Analysis of Talent Management Strategies at Aurecon Group: Report

This report evaluates the talent management strategies of Aurecon Group, focusing on key areas such as succession planning, managing millennials, and addressing issues like high employee turnover and lack of diversity. The analysis, based on research and an interview with a Talent Development Manager, identifies gaps in current strategies and proposes improvements. The report highlights the importance of succession planning, the role of mentoring, and the need for diversity and data analytics in talent management. It also examines factors affecting employee retention, such as job attractiveness and base pay. The findings suggest that Aurecon should enhance its succession planning practices, leverage data analytics, and focus on creating an engaging and diverse workplace to improve its overall talent management effectiveness.

Running head: TALENT MANAGEMENT STRATEGIES
The Effectiveness of Current Talent Management Strategies adopted by Aurecon Group
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Table of Contents
Task 3...............................................................................................................................................2
Task 4...............................................................................................................................................4
References........................................................................................................................................6

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Task 3
Succession planning →
The research of Hosseini, Barzoki & Isfahani (2018) say that succession planning
significantly produces the leaders of the future, thus giving the succession planning execution
team a real chance to nurture this talent. However, the implementation of succession planning
requires some real efforts from the management of a company. Aurecon, as found in this study
lacks an infrastructure to support succession planning. According to this article, Aurecon can
effectively manage succession planning by considering a few things such as long term planning
and policymaking in context to succession management as well as implementation. Management,
consultants and HRM apart from enabling the use of valuable academic research findings should
also assess the value of using these solutions.
Managing millennials →
In the research of Jyoti & Rani (2019), mentoring for new hires is a must-do thing for
modern organizations. They are less likely to find their work as a burden. They will also be not
frustrated and stressed by an ample amount of tasks they do on a daily basis. Mentoring can
essentially reduce the burnout rate of new hires. Mentoring provides psychological support to
employees. Mentoring can be effectively implemented by establishing regular discussion and
information sharing with employees. Leaders of the company should take time out of their busy
schedules to focus on mentoring and arranging necessary programs and activities to conduct
mentoring of new hires.
Lack of diversity →

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The author Saxena (2014) has identified workplace diversity as an essential of modern
organizations to achieve new strategic goals and create new milestones of achievement. Despite
its growing popularity organizations do struggle a lot in recruiting a diverse workforce and
nurturing it with full effectiveness. This article presents many solutions to promote the
facilitation of diversity in the workplace. One of these is encouraging employee participation in
the workplace. Employee participation will be better if the younger population of the employee
base feels attached to the company. The workplace attachment of younger people will increase if
there is succession planning implemented in practice.
Issue: High turnover rate
There can be many reasons for the high employee turnover rate. Job attractiveness can be
one of the reasons. The research of Olsson & Raso (2019) identifies job attractiveness is one of
the reasons for employee turnover. Employees feel committed and do not get bored when they do
a variety of tasks. Especially those who are tenured and experienced in doing repetitive tasks
should be rotated between a variety of tasks. This will keep their interest level high as well as
highly engaged to work.
According to the research of Kuvaas et al. (2016), the base has greater importance in
enhancing employee engagement and driving optimal functioning. It appears that when base pay
meets or even exceeds the market value for the job, this will enhance the feeling of competence
and the feeling of autonomy and relatedness in employees. A justified pe will increase
autonomous motivation in employees and will boost their task performance. According to the
findings of this research, employees will prefer moving to another organization if the offered pay
is better than the existing one. The tendency to shuffle between organizations increase with the
personal needs of money as well as the years spent in the industry. The basis on the findings of

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this research work, it can be concluded that firms regardless of their size and market reputation
should only focus on their base pay rather than on incentives.
Task 4
1 Key issue: Succession planning
According to the study of Shatilwe & Amukugo (2016) on succession planning, many
factors affect its implementation in organizations. Contemporary managers are very reluctant to
take effective decisions for succession planning. It is a misconception in leaders that succession
planning is not a part of their work. There can be many reasons for such perceptions in leaders
such as inadequate information available on succession planning. The article also finds that lack
of resources such as inadequate investment also affects the implementation of succession
planning. Some leaders perceive that spending on succession planning incurs excessive cost.
Aurecon should overcome its tendency for succession planning by creating greater awareness for
the same in high-level managers and supervisors. Aurecon needs to have a piece of clear
information on how the implementation phase of succession planning will run. The use of policy
documents to help HR managers and high-level managers in implementing succession planning
can do the needful.
2nd Key issue: Data analytics
In the opinion of Dubey et al. (2019), the use of data analytics can significantly increase
the information processing capacity of a company under uncertain scenarios. It was being found
in the study that Aurecon doesn't have a system to measure the effectiveness of training
programs. If they could develop a database for a training program using suitable tools such as

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excel sheets, they will have the scope to use data analytics. The use of data analytics will
increase their ability to analyze the data and assess the training outcomes effectively.

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References
Dubey, R., Gunasekaran, A., Childe, S. J., Fosso Wamba, S., Roubaud, D., & Foropon, C.
(2019). Empirical investigation of data analytics capability and organizational flexibility
as complements to supply chain resilience. International Journal of Production Research,
1-19.
Hosseini, S. H., Barzoki, A. S., & Isfahani, A. N. (2018). Analysis of the effects of succession
planning implementation on organisational performance. International Journal of
Productivity and Quality Management, 25(2), 198-211.
Jyoti, J., & Rani, A. (2019). Role of burnout and mentoring between high performance work
system and intention to leave: Moderated mediation model. Journal of Business
Research, 98, 166-176.
Kuvaas, B., Buch, R., Gagne, M., Dysvik, A., & Forest, J. (2016). Do you get what you pay for?
Sales incentives and implications for motivation and changes in turnover intention and
work effort. Motivation and Emotion, 40(5), 667-680.
Olsson, J., & Raso, D. (2019). How does the removal of repetitive tasks affect motivation?-A
study of motivation within shared service centers.
Saxena, A. (2014). Workforce diversity: A key to improve productivity. Procedia Economics
and Finance, 11(1), 76-85.
Shatilwe, J. T., & Amukugo, H. J. (2016). The factors affecting the implementation of succession
planning in the Ministry of Health and Social Services (MOHSS), Namibia. European
Journal of Pharmaceutical and Medical Research, 3(7), 97-109.