Talent Planning

In: People

Submitted By Bekah05
Words 1505
Pages 7
Resourcing Talent

RTO assessment

Activity 1 – People Management magazine article

Name: || Group: | 2016 Spring Level 3 HRP CIPD Member No: | | Date: | 2 May 2016 | Word count: | |

Introduction

Talent planning is a part of Human Resources processes that “ensures the organisation is able to identify and attract key people with the capability to create competitive advantage and that it actively manages an appropriate balance of resource to meet changing needs, fulfilling the short and long-term ambitions of the organisations strategy”. This article aims to explore, identity and explain factors that can affect an organisation’s approach to attracting talent, retaining a diverse workforce, recruitment, selection policies, the purpose, benefits of an effective induction for both individuals and organisations.

1. Identifies and assesses four factors (things) that affect an organisation’s approach to attracting talent:

Demand and Supply:
The demand and supply of talent in an organisation depends on the activities and nature of the business. If the activities of the business are in decline, such as the current situation in British steel manufacturing sector it will make the skills and jobs redundant. Less resources means low demand and supply of the talent within the organisation. HR needs to understand the business and relevant it is within their labour markets

Skills Shortage:
Skill shortage is the situation where “particular skills exceed the numbers of people trained in those skills”, which is an important factor affecting talent attraction. Due to current climate this is a national issue and major factor to the UK’s unemployment rate. The government and organisation are working through apprentice schemes to build skilled workforce but this could take years to achieve depending on the nature of the business.

Organisation…...

Similar Documents

Talent

...Resourcing Talent – Talent Planning in an Organisation 1. Four factors that affect an organisations approach to attracting talent are: * Expansion – A company that keeps expanding attracts a lot of new talent who want job security and promotion prospects. * Development opportunities – A company who offer learning and development opportunities will attract a lot of talent who want to learn new skills to better their career. Without training prospects a lot of talent will be lost. * Salary – A company with lower levels of salary wouldn’t attract as much talent as higher levels of pay. Workers want their hard work to reflect in their wages. * Benefits packages – A company with good benefits package also attracts talent. People want to see what the company offers to safeguard and assist their employees. 2. Three organisation benefits of attracting and retaining a diverse workforce are: * A varied array of employees means different levels of skills and knowledge, enabling each sector of an organisation to excel. * A diverse workforce means people possess different attitudes and values whether these values are derived from race, religion or even nationality. When all brought together can benefit the company when dealing with a wide range of people and even internationally. * Creativity and productivity would increase. People with different backgrounds have different ways of thinking. Enabling different views and ideas to emerge. 3....

Words: 1831 - Pages: 8

Talent Management

...ASSIGNMENT NO. 2 TALENT MANAGEMENT RESEARCH PAPER TABLE OF CONTENT I. Executive Summary…………………………………………………...............3 II. Introduction…………………………………………………………................4 III. What is the meaning and nature of talent or global talent management and succession planning in particular organizational contexts?.................................5 IV. What are the key challenges faced by organizations in their approach to talent management?.......................................................................................................7 V. What are the measures of success/critical success factors for talent management initiatives for both the management of the organization and its employees?......9 VI. Conclusion……………………………………………………………..….....13 VII. Bibliography & Reference..……………………………….…………………14 TALENT MANAGEMENT RESEARCH PAPER  By Ramy Emam                                                                                                      Page 2   I. EXECUTIVE SUMMARY What is talent management? Wide variations exist in how the term ‘talent’ is defined across differing sectors, and organizations may prefer to adopt their own interpretations rather than accepting universal or prescribed definitions. That said, it is helpful to start with a broad definition and, from our research, we have developed a working definition for both ‘talent’ and ‘talent management’:  Talent consists of those individuals who can make a difference to organizational......

Words: 4768 - Pages: 20

Talent

...MICROBASE INC. DEVELOPING TALENT STRATEGIES AND ITS EFFECT ON EMPLOYEE MORALE Statement of the Problem This study tends to find out the effect of Developing Talent Strategies to Employee Morale. Precisely, it seeks answers to the following: 1. What are the demographic profile of the respondents based on the following: * Age * Gender * Civil Status * Rank or Position * Length of service 2. What are the Talent Strategies practiced by Microbase Inc.? 3. To what extent do these following Talent Strategies affect Employee Morale? 4. Which among these Talent Strategies has the greatest influence/impact on Employee Morale? 5. What is the level of Employee Morale based on the organizational behavior during fiscal year of 2012? 6. Is there a significant relationship between Developing Talent Strategies and Employee Morale? Conceptual Framework EMPLOYEE MORALE Based on organizational behavior during the fiscal year 2012 EMPLOYEE MORALE Based on organizational behavior during the fiscal year 2012 TALENT STRATEGIES * Leadership Team Assessment * Building Change Capability * Loyalty in Organization * Delivering Strategic Communication * Behavioral Training * E-recruitment TALENT STRATEGIES * Leadership Team Assessment * Building Change Capability * Loyalty in Organization * Delivering Strategic Communication * Behavioral Training * E-recruitment INDEPENDENT ......

Words: 1002 - Pages: 5

Resourcing and Talent Planning

...Annual survey report 2010 Resourcing and talent planning Contents Summary of key findings Resourcing strategies and objectives Recruitment difficulties Graduate recruitment Attracting and selecting candidates Resourcing in turbulent times Diversity Workforce planning Labour turnover Employee retention Recruiting employees Resourcing strategies and objectives Recruitment difficulties Graduate recruitment Attracting candidates Selecting candidates Recruitment costs Resourcing in turbulent times The impact of the economic climate on resourcing Views on the employment market Implications for talent management Diversity Workforce planning Managing labour turnover Cost of labour turnover Retaining employees Looking forward Recommendations Background to the survey Demographics Labour turnover Note on statistics and figures used Further sources of information Acknowledgements Endnotes 2 2 2 2 2 3 3 3 3 3 4 4 4 7 8 10 10 14 14 16 16 22 24 26 28 28 30 31 32 32 32 33 34 35 36 Resourcing and talent planning 2010 1 Summary of key findings The 2010 Resourcing and Talent Planning survey (formerly the Recruitment, Retention and Turnover survey) contains valuable information on current and emerging trends in people resourcing practice. This annual benchmarking survey is based on 480 respondent organisations from the UK and relates to the period 1 January to 31 December 2009. The year was a challenging one for many organisations as the UK experienced its worst recession......

Words: 11689 - Pages: 47

Talent Philosophy

...Sample Talent Management Philosophy We achieve results through people. Therefore, our success hinges on our ability to effectively attract, engage, and reward talented people. Attracting Talent As a national organization, we compete for talent across sectors, organization sizes, and geographic areas. To be successful, we must attract high caliber people who can grow with us. Attracting a talented work force requires a strong employment brand. Therefore, we are committed to creating a culture of excellence which rewards performance, supports professional growth and development and values diversity. In addition, we seek to treat each person as an individual and to create a climate of openness and trust, respect and dignity. At the same time, we will balance individual needs with the needs of the whole organization. Engaging Talent As we continue to grow, the capabilities of our employees must keep pace with the challenges before us. New challenges require new competencies and approaches. Our talent engagement strategy seeks to ensure that our culture stretches our capabilities, rewards results, and provides meaningful and satisfying work. To achieve this, we will focus on competency development, performance and talent management, and succession planning. Our priority is to enable high performing employees to achieve their best and to develop high potential staff. We commit to promoting from within, when possible, and to selecting for diversity...

Words: 504 - Pages: 3

Resourcing and Talent Planning 2013

...Annual survey report 2013 in partnership with RESOURCING AND TALENT PLANNING 2013 2013 CONTENTS Foreword About us Summary of key findings Recruiting employees The number of job vacancies The use of agency workers Attracting candidates The use of social media Improving the employer brand Recruitment difficulties Selecting candidates Candidates’ integrity and behaviour Recruitment costs Employing younger workers Changes in the employment of young people Efforts to attract younger candidates Graduate recruitment Initiatives to develop skills The role of education institutions in equipping young people for work Diversity Resourcing and talent management in turbulent times The impact of the economic climate on resourcing Talent management budgets Changes in resourcing and talent practices Views on the employment market Managing labour turnover Retaining employees Looking forward Background to the survey Sample profile Calculation of labour turnover Note on abbreviations, statistics and figures used Acknowledgements 2 3 4 7 7 9 10 12 14 16 19 20 20 22 22 23 24 25 26 29 31 31 32 32 35 39 40 44 46 46 48 48 51 RESOURCING AND TALENT PLANNING 2013 1 RESOURCING AND TALENT PLANNING FOREWORD For 17 years our annual Resourcing and Talent Planning survey has provided HR professionals and their organisations with benchmarking data on recruitment costs, resourcing and talent management practice, employee turnover rates and recruitment practices. This edition includes......

Words: 18801 - Pages: 76

Factors That Affect Talent Planning

... A report to identify, discuss and assess the nature of Talent Planning in organisations 1. Introduction 2. Attracting talent 3. Diverse workforce 4. Factors that affect recruitment and selection 5. Recruitment and selection methods 6. Induction 7. Concluding statement 1. Introduction This report aims to assesses factors that affects organisations' approaches towards: attracting talent; recruitment and selection (including an investigatory approach to specific methods used); obtaining a diverse workforce; the process of induction (including a model of an effective induction plan). 2. Attracting Talent 3.1 Brand Identity “‘Brand Identity’: How a business wants a brand’s name, communication style, logo and other visual elements to be perceived by consumers.” (www.investopedia.com 07/10/14) An organisation with positive image will find it easier to attract and retain employees than the organisation with the negative image, this is due to the aspiration qualities associated with a positive image (i.e. wealth, style, charitable nature etc). A business who hasn't been well established in its market will find it more difficult to attract new employees than business who is well know, because it’s perceived to be more economically stable. 3.2 Economic Environment The economic stability and funds available to expend on recruitment will have a direct impact on the quality of recruitment processes. One way in which this affects......

Words: 894 - Pages: 4

Talent Mngmnt

...www.sciedu.ca/jms Journal of Management and Strategy Vol. 1, No. 1; December 2010 Talent Management in HR Preeti Khatri (Corresponding author) HCTM, Kaithal-Ambala Road, NH-65, Kaithal, Haryana (136027), India Tel: 099968-56761 E-mail: pkhatri2010@rediffmail.com Shikha Gupta HCTM, Kaithal-Ambala Road, NH-65, Kaithal, Haryana (136027), India Tel: 098131-81836 E-mail: shikha_gupta40@yahoo.com Kapil Gulati HCTM, Kaithal-Ambala Road, NH-65, Kaithal, Haryana (136027), India Tel: 09812-04737 E-mail: kgulati85@yahoo.com Santosh Chauhan GIMT, 7 kms. From Pipli, Kurukshetra-Ambala Road, Kurukshetra, Haryana (136118), India Tel: 094165-70322 Received: August 13, 2010 Abstract Managing talent in a global organization is more complex and demanding than it is in a national business—and few major worldwide corporations have risen to the challenge. The current business and economic environment is exposing a host of weaknesses in the talent management practices of many organizations, as well as the lack of a comprehensive understanding of skills, capabilities, key workforces and top talent. Talent strategy is, in fact, as important as any other part of an organization’s overall strategy, regardless of the business conditions. Unfortunately, the harsh glare of the downturn has exposed the fact that the talent planning and management capabilities of many organizations are not equal to the challenges that lie ahead. Smart companies will also keep an eye out for skilled workers who......

Words: 4390 - Pages: 18

Managing Talent

...Case Study #1 Managing Talent Can Yahoo Still Attract Tech Workers? Human Resource Management October 20th, 2014 Can Yahoo Still Attract Tech Workers? Part 1: Overview of the case In this case, Yahoo’s employees tend to find another job in other technology companies. Thus, lacking employees is the severe challenge to Yahoo now. Yahoo has 14,000 employees are well paid, but its employees do not have their passion when they work for Yahoo, even a vice president and chief trust officer also left the company to work for another company. In order to solve this problem, recruiting is an important plan to keep Yahoo running. Yahoo must focus on the process of human resources planning. This planning also requires the following steps: forecasting, goal setting and strategic planning; and program implementing and evaluating the human resource plan. Forecasting is a first step of the process. It helps the company to determine the supply of and demand for various types of human resources. Based on that, we can predict areas within the company where there will be labor shortages or surpluses. Goal setting and strategic planning purpose to focus on the problem and provide a basis for measuring a company’s success in addressing labor shortages and surpluses. This step shows us the job category and skill area of employees. The final step is implementing and evaluating the plan. The plan will not succeed if a firm doesn’t implement it, and then a firm will evaluate what if the......

Words: 1201 - Pages: 5

Talent

...RETAINING HIGH-POTENTIALS TO DRIVE COMPETITIVE ADVANTAGE FROM INDIVIDUAL PERSPECTIVE 1. INTRODUCCIÓN 2. TALENT RETENTION Las organizaciones, a lo largo de todo el mundo, comparten como una de sus máximas prioridades conseguir la retención de los empleados más talentosos, “el talento”, por ser esta variable, una de las claves para conseguir alcanzar una ventaja competitiva organizacional en el mercado. Así, viene reflejado en el reciente estudio de Global Human Capital Trends de Bersin, 2014, dónde en una encuesta realizada a 2532 líderes organizacionales de 94 países diferentes, la retención de los empleados era la prioridad número 2, dentro de la gestión del talento. Junto con lo anterior, hay que tener en consideración que justamente los empleados con mayor talento son los más complejos de retener así (Abbasi and Hollman, 2000, pag.333) aluden a que son “the smartest and most talented employees [who] are the most mobile and the ones who are disproportionately more likely to leave” Teniendo en consideración la importancia de la retención de los altos potenciales, y los esfuerzos que deben hacer las organizaciones en su retención, debemos considerar que ya algunos estudios, apuntaban a que la relación empresa-empleado está experimentado cambios muy relevantes que tienen implicaciones para la atracción, retención y motivación de los empleados con más talento (Horwitz et al., 2003; Roehling et al., 2000; Turnley and Feldman, 2000). El incremento de la......

Words: 3819 - Pages: 16

Talent Management

...echnical specialists in a technical career EMELIE BAEDECKE YLLNER ALEXANDRA BRUNILA Master of Science Thesis Stockholm, Sweden 2013 i Talent management – Retaining and managing technical specialists in a technical career Emelie Baedecke Yllner Alexandra Brunila Master of Science Thesis ME200X 2013:31 KTH Industrial Engineering and Management Industrial Management SE-100 44 STOCKHOLM ii iii Master of Science Thesis INDEK 2013:31 Talent management – Retaining and managing technical specialists in a technical career Emelie Baedecke Yllner Alexandra Brunila Approved 2013-05-30 Examiner Kristina Nyström Supervisor Martin Vendel Commissioner Anonymous Contact person Anonymous Abstract The purpose of this thesis is to investigate talent management and how companies should work with talent management in order to retain and manage technical specialists in a technical career. Talent management is found to be important for modern organizations because of the advent of the knowledge economy, new generations entering the workforce and the need for businesses to become more strategic and competitive, which implies new ways of managing human capital. Furthermore, talent management is motivated by the fact that it has been found to lead to higher corporate profits when it is connected to the corporate strategy. The research method in this thesis is qualitative, and based on a case study of an organization in Norway active in the oil and gas industry, where qualitative semi-structured......

Words: 38034 - Pages: 153

Talent

...10/6/2015 Renaissance Women My talent is more than one talent which some may call it as being multi-talented. I can do pretty much anything once I put my mind to and once it is shown to me one time I will be able to do it without supervision. Below I will list a few of my many talents and compare them from the internet with the outcome of my own work. While home after giving birth to my daughter I picked up a hobby in making baby shower pins. A friend of mine was having a baby shower and needed help in getting her pins done. She was running out of funds so I volunteer in making the pins for her. I went to my local novelty store to see how the pins looked and are made. Once I saw how easy it was I bought all the products that I needed and began making them myself. Once I finished the pins I was very proud of myself and began showing people what I had done. I had gotten great response back which lead to people placing orders and me making this hobby into something that makes me money. My next talent is decorating for parties as well as doing party bags for kid events. My family is the type where we celebrate everything in our lives whether it’s a birth, a birthday, graduation etc. My older cousin was having a party for her son (my little cousin) and the theme was ninja turtles. She asked me if I was able to help her and I agreed to do the party bags. I looked online for unique ideas to make ninja turtle party bags, which I did. Once I found a cute idea I sent it to her......

Words: 819 - Pages: 4

Resourcing and Talent Planning

...CIPD Unit of Assessment – 09005 Unit title | Resourcing and talent planning | Level | 3 | Credit value | 6 | Unit code | 09005 | Unit review date | Sep-11 | Qualifications link | Certificate in Human Resource Practice | Aim | To develop the learners’ understanding of the principles and practice of resourcing and talent planning | Unit abstract Organisational success depends on having the right skill mix. This unit provides an introduction to resourcing and talent planning process. Studying this unit will enable learners to understand the factors which impact on an organisation’s resourcing and talent planning policy. They will learn about the relationship between recruitment and selection by identifying the key stages in each separate but related process. The benefits to the organisation of attracting and retaining a diverse workforce will be emphasised. They will be able to make a positive contribution to the recruitment and selection process by developing their knowledge and skills in defining and writing job descriptions, contributing to the job advertisement process, short listing, conducting face to face or telephone interviews and contributing to job offer and rejection letters. They will also learn about the key legislation pertaining to recruitment and selection. Finally, they will also learn more about good practice in employee induction and retention and the importance of collaborative working with other stakeholders. This unit is suitable...

Words: 1003 - Pages: 5

Talent Planning

...lot to say about the way we make decisions in recruitment settings as it tells us that people have hardwired systematic biases in how they evaluate candidates. Our behaviour does not always fit a rational actor model but it is still systemic and predictable. Harnessing knowledge about how we actually behave can help recruiters to improve outcomes for the organisations they represent. * Find out more in our report A head for hiring: the behavioural science of recruitment and selection ------------------------------------------------- The role of selection interviewing Interviews are very widely used in the selection process, as demonstrated by successive CIPD surveys of recruitment practices. * See our annual Resourcing and talent planning surveys As well as being simple to set up, interviews give the interviewer and interviewee an opportunity to meet face to face (or virtually via video link) to exchange a range of information and get a sense of whether they would like working together. For the employer, the interview is an opportunity to: * gauge candidates’ experience, ability to perform in the role and suitability for the team * discuss details such as start dates and terms and conditions * explain the employee value proposition, including training provision and employee benefits * give the candidate a positive impression of the organisation as a good employer. For the candidate, the interview is an opportunity to: * understand the job......

Words: 2005 - Pages: 9

Talent Planning

...Report on Talent Planning There are many different factors that affect an organisations approach to attracting talent and are both internal and external factors. Some examples of internal factors are the size of a business. A larger business would find it much easier to source this could be because they are more well-known to the public and they would also be more financially able to advertise a post to get a larger range of applicants. Recruitment policies also have an effect ie recruiting from internal sources and external sources can affect the recruitment process. Generally recruitment through internal sources is preferred because own employees know the organisation and can fit well into the culture. The Image of the company has influence on the recruitment process. Good image of the company earned by the actions of management helps attract potential candidates. Managerial actions like good public relations can help earn image. Image of the job also has an affect such as better salaries and good working conditions are considered the characteristics of good image of a job. Also, promotion and personal development policies of an organisation also attract potential candidates. Some examples of external factors are Demographic factors; employees have a big influence on the recruitment process. Demographic factors include, age, sex, literacy, economic status etc. Labour market conditions have an affect ie supply and demand of labour is a huge importance in affecting......

Words: 5878 - Pages: 24