Definition of Talent Management Talent management is the use of an integrated set of activities to ensure that the organization attracts, retains, motivates and develops the talented people it needs now and in the future. The aim is to secure the flow of talent, bearing in mind that talent is a major corporate resource. Talent consists of those individuals who can make a difference to organisational performance either through their immediate contribution or, in the longer-term, by demonstrating the highest levels of potential. In a competitive marketplace, talent management is a primary driver for organizational success. Broadly defined, talent management is the implementation of integrated strategies or systems designed to increase workplace productivity by developing improved processes for attracting, developing, retaining and utilizing people with the required skills and aptitude to meet current and future business needs. It’s pretty clear that people are a business’s most important asset and in Continue reading
Modern HRM
Learning Organization – Characteristics, Benefits and Limitations
The phenomenon of globalization has turned the business world into a global dynamic village for business exchanges. Indeed, competition is becoming increasingly fiercer and simultaneously using Learning Organization as a strategy has become a MUST for companies’ success and development. Adopting such strategy helps organizations to innovate and acquire knowledge in order to survive and thrive in the current rapid changing environment. Some key definitions by distinguished writers on Learning Organization are as follows: “The essence of organizational learning is the organisation’s ability to use the amazing mental capacity of all its members to create the kind of processes that will improve its own”- Nancy Dixon “A Learning Organization is one that consciously manages its learning processes through an inquiry-driven orientation among all its members”- Kim D. “A Learning company is an organization that facilitates the learning of all its members and continually transforms itself”- M. Pedley, J. Burgoyne and Continue reading
Four Generations in the Workplace
For the first time in history, the workforce has become a melting pot of four diverse generations. While diversity is increasingly common in the workforce, usually it is only considered in differences of race, religion, sex, nationality, education, and skill level. While each of these traits can contribute to an employee’s perception of work and preferences in the workplace, generational differences will also have an effect. When organizations try to understand and cater to differences in generations, they will experience benefits both for the organization and the individual employees. By offering more of what employee’s want, an organization can begin to see the benefits of a multi-generational work force. Currently, there are four prominent generations in the workforce. A generation is defined by demographics and key life-events that shape, at least to some degree, distinctive generational characteristics. Since the 1920s, key historical events have shaped society. It is argued that Continue reading
Kirkpatrick’s Training Evaluation Model
Donald L Kirkpatrick, Professor Emeritus, University Of Wisconsin, first published his ideas in 1959, in a series of articles in the Journal of American Society of Training Directors. The articles were subsequently included in Kirkpatrick’s book Evaluating Training Programs. He was president of the American Society for Training and Development (ASTD) in 1975. Donald Kirkpatrick’s 1994 book, Evaluating Training Programs, defined his originally published ideas of 1959, thereby further increasing awareness of them, so that his theory has now become arguably the most widely used and popular model for the evaluation of training and learning. Kirkpatrick’s training evaluation model is now considered an industry standard across the HR and training communities. Four Levels of Kirkpatrick’s Training Evaluation Model The basic structure of Kirkpatrick’s training evaluation model focuses on four levels namely, “Reaction, Learning, Behavior and Results”. Reaction, or the extent to which learners were satisfied with the programme; Learning, or Continue reading
Importance of People Capability Maturity Model (PCMM)
The People Capability Maturity Model (PCMM) is a well documented set of practices that enable growing original workforce competencies. It is more of a strategic management framework for building and growing original competencies. The PCMM practices help to retain, grow and nurture competent individuals. PCMM is an evolutionary framework that guides organizations in selecting high priority improvement actions based on the current maturity of their workforce practices. It is conceptual model based on state-of-the-art workforce practices. It focuses on continuously improving the management and development of the human assets of an organization. The PCMM initiative enables an organization to gain insight into its capability for managing and developing its workforce. Organizations need to identify the strengths and weaknesses of their current human resource management practices in order to understand what steps should be taken to improve them. The organization can then relate its strengths and weaknesses of its practices Continue reading
Advantages and Disadvantages of Organizational Change
Organizational change is an essential part of today’s globalized work life. In modern’s economy, teams and organisations face rapid change like never before. Globalization has not only boosted the markets and opportunities for more development and profit, it also provides opportunities for organisational members to process. However, in general, change processes make demands on both employees and management, regardless of the content of the change process. Facing of the tide of globalization, one of the dominant disputes that human resource professional’s face is what method to improve organizational competitive advantage in the hastily changing environment. Organisational change come about multiple reasons, it is undertaken to ameliorate the accomplishment of that particular organization or a portion of the organization, for instance, a process or team. For organisations to be able to prosper, it is essential for them to go through an important alteration at different sections during their growth. Significant organizational Continue reading