Developing Human Capital and Organizational Capability

This study analyzes and evaluates talent management, discussing the talent management program planning stages, including need analysis, design training program, implementing training program, and evaluation. Talent management is defined as an estimation of needed human resources for an organization and the planning behind the same to satisfy the needs. The study shows how talent management can help organizations achieve long-term goals with exceptional talents.

Developing human capital and
organizational capability

TABLE OF CONTENTS
Introduction......................................................................................................................................3
Talent management..........................................................................................................................3
Conclusion.......................................................................................................................................6
References........................................................................................................................................7

LIST OF FIGURES
Figure 1: Stages of talent management............................................................................................5

INTRODUCTION
The present study is based on the analysis and evaluation of talent management; the study will
discuss the talent management program planning stages which is inclusive of need analysis,
design training program, and implement training and evaluation in brief. This procedure is done
to ensure that the individual as well as the organisation receive the best return on investment.
TALENT MANAGEMENT
Talent management can be defined as an estimation of needed human resources for an
organization and the planning behind the same to satisfy the needs (Cappelli and Keller, 2014).
Talent management is a broad term when it comes to depicting the commitment of organization
towards, recruiting, managing, developing and retaining a talented workforce. It is inclusive of
all the work procedures and methods that are linked with holding and developing an outstanding
workforce (Al Ariss, Cascio and Paauwe, 2014). Talent development assists in gaining a better
understanding regarding the existing and future human capital needs of organizations. Along
with this, it identifies the core gaps among the existing talent and the talent needed to drive the
long-term success of the business. Further, a sensible and realistic talent management plan assist
in closing the talent gaps, thereby leading to high performance and talented workforce.
There are 4 key talent management program planning stages, that organization will conduct to
attain their concerned goals, and the same are enumerated as below:

Figure 1: Stages of talent management
As an HR professional, it is essential to consider how much employees are needed by the
organization to fulfil the human capital need. By considering this aspect, need analysis required
to be done, wherein data is collected to identify what individual performers are required by the
organization to meet their desired goals (Boselie and Thunnissen, 2017). Further, need
assessment is the key step in developing talent through training. In this stage, gaps in skills are
identified, and assessments act as a basis for detecting instructional goals, training methods, new
skills measurement and design implementation achieved by participants. Need analysis aims to
break down the basic aspects to interpret its actual nature and design after that planning is done
on whether training must be implemented or not. There are three key ways by which need
analysis can be done, i.e. organizational analysis, operational analysis and individual analysis. A
successful need analysis will help in determining why, what, which and whom training is needed
(Cappelli and Keller, 2014). Hence, this assessment is beneficial in determining what is valid for
the organizational intended purpose, does it required training; it is relevant and cost-effective.
The next stage is designed training program; it is a statement which defines the learning expected
to take place from training methods. Initially, as an HR professional, training needs are required
to be identified before designing a training program. This will be done by defining organizational
Need analysis
Design training program
Implementing training program
Evaluation

needs and goals, and what kinds of training will well-suit the employees (Sparrow and Makram,
2015). Next, comes the targeting phase, wherein it is to be defined which employees require
which type of training Targeting can be done through employee surveys and work processes. It is
essential to develop the content for training program by which effective training can be provided
to employees in exciting and fun ways. The most critical aspect in designing training program is
defining outcomes; this can be inclusive of development of human capital to consider managerial
roles, thereby increasing productivity and competence amongst them. While designing training
program, opt for the presenter is essential to present the training program and to build top-notch
managerial talents (Todeschini and et al., 2016).
The next crucial step is talent implementation, by developing training and learning strategies that
are able to achieve the two main goals of the organization that are long-term success and
standards employee development while focusing on the specified skills and talents of individuals
on which training is to be done. In implementing a training program, it first and foremost step is
to form metrics that assist the organization in defining the effectiveness of their strategies
(Cascio, 2018). It is vital to consider the impact and consequences of talent management in each
possible way, from job performance to employee involvement, by this organization will be able
to gain a better insight of what makes sense and what not, monitoring the talent gaps, and the
manner by which employees are developing as the consequence of talent management strategy.
These metrics must be based on the organizational objectives as a large, as the primary aim of
talent management is to develop a high-performance workforce to accomplish the ultimate goals
of the organization (Collings, Scullion and Vaiman, 2015). It is essential to review the
implemented plan on an ongoing basis to fix any fault or else to develop the plan further.
After implementation, keeping up with the plan is necessary, i.e. evaluation, in which progress
and performance of the intended plan are evaluated, and adjustments are made accordingly
(Deery and Jago, 2015). In talent management strategy, evaluation plays a significant role as it is
considered as an opportunity for management and leaders to satisfy the need of the employees
for achieving their goals. Moreover, it is the base of another part of the talent management
strategy that is succession planning.
Evaluation stage of talent management shows where the company is and where it wants to be in
order to provide the appropriate roadmap for the same. Evaluation helps in achieving the long-

term goals of the company effectively, in lieu of this it also determines the strength and
weakness of the employees. It enables organizations to update the talent management system on
a continuous basis while facilitating in accomplishing long-term goals of the organization in a
more effective manner (Davis and et al., 2016). In this stage, it will be easy to determine the
improvement area and how the technology, tools, systems and process can be incorporated in
order to fulfil the gap in improvement.
CONCLUSION
By considering the above analysis it can be concluded that talent management program is the
best estimator of the human capital needs of the organization, it provides key insights about the
present and future HR needs and business strategies of the organization. Further, by executing
talent management, an organization can achieve its long-term goals with the help of exceptional
talents.

REFERENCES
Al Ariss, A., Cascio, W.F. and Paauwe, J., 2014. Talent management: Current theories and future
research directions. Journal of World Business, 49(2), pp.173-179.
Boselie, P. and Thunnissen, M., 2017. Talent management in the public sector. In The Oxford
Handbook of Talent Management.
Cappelli, P. and Keller, J.R., 2014. Talent management: Conceptual approaches and practical
challenges. Annu. Rev. Organ. Psychol. Organ. Behav., 1(1), pp.305-331.
Cascio, W., 2018. Managing human resources. McGraw-Hill Education.
Collings, D.G., Scullion, H. and Vaiman, V., 2015. Talent management: Progress and prospects.
Davis, T., Cutt, M., Flynn, N. and Mowl, P., 2016. Talent assessment: A new strategy for talent
management. Routledge.
Deery, M. and Jago, L., 2015. Revisiting talent management, work-life balance and retention
strategies. International Journal of Contemporary Hospitality Management, 27(3), pp.453-472.
Sparrow, P.R. and Makram, H., 2015. What is the value of talent management? Building value-
driven processes within a talent management architecture. Human resource management
review, 25(3), pp.249-263.
Todeschini, B., Rodrigues, C., Anzanello, M. and Tortorella, G., 2016. Clustering tool usage to
align a company strategy to its talent management needs. European Journal of Applied Business
and Management, 2(2).