Talent Management at Hotwire: Strategies, Implementation & Challenges

This report provides an in-depth analysis of talent management strategies at Hotwire, examining the company's HR practices and their impact on workforce efficacy. It includes a literature review discussing the importance of talent management in modern business, various research methods used for data collection, and a primary data analysis based on questionnaires from HR professionals. The research identifies key strategies such as performance tracking and feedback, as well as challenges like high capital investment and external competition. The report concludes by highlighting the need for continuous improvement in talent management to achieve organizational goals, offering valuable insights for businesses looking to enhance their HR practices and foster a competitive advantage. Desklib offers a range of resources, including similar reports and solved assignments, to support students and professionals in their studies and research.

Unit 11- Questions

TABLE OF CONTENTS
TABLE OF CONTENTS......................................................................................................................2
INTRODUCTION.................................................................................................................................3
Aim and Objectives...........................................................................................................................3
Literature Review..............................................................................................................................3
Different types of research methods..................................................................................................5
Primary data analysis.........................................................................................................................6
Research methods which can be further used..................................................................................11
CONCLUSION...................................................................................................................................12
REFERENCES....................................................................................................................................12

INTRODUCTION
Talent management can be understood as one of the most essential aspect,
significantly evolving among companies for enhancing workforce efficacy among companies.
The research will present an in depth analysis of various aspects evolving in talent
management, bringing competent functional work growth synergies. Primary research will be
done to get detailed accurate information, data pertaining to talent management scenarios for
further productive growth in company. Hotwire has been taken as company for research in
this report, where report will discuss company HR strategies in expanding new strategies and
further bringing wider scale expertise. Organisation has lesser number of employees, where
recent new changes are coming up in HR goals at business aspects.

Aim and Objectives
 Aim- To analyse importance of talent management in positively building diversified
To determine importance of talent management in recent business environment
 To analyse strategies used for implementing talent management competitively
 To access focus on challenges in implementation of talent management
 To further recommend new improvements in talent management working scenarios
Literature Review
The aim of conducting literature review is to gain information in context of secondary
resources analysis, which further plays advanced working role for extended new scale
business competencies analysis rapidly. Literature review will enable to get work on details
where practical new latest working aspects in industry can be attained actively, and also
functionally bring on wider scale results competitively. The further research will bring on
detailed analysis, worked on for further practical working engagement aspects, where there is
wider surge evolved for obtaining optimum results.
Importance of talent management in business
As per the views of Gallardo-Gallardo, Thunnissen and Scullion (2020), importance
of talent management in recent business environment can be understood to be highly essential
as it evolves training employee with keen best skills. Talent management further opens up
scope for companies to generate longer retained workforce, higher motivated business
working culture rapidly on wider horizons. It has been identified as main aspect which
further advances business competencies productively, keeping up working expertise
technically advanced up significantly. The talent management strategies further evolves
stringent working expertise dynamically, technically shapes productive teams motivation. By
practising talent management, companies’ new vision and significant working criteria are
organised technically for attaining optimum growth horizons rapidly. HR professionals in
recent working goals aim to functionally advance up new working domains, leverage
scenarios technically and generate wider productive goals competently. Research has also
studied and presented with detailed analysis on role of talent management in shaping positive
working environment, significantly enhancing new technical expertise rapidly.
However another author Greene (2020), has critiqued and presented facts, where on
contrary it explains talent management also comes with huge complications and risk factors
for company business goals. Finance investments is evolved rapidly, and new uncertain

competitive environment has to be reassessed with significant focus on strengthened vision
competently. The author in research papers has also further presented aspects , where talent
management demands new scale business investments, higher capital structured efficacy and
generate wider leveraged working expertise. Talent management aspects also further need to
competitively be generated by building new training plans, higher advanced HR strategies
and shape leveraged rise.
Strategies of talent management
As noted by Greene, (2019), Talent management strategies evolve focus on aspects where
HR professionals invest on recruiting best talented expertise in company. Focus is rapidly
evolved on building new vision, higher competent strengthened workforce working practices,
and motivating wider scale competencies informatively. Brainstorming sessions and
interactive group meetings at company, further evolves talent management competitively and
also further adds up competitive abilities diversely. Research presents further focus that
talent management is further diversified by fuelling higher determinants, in shaping
competent vision profoundly and generating larger diversity.
However another author Fetscherin and et.al (2019), has contradicted statement,
where talent management may come as risky investment for business working goals at
company if significant strategic planning is not done. It comes with high uncertainty, larger
scale exposure and new capital priorities at cost of company long term working vision. This
also further evolves focus on fact that talent management may bring on new complications
for HR, and also may hamper productivity if new strategies are not positively growing.
Talent management is found to be dynamically highly crucial for functional growth, for
attaining new results within businesses and also to significantly attain new goals.
Challenges in implementation of talent management
As illustrated by Ekelöf and Lindberg (2020), there are challenges in implementation
of talent management, where for HR professionals and business top management it may come
as new investment strategy to build competitive teams at workforce. There is challenge of
higher wider scale capital fuelling which needs to be done rapidly, and also there is wider
business expansion on determinants where new priorities have to be evolved. Talent
management is also challenging, as small business Management Company have to further
aim towards building strategic vision for evolving new profits. There is further wider scale

competencies which need to be evolved, such as setting training targets and working on
advanced motivation goals for wider technical expertise.
However, on other hand author Ain and Khodeir (2020), has contradicted statement
by further heading focus on fact that talent management evolves wider pace for company to
generate stronger goodwill actively. Talented workforce enhances business worth advancing
up scaled goals rapidly, and further leads to capital profits also competitively. These factors
further also explain that talent management needs to be further enhanced up for strengthening
viable scope for grown up vision. Author further also worked on research, where talent
management further overall expands company working efficacy, which further enhances new
technical domains actively. HR professionals and talent management has also expanded up
new business competencies variedly where implementation of new HR strategies further
diversifies scaled up new targets.
Secondary research about talent management in context of Hotwire has explained
specific focus on varied latest aspects of HR professional’s goals for enhancing talented
workforce. Furthermore, research also has concluded that secondary data analysis has further
integrated new vision aspects rapidly on wider horizons for wider scale competent surge
goals (Harsch and Festing, 2020). Secondary research, has been found to be also crucial for
gaining in depth analysis on recent aspects where technical vision and also developed
working efficacy is there workforce.
Different types of research methods
There are various research methods, out of which questioner, interviews and
observation trials are some of the most significant procedures and methods which further
enable data analysis to be done in precise format. Evaluation of research methods are as
follows:
Questioners- This research method is easy to conduct get primary data effectively and also
specifically enhance working parameters. Questioners presents detailed analysis on
respondents answers, getting complete feedback from people and to further get functional
growth worked on for strengthened research aspects significantly.
 Advantages: Questioner research method is easy to conduct and is effective in
gaining results as anticipated from direct primary sources competently.

 Disadvantages: It may lack accuracy within information and also lack aspects where
data need to be further interpreted which also another time is taking procedure.
Interviews- This research method of gaining research data further enables us to gain
information, where interviews are easy to be conducted and also relate to further productive
work efficacy for gaining detailed analysis. It is also competent to further attain new scale
information effectively, by using interview as method for gaining primary data information.
 Advantages: Interviews enable to gain information directly from sources, hold
competent efficacy of information and also further connect towards technical vision
aspects for expanded frameworks.
 Disadvantages: There is less scope for new observational aspects to be further
evolved in report, as various working criteria cannot be accessed up.
Observational Trials: This research is one of the another highly advanced, critically
dynamic research method which further advances up working targets to be worked on
effectively for gaining varied scale information competitively (Klarsfeld and et.al., 2016).
 Advantages: Observation trials are effective in obtaining data, variedly attain
information accurately and precisely from primary sources and also further enhance
new business goals shaped up.
 Disadvantages: Time taking and often also costly research methodology to be used
up, which may further also impact research based working scenarios variedly.
For this research questioners will be conducted in report, for further gaining wider scale
results and to attain wider scale results for further attaining information on wider horizons.
Questioner, will further enable to gain primary data effectively in gaining accurate high scale
scenarios where primary data analysis will enable to gain further practical data worked on for
further expanding new domains. 30 Respondents will be taken up for questioners research,
where reliable and transparency will be focused on for attaining effective data results. Also
research method will be taken up in form of questioners for gaining wider scale working
horizons significantly and also attain new results advancing up.
Primary data analysis
The analysis of primary data will enable to gain detailed accurate specific information
from effective sources, for using in research and also further proceeding with new vision
actively.
1 HR professionals working towards implementation of talent management

PARTICULARS RESPONSE
YES 25
NO 5
Total 30
25
5
YES
NO
Interpretation
From the above pictorial representation, it can be analysed that there are HR
professionals working in company towards implementing talent management aspects actively
in business goals. Talent management working has been opted yes by 25 HR professionals,
and 5 people said no which shows positive action is being taken in business working grounds
actively. Talent management is being actively found to be one of the keen aspect adopted by
businesses within vision oriented growth scenarios widely, for further inculcating new HR
practices.
2 Strategies of talent management
Particulars Responses
Tracking and measuring performance 5
Giving feedback and reviews 10
All of the above 15
Total 30

5
10
15 Tracking and measuring
performance
Giving feedback and
reviews
All of the above
Interpretation:
The pictorial representation from data enables us to gain knowledge that major
respondents have opted all of the above as option, where tracking performance regularization
and measuring of key determinants are some of the key aspects. Company HR executives aim
to further leverage best strategies for talent management goals implementation variedly on
diverse horizons for gaining strengthened rise. This further also rapidly evolves focus that 10
respondents have opted for giving feedbacks and taking reviews as options, and tracking
performance has been selected by 5 people.
3 Challenges of talent management
Particulars Responses
 High capital investment requirements 15
 External competitive business 10
 All of the above 5
TOTAL 30

· High capital
investment
requirements
· External
competitive business · All of the above
0
2
4
6
8
10
12
14
16 15
10
5
Interpretation:
From the above analysis, it can be understood that high capital investments
requirements are the main challenges faced by company as maximum HR professionals
which are 15 have opted high capital investment requirements as challenge specifically. From
pictorial representation, it has been found that 10 managers have opted for external
competitive business environment as another aspect for challenges in new talent
management. 5 respondents have opted all of the above option, where it represents small
percentage of data.
4 Top management taking active steps for monitoring talent management
Particulars Responses
Agree 10
Highly Agree 10
Disagree 5
Highly disagree 5
Total 30

10
10
5
5
Agree
Highly Agree
Disagree
Highly disagree
Interpretation:
From the above analysis, it can be understood that 10 people have voted for both
agree and highly agree as their response options which shows that company has been
significantly moving on towards establishing productive working growth standards in
business. Disagree and highly disagree are opted by less number of people and also further
less people have opted for negative responses, which further enables to gain knowledge of
latest scenarios where company has been talking positive steps for talent management.
5 The workforce at company feel motivated with new strategies
Particulars Responses
Yes 25
No 5
Total 30

Yes No
0
5
10
15
20
25
25
5
Interpretation
The pictorial representation enables to gain knowledge that 25 people have opted for yes
as their response that workforce at company is motivated strongly for further improvising
new vision and working goals diversely. Result also shows that as number of maximum
respondents has said yes, this shows managers actively taking steps for diversified new
working culture evolvement. This shows that other only 5 people have opted for no as their
response, which is less amount of people and also functionally less amount of people. As
major people have voted for yes as their response it shows that workforce of company has
been positively growing, with strong motivation goals and dynamic strength of new ideas.
6 Competitive growth seen in company business environment with talent management
implementation
Particulars Responses
Agree 10
Highly agree 10
Disagree 5
Highly disagree 5
Total 30

10
10
5
5
Agree
Highly agree
Disagree
Highly disagree
Interpretation:
From the above analysis and pictorial representation, it can be analysed that agree and highly
agree options have been opted by major respondents which are 10 for each option. This
shows that 5 respondents have selected disagree and highly disagree as their options which
further shows that negligible people feel that talent management has not created positive
environment. This analysis also discusses focus on aspects that there is high scale focus on
strengthened new motivation and positive work culture at company (Krishnan and Scullion,
2017).
Evaluation and analysis:
From the above data analysis, it has been concluded that questioners have helped in
attaining functional work growth efficacy within implementation of talent management
goals functionally at company. There is further high scope for new business management
working goals, significantly evolving higher competencies rapidly and also further attain new
business engagement aspects. Research has presented in depth focus of varied working
horizons where company HR strategies are dynamically evolving to bring on keen engaged
working efficacy for building talented workforce. This further also signifies focus on fact that
talent management plays crucial role within recent hemispheres, for further examining wider
productivity and new vision (France, Merrilees and Miller, 2016).

Research methods which can be further used
Observational trials are one of the other most effective research methods, which can
be further used up for further detailed examination of data. By significantly proceeding on
observational trails, research will be further accurate and precisely done with functional focus
on productive detailed scenarios widely. This new research method holds scope to further
attain results rapidly from working horizons, and to strengthen up data parameters
significantly for attaining optimum grounds efficacy. Primary data will be attained from
observation trails significantly, by further leading effective analysis results shaped up keenly
and also to determine keen new functional engagement.
CONCLUSION
From the above analysed aspects in report, it can be concluded that talent
management, has been found to be highly essential aspect for bringing new range of
functional working efficacy among motivated workforce. The research above has concluded
primary as well as secondary analysis, where varied aspects in data findings have researched
scenarios where determinants are evolving positively at company. The research findings
have also concluded that data found are leveraged up technically, for attaining effective
results shaped up with high scale consistency.

REFERENCES
Books and Journals
Ain, O. M. and Khodeir, L. M., 2020. Creativity Management: An Approach For Achieving
Efficient Workplace Environment. The Academic Research Community
publication,. 4(1). pp.6-33.
Ekelöf, S. and Lindberg, N., 2020. The Strategic side of Global Talent Management:
Thematic literature review with a conceptual reasoning.
Fetscherin, M., and et.al., 2019. Latest research on brand relationships: Introduction to the
special issue. Journal of Product & Brand Management.
France, C., Merrilees, B. and Miller, D., 2016. An integrated model of customer-brand
engagement: Drivers and consequences. Journal of Brand
Management. 23(2). pp.119-136.
Gallardo-Gallardo, E., Thunnissen, M. and Scullion, H., 2020. Talent management: context
matters.
Greene, A. M., 2019. HRM, Equality and Diversity. The SAGE Handbook of Human
Resource Management. p.238.
Greene, R. J., 2020. Strategic Talent Management: Creating the Right Workforce.
Routledge.
Harsch, K. and Festing, M., 2020. Dynamic talent management capabilities and
organizational agility—A qualitative exploration. Human Resource
Management. 59(1). pp.43-61.
Klarsfeld, A. and et.al., 2016. Comparative equality and diversity: main findings and
research gaps. Cross Cultural & Strategic Management. 23(3). pp.394-412.
Krishnan, T. N. and Scullion, H., 2017. Talent management and dynamic view of talent in
small and medium enterprises. Human Resource Management Review. 27(3).
pp.431-441.

QUESTIONER
1 Are the HR professionals at---working towards implementation of talent management
within workforce?
 YES
 NO
2 What strategies of talent management are being used in company, for building dynamic workforce?
 Tracking and measuring performance
 Giving feedback and reviews
 All of the above
3 What challenges are there in effective talent management implementation goals?
 High capital investments
 External competitive business
 All of the above
4 Has the top management taking active steps for monitoring talent management among
employees?
 Agree
 Highly agree
 Disagree
 Highly disagree
5 Does the workforce at company feel motivated with new strategies ?
 Yes
 No
6 Has there been competitive growth seen in company business environment with talent management
implementation ?
 Agree
 Highly agree
 Disagree
 Highly Disagree
7 What new changes would you would you like to bring within recent company strategies ?