(PDF) Effects of Employee Resourcing and Development
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Added on 2019-12-17
(PDF) Effects of Employee Resourcing and Development
Added on 2019-12-17
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Employee resourcing and development
Table of ContentsIntroduction......................................................................................................................................3Task 1 ..............................................................................................................................................3Task 2...............................................................................................................................................5Task 3...............................................................................................................................................6Conclusion.......................................................................................................................................9References......................................................................................................................................10
IntroductionTalent management is essential for each and every organization. Because it gives thecompetitive advantage to the company. In toady complex environment a firm make effectivetheir workforce to meet the current and future needs to the organization. Talent management isplayed a vital role in the success of the company. So that it is responsibilities of human resourceof the firm to appoint and recruit a talented pool of employees (Bach, 2009). Talent managementrefers to appoint, recruit, and retain human resource and develop them a talented and superioremployees in the industry. It is business strategy which is used by the organization with a hopethat retain their talented and skilled workforce. Primark is a clothing retail from UK. Thereprovide wide range of products to their customers. These includes home wear, accessories,beauty products and footwear etc. The purpose of this report is to identify the needs of talentmanagement in the organization and how it helps in current and future skills of the employees. Italso tells about the strategies for appointing and selecting talented workforce for the company(Broadhurst, 2012). Task 1 Talent management is the wider term and it is very important for the business to take careof the employees who are having skills and knowledge. If the workers will be having a greatpotential then they will be able to perform the activities in the most effective way. So the tradeactivities must be considered by all the managers in the business. Talent management is the mostimportant term which can be used in the organisations so that the employees can enable toachieve the most important ta and essential targets. The goal of the business is to obtain theoptimum, satisfaction and this can be done by using the various elements of the trade functions(Cunningham, and Rowley, 2008). So the talent management is the most important feature forthe organisations by this the entity will be able to make a pool of the best talent and by this thetarget of the entity can be obtained. Uncertainty in the business can be removed and this can be agreat advantage for the business to have the ultimate the tools. So the trade activities are relatedwith the market expertisation. So the talent management is very important for the business as bythis the employees will be able to attain its targets. Talent management is essential for modern organisation. It is a emerging field which isused in the contemporary organisation. Talent management refers to anticipate future need for
human capital and make a plan to meet these needs. To day business environment is faced greatuncertainties therefore a new approach is emerged as talent management. There are various oldercompanies that still invested in development became known as “academy companies”: breedinggrounds for talent simply by maintaining some of the practices that nearly all corporations hadfollowed in the past (Dainty, Raidén, and Neale, 2009). Talent management is exists to supportthe companies goals and objectives. As we know that the core objective of organisation is tomake money. It requires to understanding the cost and benefits associated with talentmanagement. The most innovative approaches to managing talent use four particular principlesdrawn from operations and supply chain management. Two of them address uncertainty on thedemand side: how to balance make-versus-buy decisions and how to reduce the risks inforecasting the demand for talent. The other two address uncertainty on the supply side: how to improve the return oninvestment in development efforts and how to protect that investment by generating internalopportunities that encourage newly trained managers to stick with the firm (Dimba, andK’Obonyo, 2009). There are various principles which affects the talent management in theorganisation. First one is that a managerial decisions regarding to make or buy of a product formanaging the risk of the company. This decision is taken by the management if there is lack oftalent within the organisation. It can increase the cost of the product which is not good for thecompany. Another principle is that adopt to uncertainties in talent demand. If the managementmake the decision to buy bulk product or components for their products. Product demand infuture is uncertain. So that bulk storage not good for the company. Same thing is apply on thetalent. If we developing more talent in the organisation for future. And if the demand is not thetalent it can burden for the company. Another principle is the rate of return on developing talents. It is important for each andevery organization is that their investment on talent development is recovered in future or not. Ifthe demand for talent is not available in future. It is financial not sound for the company(Farndale, Scullion, and Sparrow, 2010). When internal development was the only way toproduce management talent, companies might have been forgiven for paying less attention thanthey should have to its costs. They may even have been right to consider their expensivedevelopment programs as an unavoidable cost of doing business. Talent on demand givesemployers a way to manage their talent needs and recoup investments in development, a way to
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