ABC Distribution: Implementing a Strategic Talent Management Process

This case study examines the implementation of a strategic talent management process at ABC Distribution, a rapidly growing distribution company facing challenges in succession planning and internationalization. It explores the meaning of talent for the executive managers, addresses high staff rotation rates, and identifies tools to attract the right candidates. The study highlights the importance of technological resources and the impact of organizational culture on talent management strategies. It also emphasizes the need for a strategic vision aligned with the company's goals, including internationalization and the development of internal resources to provide ample growth opportunities for employees. The analysis suggests improving employee engagement, understanding organizational requirements, and implementing employee motivation programs to enhance talent retention and overall performance. Desklib provides access to similar case studies and study resources for students.

Running head: TALENT MANAGEMENT
Talent Management
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Table of Contents
Vision of talent to the executives and managers........................................................................2
Reasons for high staff rotation...................................................................................................3
Tools to attract the right candidates...........................................................................................3
Importance of technological resources for a company..............................................................4
Culture and organizational structure on implementation of talent management strategy..........4
Strategic vision of the company.................................................................................................5
References..................................................................................................................................7

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Vision of talent to the executives and managers
The vision of talent for a company or a business organization is the amount of
expertise or skills required within the workforce of the organization. The vision of the ABC
distribution is to build a task force who are able to deal with the organizational challenges or
difficulties as well as ensure that the productivity is high. The organizational vision puts
much importance upon talented human resources. These are further dependent upon a
number of aspects such as hiring of the right candidates along with provision of sufficient
training to the right candidates. As mentioned by Gallardo-Gallardo et al. (2016), the talent
and the quality of the talent has been referred to as key success factors within an organization.
In this respect, the ABC distribution focuses upon transforming talent to achieve its
vision and objectives. Some of the steps undertaken by it to achieve high productivity have
been further discussed. For example, a better vision for the talent could be achieved by
ensuring that the responsibilities are levied upon the employee possessing the right degree
and qualifications. Everyone should perform work which is core to fulfilling the value of
their position (Festing and Schäfer 2014). This helps in the development of a liking for one’s
work and for the organization, which can help in absorbing more skilled employees as well as
retain them. Additionally, adopting a flatter organizational structure would give sufficient
freedom to the employees of the organization to share their view or ideas. As mentioned by
Beamond et al. (2016), a collaborative thinking effort can help in expanding the vision and
professional expertise of the organization.
The middle management lack the definition of vision as the executive of the
organization. On the contrary, they follow a traditional hierarchical model where the middle
managers simply report to the senior managers as per their line of duties and responsibilities.
In order to, define more strategic vision of the talent sufficient level of employee engagement

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is required. Additionally, helping the middle management understand the organizational
requirements better can help in the development of the strategic vision (Cascio and Boudreau
2016).
Reasons for high staff rotation
There is myriad number of reasons for employees leaving an organization. Some of
these are lack of sufficient growth opportunities, less pay, excessive work load, lack of
relaxation periods. Additionally, lack of sufficient support and motivation from the
management can be another factor, which could trigger high employment turnover rates.
The high rotation rates would negatively impact the implementation of talent
management process in the company. As suggested by Deery and Jago (2015), the high
employee turnover rates would mean that much of the skilled workforce of the organization
would be lost. Hence, the drain of talent could lead to the loss of productivity.
In this respect, some effective steps and measures could be undertaken in order to
prevent the high rotation rates it the ABC distribution. Some of these are provision of
effective training to the employees, which could lead to enrichment of the skills sets of the
workforce. The ABC distribution also needs to implement employee motivation programs,
which would help motivating the employees though provision of salary appraisals,
performance bonus, paid training programs. As mentioned by Albrecht et al. (2015), an aptly
engaged workforce has less propensities for leaving an organization.
Tools to attract the right candidates
The HR tools for attracting the right candidates possessing the right qualification
could be diversified based upon the type of media used. Some of these are -print media,
social media channels, job posting sites which hosts a number of curriculum vitae matching

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the post and the requirements of the post. The ABC distribution aims at following an
employee referral scheme under which the current employees are asked to forward their
plausible contacts possessing the right degree and qualification for the fulfilling the vacant
positions within the organization. As mentioned by Gallardo-Gallardo et al. (2017), the
employee referral scheme helps in attracting the passive job seekers. Additionally, the
realistic information provided to the employees ensures that good fit analysis is already made
by the employees.
Importance of technological resources for a company
A business organization is hugely dependent upon the technical resources for the
expansion of its business. In the current decade there has been an uprise in the number of
virtual companies. As suggested by Sparrow et al. (2015), the virtual companies are set up
based upon the two-way audio video mode of communication. It helps the different
geographical segments of an organization to connect with each other more effectively. As
suggested Collings (2014), the exchange of valuable information and expertise would help
the organization in enhancing its skill sets as well as the provide the organization with a
competitive advantage over others.
Therefore, the executive directors and managers of the ABC distribution should focus
more upon strengthening the technological resource base. For example, use of social media
channels for promotion of products and services of the ABC distribution can help in reaching
out to more number of target customer base (Albrecht et al. 2015). The feedback from the
customers can also help in attracting new talent bases for the company.

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Culture and organizational structure on implementation of talent management strategy
The view of talent varies widely in small and medium sized enterprises. As mentioned
by Al Ariss et al. (2014), inclusive approach to talent management is required for small and
medium size firms (SME) compared to an exclusive approach adopted for large scale
organizations. Additionally, talent management in SMEs should be linked to strategic
requirements of the firm (Sparrow et al. 2015). Though, ABC distribution is aiming for an
international stature it still holds on to the egalitarian talent management approaches. It
lacked any cultural, occupational and organizational cohesion. The ABC distribution
followed the theoretical aspects of an SME, where it failed to provide sufficient professional
mobility to its employees. Therefore, in this respect the matter needs to be discussed with the
CEO and executive directors of the organization. In this respect, organizing meetings with the
executive management where they could be given sufficient presentation upon the effects of
an SME culture on the implementation of talent management strategy within an organization
could be helpful.
The management need to focus upon the data sheets where figures and stats
presenting the exact gap between the numbers of employees absorbed and the employees who
have left the organization. The high rate of employee turnover could often be related to the
lack of flexibility in the organization. As commented by Alias et al. (2014), revision of the
organizational culture and policies have often been associated with positive talent
management approaches.
Strategic vision of the company
The ABC distribution has laid sufficient amount of information on
internationalization. As commented by Al Ariss et al. (2014), the internationalization can
give the company a global approach. The international aspect undertaken over here will help

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the ABC distribution strengthen its internal resources. Therefore, the development of strong
internal resources can give the employees of the organizations ample growth opportunities.
Additionally, the exposure to an international market can also help in the development of the
talent database further.
The strategic vision of the company can be established with the help of an effective
talent management. The talent management has a number of pre-requisites. One of them is
implementing a strategic approach. The strategic approach takes several factors into
consideration such as economic expansion, corporate governance policies for planning of the
long term growth objectives of the company (Sparrow et al. 2015).
The ABC distribution needs to inject talent into strategic planning for optimizing the
overall performance. This helps in the long term alignment with the strategic vision of the
company. Additionally, implementation of effective training programs in collaboration with
the local B-schools can help in meeting with the self objectives of the employees. It would
help in effective talent management along with enhancing the retention policies of the
organization.

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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.
Albrecht, S.L., Bakker, A.B., Gruman, J.A., Macey, W.H. and Saks, A.M., 2015. Employee
engagement, human resource management practices and competitive advantage: An
integrated approach. Journal of Organizational Effectiveness: People and Performance, 2(1),
pp.7-35.
Alias, N.E., Noor, N. and Hassan, R., 2014. Examining the mediating effect of employee
engagement on the relationship between talent management practices and employee retention
in the Information and Technology (IT) organizations in Malaysia. Journal of Human
Resources Management and Labor Studies, 2(2), pp.227-242.
Beamond, M.T., Farndale, E. and Härtel, C.E., 2016. MNE translation of corporate talent
management strategies to subsidiaries in emerging economies. Journal of World
Business, 51(4), pp.499-510.
Cascio, W.F. and Boudreau, J.W., 2016. The search for global competence: From
international HR to talent management. Journal of World Business, 51(1), pp.103-114.
Collings, D.G., 2014. Toward mature talent management: Beyond shareholder value. Human
Resource Development Quarterly, 25(3), pp.301-319.
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.

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Festing, M. and 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), pp.262-271.
Gallardo-Gallardo, E., Thunnissen, M. and Scullion, H., 2017. Special issue of International
Journal of Human Resource Management. A contextualized approach to Talent Management:
Advancing the field, pp.145-159.
Sparrow, P., Hird, M. and Cooper, C.L., 2015. Strategic Talent Management. In Do We Need
HR? (pp. 177-212). Palgrave Macmillan, London.