Discussion: Challenges in Managing Talent
Today’s workplace is a dramatically changed and still evolving world with all the accompanying challenges leaving many organizations struggling to create an employee experience that appeals to individuals with diverse needs, preferences, and assumptions while still meeting organizational demands. Organizations and their stakeholders are having to address a series of upending changes which impact nearly every facet of the organization, including talent disruptions such as layoffs, mergers, and turnover. Not only attracting but retaining employees at all levels to meet the ongoing needs of an organization is becoming an even larger challenge. When organizations lose sight of the real opportunity that actual talent management creates, i.e., strategic and deliberate strategies and actions to attract, select, train, develop, retain, and develop and promote employees throughout the organization, organizations are at risk.
By Day 5
Respond to two or more of your colleagues’ postings in one or more of the following ways:
- Ask a probing question.
- Share an insight from having read your colleagues’ postings.
- Offer and support an opinion.
- Validate an idea with your own experience.
- Make a suggestion.
- Expand on your colleagues’ postings.
Classmate 1: (Kerrie)
When companies get ready to hire employees, generally they have one focus. Getting people in the door to work for them. That can be both good and bad. Employers, especially those involved in the hiring process should strategically plan on how they will train new employees. Their main focus should be making sure that the employees are able to successfully complete their assigned duties. The other focus would be on making sure that they retain those employees for a long time.
Difficulties With Talent Management Change
Having difficulties in the talent management change should be expected. With that being said, companies should be prepared for that to happen. With the changes in technology and new inventions, some companies may find that they don’t need as many employees to perform certain job duties if the job can be done virtually. Some employees maybe afraid of change and they may be upset by the changes being made. This can cause a high turnover rate for the company. Changes with talent management could cause chaios as some members of leadership may or may not be qualified to take on new tasks that the company assigns.
Implications of Change On Talent Management Functions
With companies wanting to implement changes in talent managment, the employees may and will more than likely ask for an increase in pay. With new changes within a company the job descriptions will change and it may add on additional responsibilities for the employees. The company should first make sure that they are financially able to compensate the employees should their new job duties increase. Employers would be more prone to taking on new tasks if there is an incentive involved. If the employers aren’t financially able to compensate the employees but still want to add to the workload, this could cause the employers to leave the company whether they have a job somewhere else or not.
Before a company decides to implement any changes involving its employees and their job duties, they should make sure that they look at the pros and cons of doing so. If the company can afford the change and are able to retain employees, they should go for it. If they find that they are unable to compensate the employees, they should look into other options. Employees want to feel appreciated for their hard work and dedication to their company.”
Classmate 2: (Tammie)
“Challenges in Managing Talent
Organizations are gearing up to respond to emerging trends in business strategy and talent management. These trends refer to the course of how changes in emerging markets, increased customer expectations, talent, economic conditions, education, and technological innovation will be managed by the organization and HR (Galagan, 2007). Changes in how the organization operates will require changes in how HR operates (Silzer & Dowell, 2010). Talent management is a high priority and must often engage in workforce planning. According to SHRM (2018), “workforce planning is successful when HR can meet with business leaders and managers to gauge and interpret future workforce needs.” Organizations are changing the way they engage and partner with leaders to arrive at a solution that will ensure longevity and success for the organization.
Changing how talent management functions will require complete transparency across all levels of the organization (Silzer & Dowell, 2010). Silzer & Dowell (2010, p. 634), propose organizations must be transparent in “everything they do, career paths, performance expectations, and even sharing of talent calls with employees who have been identified as high potential or not.” This will be a difficult challenge to manage and will require the development of leaders and managers to adopt true transparency. Employees may also be skeptical of any changes based on how well they understand the current policy for promotion, pay, education and HRs previous behavior. Lack of understanding and mistrust is a big hindrance to any change. A trend of millennials is that they desire to know how they are performing immediately, measures used to evaluate them and what will all of this mean for their career (Silzer & Dowell, 2010). Finally, HR must create a plan that appeals to multi-generational employees (Erickson, 2008). A multi-generational workforce will require a diverse benefits package with more thought given to the age range of employees.
The effectiveness of talent management should align closely with the strategic business plan and succession plan. As organizations merge with other organizations of a different business strategy, HR must work to assess incoming talent and the proper fit. An example of expanding into a new cultural market may require meeting customer needs for customer service by placing employees that speak the language (Ready, Conger & Hill, 2010). The organizational will also need to employ bilingual leaders. The financial cost of retention in this instance will demand a higher salary for being bilingual, more rewards and unique cultural abilities to reach and penetrate the market. Ready & et al (2010) suggest establishing metrics to develop talent by aligning organizational goals. HR should be willing to adjust and change when a plan is not working (Silzer & Dowell, 2010). Entering a new market could also leave the organization with a lot of vacant positions if a strategy is not fully researched to determine staffing need and qualified candidates (Ready & et al, 2010). Mergers, new markets, and acquisitions can create layoffs as some employees may not be qualified for positions.
As organizations meet and discuss with their board of directors and leaders, they must consider carefully changes in the talent management function. Changes in HR can occur suddenly when a new acquisition is acquired, entrance into a new market or changing position descriptions. The organization should commit to an expansive and thorough process of due diligence before changes talent management. Human capital is the manifestation of an organizations vision, mission and legacy.”