Essay: HRM from a Talent Management perspective

New technologies and expanding of globalization led to increasing of businesses, therefore the role of Human Resource Management has become more important than it was before. HRM passed through a lot of change since from its inception in middle 1960.
HRM in Talent Management perspective is one of the most important practices in Organizational structure. Indeed, the role of talent management has been developing since the 1990s, when research by McKinsey group pointed that employees’ success is directly related to performing of the company. Implementing talent management in the organisation requires not only Human Resource Management, for better performing in charge should be top managers and Chief Executive Officers. By the research of Economist Intelligence Unit (2006), it is a fact that seven out of ten CEO’s spend 20% of the time on Talent Management realization. Thus, the first step of including talent management in an organisation is a determination of TM responsible team. This part is known as “talent mindset”, where all staff members engaged in implementing of TM. Of course, the role of HR is not worseness, but a fulfilment of that strategy requires the great deal of time and beyond one’s strength. HR staff chargeable in developing of design and implementing the strategy of Talent Management. CEO and line managers serve as owners and lead characters, and this is understandable, they show interest in employees’ success, which leads to raising their own reputation. There is no exact definition of talent management, but it related to interaction, attraction, the growth of employees. The main point of talent management is: to identify special skills and their development. There are different ways to manage TM depending on Organisations’ goal. For instance, TM that aimed to find a talent for all employees, or assort individually. (Tansley, 2011). Most importantly, in TM leaders should use different practices, which will lead to success in organization’s target. Before setting big goals for the future of the organization, managers should define and analyse employees of the company.  The key issue in talent management relation in Organisation is a relationship between employees and employers. First of all, employee engagement is the most important part and that’s why. This term describes psychological state when employee positively speaking about the organization, wants to assist and participate to make organization succeed, and wish for being part of the team. (Aon Hewitt 2013, Dash 2013). Of course, Engagement is a choice and to the employee thinks that it is not important for him. It is just the opposite, by taking a part in the organization, using talents employee shows their superior qualities, through which he or she pave the way to career ladder. Employee engagement directly affects to job satisfaction, CIPD statistics indicates that Net job satisfaction increased from +45(autumn 2016) to +48 (with 64% satisfied and 16% dissatisfied) in 2017. Employee engagement as well shows a good result, satisfaction with the use of knowledge and skills increased at +49, a year before that index was +44. The companies and organisation as a whole have significantly differed than it was before. The employees today don’t search a job for life. Globalisation and complex market system noticeably change demand for employees in the organisation. Thus, in 2017 index decreased to -8 explaining that more employees prefer to change a job with a slightly better salary than to stay in their organization.(CIPD 2017). From outgoing information clearly, fact that employee engagement and talent management fully depend on each other. That will help to identify how to manage with TM. Many employers and HR staff trying to indicate TM through the quantitative findings and maximizing the number of implementations at the same employees. This is a common problem of understanding TM, the problem is organisations should see in worker as an individual person with own targets and beliefs. They mission is participating in any activities in TM, and review the talent progresses of the employee. In the big corporation, there is a complex organisational structure,  however CEO always in the lead in any TM processes. In TM it is called “Leadership level”. CEO responsible for level 1 and 2, the top manager should be held afterward at level 2 and 3. Line managers and other participants in other level parts, such as critical talent or good preforms.(New generation of talent management). When this stage will be done, next is increase employee engagement by communicating benefits between employer and employee. It will help to building a team, by providing opportunities. For example, honest and accessible intercommunication with the boss about problems at work, it will increase loyalty in the organisation. This means that for HR manager it will be easier to deal with issues and problems. If top manager neglect to building contact with employees, than the whole communication benefit will fall. After setting good relationship, organisation should begin Talent development programs. It is prohibited to apply the same method on all workers. Group of five talented people requires individual programs. Talent development programs consist of strategic leadership, middle managers’  and leadership development programs. Through that managers should identify employees’ key motivation. Communication, reviewing will be helpful tools during that process. Next key fact is the problems and what effects it led to TM. Firstly, Straker (2009) points that recruitment during the Talent Management process sometimes disturb the organisational structure. Factors that affect: a new employee is an unknown agent, he or she sees this job as a short-term place, they will be dissatisfied their position or organisation. Secondly, the problem may appear from financial difficulties, thus department most likely will suspend TM program. Other factor is promotion problems. Organisation can be mistaken while promoting wrong employee: they skills may not match with new position, performance in previous job may not be good as before due to organizational structure (Straker, 2009). Therefore, such external, financial, operational and individual factors may negatively affect to Talent Management working process. So how should leaders manage Talent Management? First of all, talented people, like many others, want to be paid in proportion to they have worked. Almost all companies using a strategy, when they increase salary of workers in order to save him in this company. Mostly it leads to failures in organisational culture and destabilisation. “Rewarding talent” is another part of  talent management strategy. Employees’ business performances which based on reward system indicates more productive work, they also called reward-oriented. In talent management reward system collaborate with employee’s performances and potential. In TM reward system more flexible due to organisation choose in which criteria they will award for work. For instance, if an employee shows individual performances, or if group of people demonstrate cooperation. And second is important mostly in all companies. Impossible to create productive teamworking in organisational culture, where rivalry for money is the main idea. Especially, if it detected in talent management process, that will shatter the relations between co-workers and leaders. And leaders is the next topic of talent management strategy. According to Claire McCartney, adviser of Talent Management based on CIPD, leaders should put innovative talent practices. Nowadays most powerful and successful organisations applying innovative approaches in the workplace, for example, Google, Apple, Sony and etc. These changes will attract new ideas, which leads developing, engaging and attracting employees. Next step is distributing roles between “leadership levels”. Managers or line managers accountable for training, selecting and administration. HR department serve as business and talent partner. (Andrés Hatum 2010). HR also responsible for performance management, recruitment and development. This is not a fixed distribution; different organisations have they individual talent allocation strategy. Yet one thing for sure, HR department should actively participate in organisations to produce results in talent ma
nagement. There is four layers of how HR can participate in talent management strategies. In the first one, HR participate only on selecting, training and administrating, thus TM is not shows good results. Second, department has more significant role on managing talent, like development or compensation policies. Third is about creation talent management in an elite group, HR in this stage can make decision on promotion and career decision processes. Last and the most important level is HR role in the organisational structure, where HR performs actions in developing and attraction. These are a complex framework, and Lawler (2005) maintain that Human Resource department should attach more value to organisations. Indeed, when HR acts as business and talent partner the organisation has a better chance to make significant goals in talent management.
Next step in talent management is creating talent pools. The talent pool is a collective group of talented people. It is closely related to all elements in talent management. For instance, with talent review. Top and line managers analyse and develop a talent pool to create new business idea creators. Also by talent review managers can make notifications or indicate the results of employees, thus high potential people can be noticed. Some organisations prefer not to interrupt employees when TM making progresses, it may affect its’ position.  Most managers think that 100% of their employees will be talented if they implement talent management and collaborate talent pool. In fact, for successful passage in TM organisation need to form more than one talent pool. The personal must pass the segmentation, by which they will be divided into groups. But Unfortunately, in many cases, organisations make a wrong decision in hiring people for the wrong improper role or talent pool. No organisation wants to produce this kind of decisions, thus leader members must identify and replace employee for talent pool he perfectly fit in.  For instance, emerging leader-employee should be included in the exceptional talent leader talent pool. Another fact is while making talent pools leaders should admit that there are no less-talented people in the organisation. Blaming recruitment for hiring wrong people is a waste of momentous time in TM. Such as job differences employees have they own purpose in the organisation. Some employees show top performing, other is high potential or can take critical roles. What is more, some employees can demonstrate headway in the different talent of pools. But despite this, organisations should show interest both highly energetic and narrow specialized employees. Companies frequently fault in approaches to staff, when leaders pay attention only to one group of people. Other employees will be demotivated and will not show interest in talent management. Another advantage of a talent pool, it will significantly change recruitment and selection processes. By creating different pools leaders will be informed what talents they need when hiring people. Thus, they will not hire people to fill the vacancy, and talent pools will quickly respond to the business needs. This raises a new question about hiring or creating a talent within a company.  Cameron, previous Prime Minister of UK, made a commentary about talent management. He argued that the United Kingdom has a few people for top positions, because of police system is too closed, thereby there is no place for fresh leadership. Moreover, Cameron discussed that this system should be moderated, which will lead to recruitment of people with different skills and perspectives. After that words, many experts of HR and Talent Management debated how can it affect to an organisation. These people divided into two camps: external and internal perspectives. Internal supporters argued about talent management need work only with people from their organisation, thus new people will intrude the talent management progresses. Cameron claims that these people from inside are not enough to achieve success in the workplace. On the other side, external followers organisations should contact with each other, this results in exchange for staff in the labour market. This will expand talent management structure by giving supporting opportunities for employees. It’s a fact that labour market in the recent ten years suffers great changes, and switch to another job is not a big problem as it was before. Companies changed attitudes toward employment, so they combined external hiring and talent pool strategies. In this way, a company always will be on the same page as the job market.