Talent Management Strategy: Literature Review and Implementation
Added on -2019-09-20
This paper discusses the literature review on talent management strategy and its application in practice. It defines talent management and its importance in achieving organizational goals. It also explains the six drivers of talent management. The paper provides a talent management strategy for an organization with no human resource function.
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Talent Management Strategy
IntroductionIn this present paper, we will discuss the literature review on talent management strategy then theliterature review is applied in order to identify the gap between the literature and practice. The paper also discusses the talent management strategy and its implementation on organization having a hundred employees. On the basis of it, the conclusion has been made.The talent management is defined as the anticipation of human resource required in an organization and the planning in order to meet the organizational needs and objectives. It is mainly the science of applying the strategic planning of human resource in order to improve the business value which enables to achieve the organizational goals and objectives within the particular time period (Armstrong et al., 2014). Literature reviewAccording to the many researchers, there are various definitions of the term talent in the various perspectives. The definitions are selected on the basis of strategy selected by the company according to the nature of the organization and other elements. According to the Tansely et al., 2011 there is no universal definition of the term talent. The talent is based on the language whichis used ion the organization. There are various organizations who don't manage their talent, and they also don't know how to what the talent actually meant and acts as a tool for the success of anorganization for example Morton et al., 2014 states that the talent are the individuals h helps to achieve the organizational goals and objectives through major changes in the function of the organization. The Goffee et al., 2007 supports the definition of Morton which states that the employees are talents who are having skills, knowledge and capabilities to add value to the
organisation through utilizing the existing resources in an efficient and effective manner (Thunnissen et al., 2013). The Pruis et al., 2011 explains that the talent is something intrinsic andbloster itself because it does not require appreciation from others. The various factors influence the talent such as nature of the organization, industry type, implications of the talent at the group level. The talent is defined as the inspired flair of chefs at the Gorden Ramsay holdings. According to the Mukinsey et al., 2004 it is defined as the brightest and best and according to theReady and Coger et al., 2007 it is defined as the group of employees who has average knowledgeand ready to promote at the higher level because they add value to the organization (Dries et al., 2013). According to the CIPD, talent people are defined as the individuals who are having capabilities in order to make the great difference in the organization through inner potentials of the talented employees it enables to achieve the vision of the company (Al Ariss et al., 2014). The talent represents best people in the organization which enable to achieve the strategic objectives of the organization within the particular time period.According to the Stephenson et al., 2008 the talent management requires right people for the right job with the right skill is with the level of motivation in order to manage the talent in an efficient and effective manner. The Lewis and Heckman et al., 2006 states that the talent management requires the involvement of human resource management process within an exact emphasis on the development, attraction and retention of talent within the organization. The CIPD et al., 2009 states that the talent management as the development, attraction, deployment, development and retention of employees who are having high potential in order to add value to the organization. The lles et al., 2010 the talent management and human resource management present the dissimilar analysis and a correlated theoretical base. There are three different points of view regarding the talent management which includes that the talent management is
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