should receive the notification from the hiring candidates.

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Analysis and evaluation of the problematic situation
The problem that the company ABC pvt ltd is facing is in the effectiveness of the
talent acquisition process. The human resource manager goes through a certain number of
activities in everyday people management process. It includes organisation’s departmental
planning, performance management, organisational development, and building, keeping and
maintaining employee regulations and organisational standards and concerns of each of the
employee’s. Moreover, facilitating communication and policy development and
communication and space planning and facilitating in administration of the people in the
organisation (Budworth, Latham & Manroop, 2015). The responsibilities of the human
resource management department. The human resource management plan should also include
the overall objective of the organisation. The HR objective should be aligned with the
company goals (Deery & Jago, 2015). Thus the development process will give an effective
result to perform efficiently. The talent need of an organisation is also one of the challenging
process that is identified in this company. However, they also need proper learning and
development process parallels.
 The challenges the company is facing lies in the human resource acquisition process.
The practices that the organisation goes through, should be given emphasis in
planning out a recruitment strategy. The business outcomes are favourable if the talent
utilisation planning is optimised and effective (Deery & Jago, 2015). The main
problem in the human resource that have been recognised inn the company lies in the
recruitment and sourcing.
 The main challenge is in sourcing the key skills. As the company is highly dependent
on the human talent and less on the mechanical sources, a right talent fit is needed to
overcome the problem (Collings, 2014). The talent seeking from a multiple sources

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based on the seniority level and geography, and what kind of job they are planning to
recruit for. The long term plan must be included and for a better practice.
 Background screening process in the recognised company is on a basic level, where
there is no in-depth screening included in the process. The talent’s background,
previous work experience and family background of the candidate is not processed
and information are not judged in the proper way (Al Ariss, 2014). Thus the quality of
the talent is compromised in avoiding the process. The strategies for screening should
be utilised for candidates who are from the technological backgrounds.
 As with the increase in the consumerism, employees are more drawn to a personalised
job posts and applications. Therefore, ABC does not shows any mobile and
personalised talent acquisition process. It is basically dependent upon the consulting
agency and have no personalised touch to their recruitment process.
 Video interviewing process is not embraced in the organisation, which limits the
number of people they can reach (Cooke, Saini & Wang, 2014). At the same time, it
also shows that the candidates cannot be interviewed who comes from a distance and
would prefer to be interviewed to be an employee in the company (Cappelli & Keller,
2014). The essential part of the video conferencing is accessing the people who are
unable to approach the company. It also reduces the cost of sourcing an employee.
 The learning and development program of the company is not developed in the
process. The main criteria of learning and development is taking initiative of the
process to change in the present situation (Budworth, Latham & Manroop, 2015). The
employees of the company are not developed which is needed to be done keeping in
mind the goal of the company. If the change is not consistent the power to learning
and development program reduces (Collings, 2014). The virtual training needs of the

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company if not aligned with the operational goals of the company, then it may lead to
not synchronised plans of the company (Budworth, Latham & Manroop, 2015).
 Tracking changes in the skills is one of the most important factor of in learning and
development process. The challenging part of training and development program is
sustainability factor. If the skills learned from any kind of training program are not
applied in the real work environment, then it can lead to unprofitable outcome of the
company.
 The quantifying the training effectiveness is also not part of the training program in
ABC. As the employees goes through a proper development program they are not
assessed based on the problems. Quantifying the L&D of the employees through
feedbacks is not part of their program, which affects in the investments outcome of
the company (Budworth, Latham & Manroop, 2015). The future goals of ABC are not
aligned with the present training program in the company.
 Learning effectiveness is inducing value to the leadership and thus it guides the
potential people in the company. Most of all as the ABC is millennials oriented
company, that majorly deals with youth. Therefore, ABC do not consider that in their
company, which is a major drawback. The technology proficiency must be
incorporated in their programs and
Recommendation
The format content of job description and recommendation for challenges are very
essential part of the process in this system. Therefore, it can be recommended that the human
resource manager should prepare a proper job description template for the hiring prospect of
the company. Sourcing the key skills can be done by utilising the websites that are optimised
as well as LinkedIn, Facebook, Twitter, Google plus, Instagram, Pinterest as well as the
online recruitment portal. The talent can be prospectively sourced through Job boards, Intern

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programs, College campus recruiting, job fairs, Boolean searches, organisation’s career page.
The mobile applications should the considered in the future goals with the change of budget
in the company. Video conferencing should be given emphasis in ABC and thus the
recruitment processed can be smoothened. The candidates must be treated as internal
customers and thus they can be used. Increasing the brand value through sponsoring events
and alleviate their corporate social responsibility should be given considered. The main
criteria of improving of learning and development is to change the performance evaluation
criteria of the company. The performance indicators should be analysed. To recognise the
right talent fit the company should also analyse the critical roles of the company. The
requirements of the company should also be given emphasis to fit the strategy of talent
acquisition.
Action plan and implement strategy
The steps that can be followed by the company is given
 Identify the vision mission strategy of the company and core objectives. The main
criteria are also to check how the growth strategy aligns with the needs of the talent of
the company.
 Demand and supply analysis is required before hunting for talent to recruit. To
implement a proper mobile application for sourcing the recruitments, it can be said
that the internal and external analysis of the talent should be given emphasis.
 Analysing the talent supply and external hires, the trend in the supply of talent should
be given emphasis. Historical data to identify the trend should also be analysed in the
process. The external hires are recruitment process should be followed by training and
retention strategy.
 The implementation of the plan must be monitored by the higher and mid-level
manager. Implementing remediate gaps are also part of the action plan.

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 The measurement of the roles and responsibilities should be communicated to the
respective employees of ABC ltd.
 Proper vestibule training should be incorporated to meet the gap that have been
identified in the company.
 Not only implementation evaluating through keeping proper records in the Human
Resource Database
 The HR consultancies should be properly communicated to the people as they are
credible business partner in the system. Recruiting, administration, training and HR
navigator and tools should be used in the demonstrate. This contributes to the business
value.

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References
Al Ariss, A. (Ed.). (2014). Global talent management: Challenges, strategies, and
opportunities. Springer Science & Business.
Al Ariss, A., Cascio, W. F., & Paauwe, J. (2014). Talent management: Current theories
and future research directions. Journal of World Business, 49(2), 173-179.
Beamond, M. T., Farndale, E., & Härtel, C. E. (2016). MNE translation of corporate
talent management strategies to subsidiaries in emerging economies. Journal of
World Business, 51(4), 499-510.
Budworth, M. H., Latham, G. P., & Manroop, L. (2015). Looking forward to performance
improvement: A field test of the feedforward interview for performance
management. Human Resource Management, 54(1), 45-54.
Cappelli, P., & Keller, J. R. (2014). Talent management: Conceptual approaches and
practical challenges. Annu. Rev. Organ. Psychol. Organ. Behav., 1(1), 305-331.
Cerdin, J. L., & Brewster, C. (2014). Talent management and expatriation: Bridging two
streams of research and practice. Journal of World Business, 49(2), 245-252.
Collings, D. G. (2014). Toward mature talent management: Beyond shareholder
value. Human Resource Development Quarterly, 25(3), 301-319.
Cooke, F. L., Saini, D. S., & Wang, J. (2014). Talent management in China and India: A
comparison of management perceptions and human resource practices. Journal of
World Business, 49(2), 225-235.

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Deery, M., & Jago, L. (2015). Revisiting talent management, work-life balance and
retention strategies. International Journal of Contemporary Hospitality
Management, 27(3), 453-472.
Festing, M., & Schäfer, L. (2014). Generational challenges to talent management: A
framework for talent retention based on the psychological-contract
perspective. Journal of World Business, 49(2), 262-271.
Gallardo-Gallardo, E., Nijs, S., Dries, N., & Gallo, P. (2015). Towards an understanding
of talent management as a phenomenon-driven field using bibliometric and content
analysis. Human Resource Management Review, 25(3), 264-279.
Morley, M. J., Scullion, H., Collings, D. G., & Schuler, R. S. (2015). Talent management:
A capital question. European Journal of International Management, 9(1), 1-8.
Oladapo, V. (2014). The impact of talent management on retention. Journal of business
studies quarterly, 5(3), 19.
Pobst, G. F. (2014). Meeting the challenge of knowledge worker shortages with strategic
talent management. American Journal of Management, 14(1/2), 62.
Rudhumbu, N., & Maphosa, C. (2015). Implementation of talent management strategies
in higher education: evidence from Botswana. J Hum Ecol, 19(1-2), 21-32.