Talent management taxonomy is an essential element in an organization as it creates an opportunity for companies to retain talented workers. Talent management taxonomy covers the entire process of employee management from recruiting, training, duty assignment, and evaluation. Key talent management taxonomy should focus on examining the level of experience, competency, key relationships, and learning capabilities when evaluating the ability of an individual to produce to the organization’s expectations (Silzer & Dowell, 2009). In the case of experience, the human resource manager should examine different aspects such as starting and sustaining business as well as global experience. In the case of competencies, the taxonomy helps the company to identify an employee’s level of integrity, strategic thinking, and technical expertise among other skills needed in the business. Key relationships, especially regarding the linkage with executive leaders, customers, suppliers, and any other stakeholder in the business, is also an essential aspect in the company. Learning capabilities determine the individual’s features related to openness to power, integrity, and comfort with ambiguity experienced in the workplace.
The above taxonomy can be used as a tool within the organization in different ways. For instance, the talent management taxonomy can be used as a tool for strategic alignment in the business. In this case, talent strategic alignment is used as an approach that can be used in creating a connection with the overall strategic goals for the business (Fisher & Robbins, 2015). The talent management tool is also used as a tool for aligning the targeted training and development. Information provided in the taxonomy provides an opportunity for companies to be able to identify and address their challenges related to talent management.
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Social cognitive theory is one of the psychological theories that are applicable in the development of leaders. The central argument of this theory is that behavioral change is determined by environmental, personal, and behavioral elements (Silzer & Dowell, 2009). These aspects are essential in leadership development because human resource managers consider the personal characteristics and behavioral features for a person before hiring the person to occupy a particular position. It then becomes the responsibility for the HR to create a favorable environment for improving the features of the employee.
Talent Pool Management and Engagement Research
Talent reviews are becoming essential aspects of any organization replacing human resources like performance management. Designing a successful talent review process requires key decisions such as identification of the company-specific-definition of potential. In this case, there will be a need for deciding the best organization’s definition of potential before engaging in talent review which can be acquired through tracking records. There is also a need for deciding the materials that are essential in keeping the talent production line moving and avoiding any material that does not contribute to this process (Silzer & Dowell, 2009). Talent review also requires the contribution of manager accountability by examining the employee profile thus identifying the areas of strengths, weakness, and capabilities thus coming up with a strategic approach to maximizing strengths and minimizing weaknesses.
Engagement assessment tool needs to have three essential elements that evaluate the extent to which an organization gets committed to improving workers’ experience in the organization. For example, the instrument needs to evaluate the work environment in an attempt of measuring the way employees feel connected to business growth (Schuler, 2015). The instrument also needs to access the way employees depict emotional connectivity with employers which improves the level of productivity. In effect, the instrument should consider motivation as a key element. The tool also needs to have an organizational culture to determine the extent to which workers feel connected to everyday life in the business.
The firm can take advantage of the elements in the employment branding in various forms. The primary objective of coming up with the employment branding is to expose the organization culture in relation to employee management and productivity thus increasing awareness of the firm as the best employer (Bhatnagar, 2008). In effect, the organization can use these elements to increase productivity management effort, increase recruitment and employee retention thus reducing the rate of employee turnover. The benefits accrue to the company because the employment branding elements increase the organization’s exposure and reputation making it a good place for people to work.
References
Bhatnagar, J. (2008). Managing capabilities for talent engagement and pipeline development. Industrial and commercial training , 40 (1), 19-28.
Fisher, K., & Robbins, C. R. (2015). Embodied leadership: Moving from leader competencies to leaderful practices. Leadership , 11 (3), 281-299.
Schuler, R. S. (2015). The 5-C framework for managing talent. Organizational Dynamics , 44 (1), 47-56.
Silzer, R., & Dowell, B. E. (Eds.). (2009). Strategy-driven talent management: A leadership imperative (Vol. 28). John wiley & sons.
