Optimizing Organizational Performance Through Appropriate Employee Management Straategies Research Paper

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Sustainable Talent Management in an Organization

Performance Management Process in Measuring Employee Talent

Employee engagement and retention occur as an essential performance management process used to measure employee talent. The technique engages the energy and commitment utilized by employees in the working environment. Methods used to achieve this include the initiation of focus groups and surveys targeting identification of factors that motivate. It also acts as a vital indicator of employee dedication and involvement in the organization. Engaged employees contribute towards the realization of organizational goals and objectives. Through this, managers can measure employee talent based on the productivity and contributions to the organizations. Attributes of loyalty and dedication emanate with the proper involvement of employees in organizational goals and objectives. Undeniably, employees that feel disengaged and disconnected with the organization may quit seeking opportunities elsewhere (Vaiman & Vance, 2010). Further, such group of employees may depict reduced productivity.

Through this performance management process, managers and employees can work on planning, monitoring, and reviewing the productivity of the employees about the objectives of the organization. In this communication process, employees can identify their strengths and areas of weaknesses. On the other hand, managers can measure the level of productivity of an employee that depicts their levels of talent. The process provides a constructive and on-going feedback on the employee performance levels. Managers can also identify the abilities and skills of each of the employees. From this, managers can assign jobs that reflect and build on the strengths of the employees.

Measuring employee talent encompasses a wholesome approach to creating a favorable work environment that employees can thrive and demonstrate their skills and abilities. Investing in training programs enables to develop on a professional and personal level. Performance problems and absenteeism decreases employee morale and productivity. With such limitations, it becomes a daunting task to measure employee talent. Employee engagement and retention enable individuals achieve their career goals. Further, managers can identify various training needs and development opportunities.

Concepts Related To the Talent Pools and the Talent Review Process

Today, the dynamic work environment necessitates organizations in actually develop their best talents. Organizations that may have ignored the essence of talent management may face a shortage of vital talent fundamental in the implementation of business strategies. Investments in time, development resources, rewards, and compensation towards necessary talents endeavor to attain the greatest impact on results.

Developing Target Strategy

Implementation of a comprehensive talent management strategy entails the selection, development, and retention of initiatives focused on realizing organizational goals and objectives. Achievement of these strategies endeavors to meet the short-term and long-term objectives of the organization. Anchoring talent strategies on overall business objectives goes a long way to building the business rationale to develop the talent pool of the organization.

Identification of Performers and Potentials

Performers refer to employees that deliver results and excel in their current roles. On the other hand, potentials refer to employees that succeed in their current role with additional abilities in to develop skills that match multiple future roles. Organizational leaders delve in the identification of outstanding performance amongst the employees. At times, it may prove difficult to identify employees with the greatest potential. The scenario creates an incomplete picture of top talent. Setting standards of talent assessment encompass the creation of organization-specific definitions of high potential and performance. During talent review processes, the definitions facilitate dialogs between leaders and the provision of insights on employees of top talents.

Providing Recognition and Feedback

It is essential for organizations to turn towards feedback and recognition in talent development initiatives. Based on limited monetary resources and tight budgets, the feedback and recognition occur as valuable assets to spur talent development. It is crucial for managers to concrete and timely feedback and recognition for their employees. Regular feedback enables employees gauge their performance and development. Employees with high potential crave feedback crucial for self-development and achieving career goals. On the other hand, the lack of feedback may depict the lack of interest in their worth in the organization. However, most managers overlook top talents with disproportionate amounts of time dedicated to poor performers.

Focus Development Planning

It is crucial for employees to have an individual development plan (IDP). Mostly, the program focuses on a future period, 12-18 months. While maintaining focus, the plan should have a maximum of three goals. In avoidance of redundancy, the development goals should complement the performance of employees. Studies support a good plan that encompasses 70% content on job tasks and assignments.

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Further, 20% should represent interactions between individuals including mentoring and coaching initiatives. The rest 10% represents readings, workshops, and courses.

Identification of Specific Opportunities for Development

Managers should discuss the particular opportunities for each employee in the organization. The activity occurs as part of the development planning process. Questions assessed in this section delve in the identification of available organizational resources. Further, they seek the best way of achieving the outlined goals. It is essential to channel a disproportionate amount of time and money on top talents in the organization. The strategy envisages ongoing employee growth and development. Examples of potential opportunities include mentoring relationships, individual coaching, networking, delegated tasks, and involvement in vital projects, amongst others.

Reviewing Compensation Strategies

Undeniably, monetary rewards send desirable messages to employees. However, compensation does not occur as the lone reason retaining talent in the organization. Creation of transparent compensation systems propels fair compensation schemes that differentiate between the average and top talent. The differentiation bases on the difference of levels of productivity between the average and high talent individuals. Based on the competitive market environment and limited available resources, it is essential that organizations differentiate themselves through talent. Implementation of rigorous talent management processes facilitates the retention and growth of the talent pool. The strategies focus on channeling monetary and non-monetary resources towards the top talent. Through these strategies, organizations can realize a competitive advantage over others.

The Appropriate Talent Management Objectives to Measure Functional Expertise

Having a talent management strategy in the organization does not guarantee success. However, the plan should encompass proper design and execution elements to match actual needs and the identified business strategies. Aligning talent strategy with business strategy drives the matching of the required quality and quantity of talent with the company goals and objectives. It is crucial to identify the current and future challenges and business contexts facing the organization in the strategy planning process. Working with line managers and senior executives facilitates the identification of critical roles and competencies across all employees. It becomes possible to devise talent strategies aimed at allocating right tasks to right employees with the essential skills to execute the set business strategy. The design of the talent management strategy should facilitate the realization of the objectives and strategies at each level.

Most management teams implicate a greater workload in the management of extended enterprise connections at the primary level without utilizing technology. The use of technology facilitates the delivery of consistent programs and messages across multiple channels and partners. It promotes productivity and problem solving by allowing contact between disparate teams and individuals. Adoption of succession management strategies across essential roles in organizations results in greater success for leaders and managers (Scott & Reynolds, 2010). The functions cut across the executive level to lower ranks. It comes crucially to enhancing continuity. For example, unexpected resignation of talented individuals creates vacancy gaps necessitating filling the vacancies with individuals without the right skills and abilities.

Factors influencing the availability of competencies and knowledge include the global economy recovery. It offered an increase in career mobility to large numbers of talented employees. Further, the aging workforce in various countries such as the United Kingdom has created the looming changes in pension schemes. A thorough succession management strategy enables organizations prepare for potential vacancies due to resignations and retirements. The basis of the plan should reflect an up-to-date date, accurate, and robust comprehension of possible vacancy positions. Based on this collected information, it becomes possible to identify possible successors in the event of vacancies.

Considering the use of social learning tools delves in measuring functional expertise. Constrained budgets necessitate organizations to maximize on all tools at their disposal. Due to the financial constraints, it becomes difficult for the organization to afford an increase in media platform presence. A general belief reveals that close to 80% of learning in organizations occurs informally whether around the water cooler or communicating at the desk. With the advent of the Internet, employees have learned in becoming part of a searchable and permanent repository of knowledge and learning (Scott & Reynolds, 2010). The vast amount of beneficial information available online has allowed instant access to various pieces of information for the employees. As a result, it allows multi-functioning as it breaks ties of geographical restrictions to ensure efficient working of the disparate teams.

Streamlining inline processes and systems enhances measurement of functional expertise. The methods include the utilization of existing budgets to reduce internal inefficiencies caused by.....

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