Talent Management Plan: Strategies for Bupa Corporation Success

This report outlines a talent management plan for Bupa Corporation, addressing the problem of data breaches and internal threats resulting from external partnerships and employee actions. It identifies challenges such as competition, business links, and insider attacks, and proposes a response plan that includes security training, data sharing policies, and employee empowerment initiatives. The plan emphasizes the importance of privacy, confidentiality, and accessibility (CIA), and suggests techniques like data encryption, strong authentication, and audit trails. Furthermore, it recommends promoting talents through talent shows, cultural weeks, and career-based motivations, aligning employee development with organizational goals. The plan aims to establish a secure foundation for continuous improvement of talents through training, workshops, and seminars, fostering a culture of privacy and confidentiality within Bupa Corporation. The document concludes with a timeline for implementation and a list of references.

TALENT MANAGEMENT PLAN
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TALENT MANAGEMENT PLAN
Introduction
Bupa Corporation has legal and ethical roles in protecting the privacy and security of the
company as well as patient data and information. The company has an obligation for protecting
innovations, inventions, and creativity resulting from employees’ talents. Secrets in handling
healthcare records such as paper-based or electronic information are among discoveries that
deserve security (Andrew, & Mansour, 2014, p. 111). Among the best practices applied in
protecting unique talents include defining talent management plan to secure company tactics,
strategies, and competitive measures remain confidential information. Modern threats affecting
industries, profit and non-profit organizations, public and private sectors, and health institutions
include leakage of data and information (Abusch-Magder et al., 2017, p. 87). Talent management
plan is essential for effective minimization of risks such as data leakage and information loss.
Defining a plan for controlling and managing talent guarantee mitigation of exposing privacy
and talents that lead to the success of the company it prevents issues such as loss of patent rights,
and trademarks.
Problem Statement
As a result of establishing a link with external partners, the company has a high risk of
encountering data breach. Their data and information can be stolen through an unauthorized
leaking, release, or access to sensitive data and information. Connecting to external link can lead
to data and information breach by leaking vital data to the public without an intended plan.
Confidential formula and methods used for competitive advantage can go into the hands of
intruders through unacceptable means such as malicious attacks. Employees can also share
company methods, procedures, and processes leading to loss of copyright. The originality of

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organizations can get lost through intruder penetration in shared or linked databases.
Brainwashing is another significant problem facing Bupa. Trained, skilled, and experienced
workers with excellent talents can leak their knowledge leading to direct exposure of tricks
applied to the production of goods and services.
Anticipated Challenges
Competition
Levels of competition are another significant challenge. Factors that enable companies to
retain the best sales, marginal profits, highest market share and return clients is due to special
talents among sales and marketing personnel. Through linking company utilities is as well as
exposing talents. The procedures and analysis process can easily leak through electronic
documents, compact disks, displaced repository devices as well as losing mobile devices (xson,
2013. p. 65). Company with issues such as missing laptops, mobile phones, portable hard drives
and some medical assets can highly lead to manipulation of talents. The company is encountering
problems such as reverse engineering can easily be applied to manipulate employees’ talents.
The technique can be extracted from linked databases to define major production strategies. Un
unauthorized users have the potential of using modern techniques such as social engineering to
acquire sensitive data and information that may help them dominate the market.
Establishment of Business Links
Establishing links with third parties has adverse effects such as unauthorized access to
professional information especially personal details. Leaked data and information is expensive in
the hands of criminals because they may get involved in fraudulent purchases. Access to
company links can expose essential credentials involving budgets, financial statements, and
accounting information that may be used to obtain loans and establish lines of credit (Sears,

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2013, p. 99). The organization is at risk of losing creative plans thus making the company’s
differentiation strategies get copied by competitors. By sharing vital links, the company is
exposing electronic documents that may get applied to obtain false identification.
Dangers associated with extending the links include exposure to malicious hackers in a
business environment who seek essential resources such as employees social security numbers
(SSNs) (Schouten, Callahan, & Bryant, 2014, p. 13). The problem can lead to loss of privacy and
confidentiality such as modifying their electronic permanent resident card (green card), altering
personal serial numbers, and employees’ naturalization document control numbers among other
credential information. The intruders can use the document to access sensitive secrets, vital
discoveries, long-term and short-term plan as and use them for personal; benefits are selling to
competitors leading to falling off the company.
Insider Attacks
Threats such as Insider attacks (threats coming from inside the organization) are also
common. Insider threats involve employees who may share information accidentally,
unknowingly, or through maliciously mishandling of data and information. Bupa Corporation
employees are susceptible to exposing, sharing, disseminating or losing sensitive data through
social engineering. Employee negligence is another most vulnerable ways of making systems
easily attacked (Schouten, Callahan, & Bryant, 2014, p 45). Some employees leave their
password list in a publicly accessible location. IT technical staff is also involved in mis-
configuring of security services or devices. Such creativity and talents in settings and
configuration can expose Bupa Corporation to dangers of insecurity.
Response Plan

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Bupa Corporation should ensure that their linked sites adhere to secure principles of
privacy, confidentiality, and accessibility. They should enforce security training once per month
to update employees, contractors, patients, hospital officials, and other staffs (O'Brien, Selod, &
Lamb, 2017, p. 2014). The company should initiate data and information security awareness
campaigns to ensure that everyone is aware of the possible risks of exposing sensitive
information to unauthorized parties. To curb brainwashing the steps involved in ensuring
complete security on individual creativity include assurance policies on direct benefit to the
innovator (Hunt, 2014). The company will offer support by registering personal talents through
collaborative development act of workers.
Continuous compensations on achievements and benefits accrued with the talents shall be
applied to empower workers. The company is liable for protecting copying or pirating
employees’ talents through providing support as well as shared vision values of honest
communication, collaboration, commitment to growth and inclusion of copyrights deeds on
employees’ talents (Fowler. Kling, & Larson, 2017, p. 116). All positive and productive
invention by employees should be given patent after recognition and approval by stakeholders,
and board of governors (BOG). The tradition of keeping talents private and confidential in the
company should be understood and passed down as histories, norms, values, and culture of the
entire company.
Bupa Corporation should define data and information sharing policies. Their security
measures should guarantee employee, patients, and information confidentiality, integrity, and
availability (CIA) (Carr, & Jensen, 2015, p. 34). Some of the techniques suitable in ensuring
security include encrypting data and information while processing, transmitting and in storage
areas. System users should have specific accounts where they manage, control and track their

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operations independently. Mode of accessing company databases should incorporate strong
authentication, verification and validation credentials (Giarratano, et, al., 2015, p. 77).
Authorized users should have securely stored credentials such as cards, Personal Identification
Number (PIN), and passwords. Effective security parameters on company utilities should
implement biometric authentication procedures to eliminate hackers and intruders from accessing
account. Data and information managers should implement audit trails to track activities
performed by users such as modifying data through altering, updating, deleting, and transferring
(Career management and talent review, 2015).
As a method of promoting talents the company shall establish a talent show events,
cultural weeks and hobbies retreat to help employees discover their potentials. The company will
induce career based motivations to enable employees to develop business based talents that can
promote standards of living, develop organization as well as lead to discoveries of new ventures
in personal health.
Talent Management Plan
Bupa Corporation plan for the establishment and nurturing Talents positive and
productive relationships with stakeholders, the board of directors and Employees
Objectives Time Line
Organize and attend the introduction meeting with staff members
on talents development and discussions
September 22, 2018
Training, workshops and counseling employees on talent
development, creativity, innovation and invention
October 23, 2018
Establish communication links and officially launch it to staff
members such as e-mails, Whatsapp groups, and website and other
October 24, 2018

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group accounts
Host talent shows, hobbies and cultural weeks for Staff December 02, 2018
Identifying strengths and opportunities for growth and development
Organize approval and rewards on daily planning with certified
members to coordinate a continuous talent development as well as
initiating walkthroughs, weekly reviews, and feedbacks
Once per
annum
Keep and maintain a training session for staff One week seminar
Keep and maintain a counseling session for educative workshops
and seminars for recognized talents
One week seminar
Schedule events, such as sports, ceremonies such as prize giving
day, and graduations where necessary
Once per year
Collaborative development and communication includes the use of a clear vision for
continuous improvement of talent growth and achievements
Meet with the human resource department as well as other
department heads for positioning, promotion and recognition
awards
When need arises
Organizing for financial support, investors, and sponsors for
talented employees
In the entire year
Reasons for Establishing the Plan
The reasons for establishing Bupa Talent management plan policies are guaranteeing a
strong foundation in establishing secure continuous improvements of talents through training,
workshops, and seminars for effective growth and development of employees (Rothwell, 2016,

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p. 103). The company will promote privacy and confidentiality in business operations and remain
competitive in the market. The strategy will facilitate benchmarking culture as well as creating
opportunities for identifying strengths and opportunities for improving the health of individuals
and company at large. Talent Management Plan purposes for creating an opportunity for dealing
with challenges affecting Bupa Corporation. The company will establish a culture of maintaining
privacy and confidentiality on developed and nurtured talents.

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References
Abusch-Magder, D., Bosch, P., Klein, T. E., Polakos, P. A., Samuel, L. G., & Viswanathan, H.
(2017). 911-NOW: A network on wheels for emergency response and disaster recovery
operations. Bell Labs Technical Journal, 11,(4), pp. 113-133.
Andrew, S. & Mansour, M. (2014) “Safeguarding in Medication Administration: Understanding
Pre-Registration Nursing Students' Survey Response to Patient Safety and Peer Reporting
Issues,” Journal of Nursing Management, 22(3), pp. 311–321. doi: 10.1111/jonm.12134.
Career management and talent review (2015). Seven Dimensions Films of Australia
Carr, J., & Jensen, J. (2015). “Explaining the pre-disaster integration of Community Emergency
Response Teams (CERTs).” Natural Hazards: Journal of the International Society for the
Prevention and Mitigation of Natural Hazards, 77(3), pp. 1551-1571.
Fowler, K., Kling, N., & Larson, M. (2017). “Organizational Preparedness for Coping With a
Major Crisis or Disaster. Business & Society, 46 (1), pp. 88-103.
Giarratano, G., Harville, E. W., Barcelona. M. V., Savage, J., & Parent, C. M. (2015). “Healthy
start: description of a safety net for perinatal support during disaster recovery.” Maternal
and Child Health Journal, 19( 4), pp. 819-27.
Hunt, S. T. (2014) Common sense talent management: using strategic human resources to
improve company performance. Australia: Bass
O'Brien, C., Selod, S., & Lamb, K. V. (2009). “A national initiative to train long-term care staff
for disaster response and recovery.” Journal of Public Health Management and Practice:
Jphmp, 15(2), pp. 20-4.

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Rothwell, W. J. (2016) Effective succession planning: ensuring leadership continuity and
building talent from within. Fifth edition. ed. New York: American Management
Association.
Schouten, R., Callahan, M., & Bryant, S. (2014). “Community Response to Disaster: The Role of
the Workplace.” Harvard Review of Psychiatry, 12(4), pp. 229-237.
Sears, D. (2013) Successful talent strategies: achieving superior business results through market-
focused staffing. Australia: AMACOM
xson, D. A. J. (2013) The management mythbuster. Hoboken, N.J.: Wiley