Challenges in Managing Talent, Essay Example

Despite significant progress by organizations to raise attention and awareness to talent management as well as implementation of foundational programs, these efforts have faced difficulty in achieving well-executed talent management (Silzer & Dowell, 2009). One of the difficulties an organization might face when it attempts to make changes to its talent management function is insufficient alignment of human capital with business strategy (Drucker, 2012). In this case, senior leaders recognize perfectly well the importance of human capital, but struggle to connect their people practices with their business imperatives. Another difficulty could be lack of capability and accountability for development of talent with most managers lacking skills to grow people in their jobs (Drucker, 2012). Inconsistency in integration and execution of talent programs as well as limited application of meaningful talent analysis make it hard for an organization to change its talent management function effectively (Silzer & Dowell, 2009).

Despite the difficulties facing organizations in an attempt to make changes to its talent management function, change for any company that is bold enough to make significant strides in talent management is bound to increase consistency and depth of talent management practices (Lewis & Heckman, 2006). This is because talent management is accorded top priority when such change is consciously made and the results will be visible in performance of the company in areas it has changed. Another implication for the company, which makes changes in talent management, will be making progress and heightened innovation. Investing in talent management is investing in people, which results in employees giving their best as they feel recognized and appreciated for their efforts (Lewis & Heckman, 2006).

Based on the difficulties that organizations face when attempting to make changes to their talent management function, an employee might quit due underpayment as compared to the skill of the employee and job description. People who feel that they are not growing professionally and curtailed in maximizing their potential might quit even without a backup plan (Branham, 2005).

In order to minimize the possibilities highlighted above, a good talent management program should tightly align the talent strategy with the business strategy of the organization. This is in line with proactive address of talent rather than reacting when talent leaves the business. This is a management view that accounts for the long-term benefits thus better remuneration, appreciation of employee talent is not an issue as the business strategies, and goals will drive the quantity and quality of talent needed.

The other quality of a good talent management system in avoiding the case scenarios above would be for the professional talent managers to take the lead other than just getting involved. In this respect, the CEO of an organization should not delegate the whole duty of talent acquisition and retention to the HR Manager but also be involved in nurturing and mentoring top talent as this in turn translates to business profitability. The HR Manager as well should have in their department a professional team of talent managers, which works closely with line managers in development of business plans, which integrate talent plans. The talent management professionals are the ones who offer solutions in the areas where gaps exist and this will aid in retaining talent in the organization.

References

Branham, L. (2005). The 7 hidden reasons employees leave. American Management, New York, 172.

Drucker, P. (2012). People and performance. New York, NY: Taylor and Francis.

Lewis, R. & Heckman, R. (2006). Talent management: A critical review. Human Resource Management Review, 16 (2), 139–154.

Silzer, R. & Dowell, B. (2009). Strategy driven talent management. San Francisco: Jossey-Bass.