Role of Talent Management in Achieving Organizational Goals and Implications of Brexit on HR

This document discusses the role of talent management in achieving organizational goals and the implications of Brexit on HR. It explains how talent management helps in retaining talented employees and finding the right leaders for the organization. It also discusses the importance of labor market analysis and the challenges faced by HR due to Brexit. Additionally, it includes a reflective log of an HR executive who worked for a consulting company and learned about talent management, team management, and the importance of a competitive salary package.

HUMAN RESOURCE
MANAGEMENT
System04129
Microsoft
[Pick the date]

TALENT MANAGEMENT 1
Task 1
Role of talent management ensuring organisations deliver their business goals
Talent management is a type of corporate strategy used by the organisations in order to
achieve the business goals. Talent management actually helps to retain talented and the
required amount of human resources for the development of the organisation (Collings,
Scullion, and Caligiuri, 2018). Through talent management, the HR executives focus onto
retaining the high performing employees to ensure the delivery of the business goals. The
talent management assists in finding the right leaders and personnel for the organisation. The
segregation in done among the human resources based on the performance level as the
executives target the high performing employees to safeguard the interest of the customers of
organisation (Taylor, 2018). Human resource is the most valuable asset of the organisation
and in order to compete with the excellent firms corporates formulated the strategy of the
talent management to ensure the retention of the best employees of the organisation. The
strategy focuses on to collect the talent because eventually talented employees and the leaders
tend to overcome the serious issues of the organisation (De Boeck, Meyers, and Dries, 2018).
The benefits of talent management include the increased company revenue, customer
satisfaction, Market capitalization, and the employee productivity.
Talent management is arising as a progressive tool to compete in the global competitive
market. A thought process, which is derived from the out of the box for innovative and the
creative is the must requirement of the organisation in today’s era. The HR team conducts
various tests to examine the performance ability of the worker or the employee of the
organisation. The talent management actually needs to execute in a process. The process
includes the alignment of goals, support, and the control these three components of talent

TALENT MANAGEMENT 2
management lead to the achievement of the organisational goals if followed properly
(Sheehan, Grant, and Garavan, 2018).
Talent management along with the correct human resource requires the strong technological
base to execute the plans carefully. A good base of the IT strategy helps to retain the talent
along with the technology to step forward in the global competitive world (Groves, 2018). To
ensure that the talent acquired is sufficient for the organisation the company should align the
strategies and the IT effectiveness to follow with the activities of the daily business routine
through an analytical system installed in the organisation (Gap et al., 2019).
The system will ensure the whole enterprise talent management for the realisation of goals
and targets of the organisation (Peter-Hawkins, Reed, and Kingsberry, 2018). Talent
management also includes training of the employees to avoid the errors and faults and to
ensure the high performance level. Ultimately, the performance level is the key measurement
strategy to ensure the proper functioning, the alignment of the strategy with the goals of the
organisation followed by the support of the technology and the proper control over the
activities or the tasks performed in the organisation (Friday, and Sunday, 2019). The strategy
also focuses on the congruent goals of the organisation. The congruency refers to the,
individual and the organisational goals as different targets they should congruent and the
leader should strive to achieve them with the collective effort. Training and feedback are the
major tools to accomplish the best level performance out of the employees of the
organisation. As training enhances the knowledge and the skills of the employees of the
organisation and the feedback provides the areas of the improvement and the appreciation for
the tasks performed or the over-all activities conducted in the organisation. The leaders of the
organisation should lead the team in a way to make them learn from every mistake and to
develop an attitude of learning continuously without any breaks for the best results and
achievement of the targets of the organisation (Keller, 2018).

TALENT MANAGEMENT 3
Importance of the labour market analysis and the implication of the HR with the Brexit
The labour market analysis refers to the identification of the potential labour market for the
fulfilment of the vacant positions in the organisation, once the identification is done after that
the surveys are conducted to gather preferences of the workers regarding the salaries and the
pay of then organisation. After the surveys are over the identification regarding the market
trend concerning the labour requirements of the merit, pay practices etc. decisions are taken
after the negotiation for the salaries and pay practice between the employer and the employee
concerning the job position or the job vacancy (Gordon, and Overbey, 2018). The process of
labour market analysis helps to tap the best potential employees required for the job vacancy
in the organisation. The survey helps to get better knowledge about the perspectives of the
employees regarding the job and the salary offered by the employers of the company to the
employees. Amidst of this the employer also tries to analyse if the person fulfils the
requirements of the job offered or not, if not then the consideration for the same is shifted to
the other person considered to be more capable of fulfilling the responsibilities of the job.
Labour market analysis is the area in which the different employers compete for the labour
for their organisation as mentioned earlier the human resource is the biggest asset of the
company. The employers compete among themselves to get the best resource for their
organisation for the further and faster development and the growth of the organisation (Berry,
and Kato, 2018).
The implications on the HR with regard to Brexit, includes the difficulty in the transfer of the
human resource among the European country according to the requirements of the
organisations. The employees after Brexit need to sort lot of formalities for the transfer
travelling purpose to the other countries for the fulfilment of the work environment. Earlier in
the absence of the Brexit the human resource could be transferred without issue of the
formalities while working in the European countries. After the implication of Brexit in July

TALENT MANAGEMENT 4
2016, it led to several issues faced by the different organisation in getting the best potential
human resource for the organisation (Mckeever, 2018).
. The Brexit has created certain positive affects but on the other hand the organisations
struggle for the best human resource for their company as the in the absence of the Brexit.
The companies use to get the best human resource but its implication the costs of training and
development has certainly increased. The employers have to train the employees first
properly as they are now, not left with much of the choices among the provided location after
the Brexit enforcement in the European Union. The Brexit implication has limited benefits
for the European Union the decision is ore only n the favour of the UK not the complete
European union of the continent. Other countries do suffer because of the same as the rising
costs of training and development ads up to the decreased profits. The human capital derived
from the limited choices serves low productivity in the organisation as the required talent or
skills are not achieved by the employers of the organisation. The employees struggle to travel
across the continent as many formalities are to be fulfilled before stepping head towards the
same. The working of the organisation are also affected as a part of it for a limited time
period which is expected to recover with passage of time along with the developments in the
required or the expected fields (Nunez-Ferrer, and Rinaldi, 2016).

TALENT MANAGEMENT 5
Task-2
Reflective Log-
I worked for the Hunter Adams, which is HR consulting company. I worked there for 6
months as the HR executive to manage the functions regarding the human resource
management. Various companies hired for the purpose, of the providing the best human
resource for the vacant job position in the organisation. I learned how to manage various
tasks at a time and the ways in which the human resources are segregated depending upon the
requirements set by the organisations in order to achieve the goals and targets of the
organisations. The exercise provided my company to perform was to evaluate the strengths
and weaknesses of your team members. The team members of all the teams did not worked
for the team benefit but consequently they focused more on the individual interests and the
benefits. All the team members were given this activity to reboot the team spirit of the
members of the team for enhancement of the teams. They activity did not prove to be
productive as the members did not work for the ultimate goal or purpose of the activity.
The company taught me how utilise the available resources in the best way to avoid wastage
and promote the better functioning of the organisation. The working environment of the
organisation affects the productivity of the workers of the organisations at large extent as it
affects the mental ability of the employee to work properly in the organisation. They taught
me the talent management in order to serve the organisation we were hired for, and to provide
them the best results. The tests were conducted to examine the capabilities and the talents of
the candidates. The results of tests conducted were, checked and marked fairly according to
the level of the candidates. The team spirit in the working of the organisation was lacking
because of the improper understanding among my colleagues of the Hunter Adams. I tried to
work in teams and with collaboration of all the employees but other employees refuse to

TALENT MANAGEMENT 6
collaborate and work in the teams as all were concerned about their individual performance
without considering the over-all organisational goal. My colleagues were very hard working
but they eventually they lack the team spirit. The leaders of the organisation were supportive
as they stood by every issue faced by their team or the employees of the organisation. All the
leaders of the Hunter Adams tried to focus on generating the team spirit among the
employees of the organisation.
The salary and pay benefits of the organisation were not competitive enough, which led many
employees step out of the organisation as our competitors provide much better and
competitive salary package. Many of my colleagues shifted to the other organisations. I
learned that employees should be paid according to the capabilities they possess nobody
should be underpaid according to their capabilities. The employers were good in terms of the
support with the requirements of the leave wanted by the workers of the company. The tasks
of the organisation were distributed according to the areas of the specialisation of the
organisation. The distribution of members in teams should be effective as in my organisation
the employees focused more on the individual development rather than promoting the over-
all development of the organisation. The control component of the talent management lacked
in the organisation that I worked for, control on the team management was main concern as
due to which many of the tasks were falling into the category of the failure because of the
improper team management by the leaders (Meyers, Paauwe, and Dries, 2019). My
colleagues needed to concentrate on the organisational development to promote the growth of
the organisation. My employees working with me in the organisation were very punctual of
their timeline or the deadline the tasks provided to them were submitted within the deadline
of the time provided to them for working on that particular task. As per requirements the
Hunter Adams the employees of the organisation were hired according to the capabilities.

TALENT MANAGEMENT 7
The complete process of the Talent management was executed properly by organisation. The
only thing that did not go well was the team management and motivating the workers to work
in teams and collaboration of the efforts of the organisation. The sanitation requirements were
up to the mark providing the workers to work better and focus for the optimum utilisation of
human resources in the organisation. The total experience assisted in the understanding of the
talent management in the organisation, and what the requirements of the working system of
any organisation. some common concepts including team management, conflict management,
health and sanitation, training and development are some of the common concerned issues of
every organisation as the employees as well require a certain working environment to focus
on to provide the best results for the organisation. The salary package of the employees
provided in my organisation was not competitive enough which led the employees to take the
decision to leave the organisation. The employees of the organisation must be provided with
the competitive salary in order to conserve and retain the most valuable asset of the
organisation and the development of the company (Al-Daihani, Nandi, and Raza, 2019). The
ultimate goal of the either of the party i.e., the employee and the employer focus on to
increase the profits at their individual level in the organisation for the best results and the
growth of the company.

TALENT MANAGEMENT 8
References
Al-Daihani, E., Nandi, A.K. and Raza, S.M. (2019) March. Succession Planning; A Way
Forward in Achieving Organizational Strategies. In SPE Middle East Oil and Gas Show and
Conference. Society of Petroleum Engineers.
Berry, D. and Kato, T. eds (2018) Employee Ownership and Employee Involvement at Work:
Case Studies. Bingley: Emerald Publishing Limited.
Collings, D.G., Scullion, H. and Caligiuri, P.M. (2018) Global talent management.
Abingdon: Routledge.
De Boeck, G., Meyers, M.C. and Dries, N. (2018) Employee reactions to talent management:
Assumptions versus evidence. Journal of Organizational Behavior, 39(2), pp.199-213.
Friday, E.O. and Sunday, M. (2019) Talent Management and Workers’
Commitment. SEISENSE Journal of Management, 2(3), pp.1-15.
Gap, P., Harassment, S., Gender, R., Bias, U., Blog, C., Center, B. and Catalyst, A. (2019)
Talent management. Washington: Catalyst.
Glaister, A.J., Karacay, G., Demirbag, M. and Tatoglu, E. (2018) HRM and performance—
The role of talent management as a transmission mechanism in an emerging market
context. Human Resource Management Journal, 28(1), pp.148-166.
Gordon, P.A. and Overbey, J.A. eds. (2018) Succession Planning: Promoting Organizational
Sustainability. New York: Springer.

TALENT MANAGEMENT 9
Groves, K.S. (2018) July. Succession management capabilities: planning for the inevitable
transition of executive talent. In Academy of Management Proceedings (2018) Vol. No. 1, p.
15773). Briarcliff Manor, NY 10510: Academy of Management.
Keller, J. (2018) Succession Planning Management. In Succession Planning (pp. 41-48).
Palgrave Macmillan, Cham.
Meyers, M.C., van Woerkom, M., Paauwe, J. and Dries, N. (2019) HR managers’ talent
philosophies: prevalence and relationships with perceived talent management practices. The
International Journal of Human Resource Management, pp.1-27.
Peters-Hawkins, A.L., Reed, L.C. and Kingsberry, F. (2018) Dynamic leadership succession:
Strengthening urban principal succession planning. Urban Education, 53(1), pp.26-54.
Sheehan, M., Grant, K. and Garavan, T. (2018) Strategic talent management. Worldwide
Hospitality and Tourism Themes, 11(1).
Taylor, S. (2018) Resourcing and talent management. London: Kogan Page Publishers.
McKeever, S. (2016) Brexit: an uncertain journey. Evidence-based nursing, 19(4), pp.97-98.
Nunez-Ferrer, J. and Rinaldi, D. (2016) The Impact of Brexit on the EU Budget: A non-
catastrophic event. CEPS Policy Brief, (347).