The envisioned enterprise in this case is Avon; a company has more than 200 employees. There are different departments follow the goals and objectives of the enterprise, which are to develop better qualities for all customers. For many years, the company was recording huge profits but as of 2006, it started recording a decline of sales and revenues. The main reason behind the downfall of this organization was poor management of talents. Juan Andrea took the mantle and started changing the company’s talent management processes and the latter was successful as the number of sales started increasing and it became more successful and competitive. To increase and attract the best talents, the company should adopt effective management strategies.
Formulate a talent management strategy to encompass the entire talent requirements of the organization
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Several things are supposed to be incorporated in the talent management strategy. For instance, it is vital for all members of staff to make sure that their goals and aims are in line with the general objectives of the company. Every time a new employee is brought into a department, there is need to ensure that they are trained and one of the incentives of this training should be to inform them on the organizational goals and objectives. Additionally, each department is supposed to have its goals and strategies that are in line with the enterprise goals. When all these goals and objectives are streamlined, there is a huge possibility that the organization will improve and become more successful in term of growth and revenues. The management of this organization has a role of ensuring that there exists a pool of highly talented individuals which makes it easy to react and respond to all the challenges that could exist in the industry and also meet all the customer needs at a specific time. The organization has various communication channels, which can be improved to enhance collaborations. From there, the management of this firm will be required to evaluate the performance of all employees continuously after which it can proceed and reward them appropriately. Rewarding performances in an organization improves motivates employees to a great extent and they end up being more productive in the work place.
Key components of talent management (Identifying, assessing and developing talent)
A key factor of managing talents is to find talents. Other factors are development of existing employees, planning successions, de-boarding, retaining members of staff, and managing all performance. The key factors and components are critical in the processes of talent development in any particular organization. Recruitment is vital as it ensures that the right individuals are given the right positions in an organization and that enables them to complete different tasks successfully. Selection is mainly based on the on the merit and the ability of various workers to complete certain tasks. A transparent, detailed and fair selection process is vital when trying to employ the right people who are capable of completing various tasks in the workplace. There are several ethical standards that are supposed to follow in these scenarios; issues such as nepotism, corruption, racism and gender inequality should be avoided when selecting. To ensure that such issues are avoided, it is imperative for the organization’s human resource department officials to provide all recruits and candidates with free toll numbers where they can immediately report any unethical issues in the recruiting process (Al Awadhi, 2018).
The discussed strategy has capabilities of ensuring that the right candidates for various positions are attracted. The latter is important in the firm as it improves the success of the entire enterprise. The top-level managers and leaders are supposed to be at the forefront when trying to install an organizational culture that makes sure that all objectives and goals are met easily in the firm. According to Driskill (2018), is all about the assumptions, strategies, values and beliefs that play important roles in the development of social and psychological states that are unique in a particular enterprise. Workers and organizational processes are supposed to stay in line always with the organization culture if organizational success has to be achieved. In this enterprise, aligning to the organizational culture and employing the right individuals may prompt the organization to make use of internet technologies to recruit new members of staff. Online recruitment is vital as it makes it easy for the company to get a wide range of employees from different parts of the locality.
From there, the company may decide to adopt effective on boarding procedure. The latter is vital as all managers can make it easy for all employees to adopt and conform effectively to the duties relayed to them. The strategy will ensure that it has an effective talent mapping. The right mix of talent to meet the needs of the organization is achieved. A training program to meet the organizational needs will be designed. The employees will be categorized differently. The categories will be High-performing, high-potential and low-performing employees. With that, the employees will benefit from the regular review of their contributions, succession potential and developmental needs (Vaiman, Collings, & Scullion, 2017).
In the workforce planning and development, much focus will be on getting the organizations human capital to a desired state. An intense workforce planning and skills gap assessment will be carried out. High potential personnel will be identified and a more flexible development program will be adopted. Owing to the fact that employees perform much better when they understand where they add value and that the employees perform better when they are well communicated to, more effective performance planning and evaluation will be adopted. Retention and holding plan that will best determine critical performers and compensate them effectively will be adopted. A learning, growth and development plan will be established.
Examination of how talent management process is a strategy for a competitive advantage for your organization
The process of managing talents is supposed to be a strategy that increases competitive advantage in a particular firm. The whole process identifies loopholes that the organization’s talent management process may have. In the case with Avon Company, the company had a weak approach to talent management and talent practice. There were many gaps existent in the company’s talent a factor that rendered the company unable to effectively identify and develop talent.
The talent practices were characteristically opaque, emotional, meaningless egalitarian, complex and episodic. The company’s human resource managers did not have a right procedure of implementing different talent management practice. The various employees efforts were not identified since all associates of the company were treated in the same way. The company was also failing to evaluate employees appropriately so as to reward their performance as stipulated in the strategy of talent management. They had the same experience as the low performers and they were not fairly rewarded. When employees are well rewarded they are prompted to work harder and ensure that they improve. The low performing employees will also be highly motivated to complete tasks better as they also try to be recognized and rewarded. Such instances will improve the delivery of services and customers will be more satisfied. All that translates into better achievement of goals and objectives for organization. When goals and objectives are achieved, the organization gains competitive advantage over its rivals.
Assessment of how the talent management strategy should change with the anticipation of the organization doubling in five to six (5-6) years
In five years to six years, the business will have a business environment that is different from the one that is in existence today. The needs of different consumers and buyers are expected to change over time. The technology of the time will also have changed and improved ominously owing to the fact that technology changes rapidly. The employees too will have different goals and capabilities as compared to the current ones. The company’s talent management strategy should therefore be one that will enable the organization to align the organizations goals to the changing trends. The strategy should be more effective and efficient ones (Rabbi et al., 2015).
The talent management, just as the formulated one, should be stronger and more improved so that the company sustains its relevance. The company should be able to identify and develop talent and therefore attract the most talented employees in the industry. The strategy should incorporate transparency so as that the company’s managers may be more knowledgeable of how the talent practices work (Noe et al., 2019).
The talent management processes should be less hectic to ensure effectiveness and efficiency. Practices such as employee surveys, development planning and talent reviews should be well determined. Talent movement decisions and promotions among other fundamental talent activities should be influenced by facts.
The leaders should be knowledgeable of what is required to be successful and how to measure success for sustainability. The leaders of the company should regularly measure performance and change their ratings to meet their potential performance. Constant research should be carried out to stay afloat with the talent management process.
Conclusion
Avon can adopt the effective talent management strategy that incorporates the talent requirement of the business. The strategy bears all the significant modules of talent management comprising of processes of identifying talents, assessing talents and developing talents. Talent management is a strategy for a competitive advantage for the firm since it will likely increase the productivity of the employees and hence the performance of the enterprise with regard to the competitors. For this business to remain relevant even in the future, constant research and changes should be carried out with relation to talent management and rewarding employee performance. In the organizational changes, the projection of the future business environment should be considered.
References
Al Awadhi, K. M. A. K. (2018). The Implementation of Talent Management Practices in UAE Organizations (Doctoral dissertation, The British University in Dubai (BUiD)).
Driskill, G. W. (2018). Organizational culture in action: A cultural analysis workbook . Routledge.
Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2017). Human resource management: Gaining a competitive advantage . New York, NY: McGraw-Hill Education.
Rabbi, F., Ahad, N., Kousar, T., & Ali, T. (2015). Talent management as a source of competitive advantage. Journal of Asian Business Strategy , 5 (9), 208.
Vaiman, V., Collings, D. G., & Scullion, H. (2017). Contextualising talent management. Journal of Organizational Effectiveness: People and Performance , 4 (4), 294-297.
