A Model for Talent Management and Career Planning

Abstract

The term first appeared in an article titled War for in McKinsey Quarterly in the late 1990s (Michales, Handheld-Jones, & Axelrod, 2001). Since then, the issue of talent has received extensive attention from researchers as such talent constitutes the workforce of organizations. Talent is also considered an organizational asset, sometimes called capital. As talent is vital for an organization, a proper talent management and planning system is essential for both the organization and the employees. Therefore, a transparent and easy-to-understand model should be developed for both these parties, which can help both employers and employees focus on the organizations growth. Interactions between employers and employees are important for evaluating deficiencies so that both parties can take the necessary steps to minimize these deficiencies.Talent management is a relatively new concept in human resource management. Though widely used, a concrete definition is lacking. After talent and talent management became focal points, organizations began to align their workforces and tried to develop methods to increase talent. In this manner, they tried to human resource talent while keeping their budgets at a minimum. However, such efforts were unsuccessful as talent cannot actually be grown! In fact, nurturing mediocre talent to develop superior talent and growing talent are completely different. This important discovery led to various talent management systems. Gradually, it was found that talent is rare, inimitable, and difficult to grow (Lewis & Heckman, 2006). Therefore, similar to the other fixed and liquid assets, talent became a type of asset possessed by organizations.Furthermore, planning is closely related to talent management in an organization. The term career implies lifelong work, which may include several jobs of different natures or of the same nature. This term also represents vocations, livelihoods, crafts, trades, arts, occupations, and professions. Career development is a lifelong process that occurs in stages (Cohen & El-Sawad, 2009). Occasionally, a is referred to as the noble achievements or work of an individual in a particular service. Examples are abundant: a diplomatic career, an academic career, and careers in art or fame as an artist. Such individuals may be renowned singers or have successful corporate careers. A comprises smaller combinations of paid work or jobs performed over a long period of time. Performing these jobs enables individuals to meet their own needs and helps them survive; collectively, these jobs build individuals' careers.In this case study, we use a model that is based on the performance and qualifications of the employees at an organization. The aim of the study is to identify the employees who are performing well in their current positions. Additionally, the study examined some interns to identify those who would be eligible to continue working with the employer based on whether they possessed the necessary performance and work qualifications according to the employer's requirements. Therefore, the focus was on the talent pool and the employees who showed outstanding performance. As a result, the employer would be able to choose the suitable employees from that talent pool and place them in various positions. By doing so, both talent management and planning are accomplished.Description of the Study: Model and MethodologyThe talent management and planning system is a dynamic, comparative and perception based. More specifically, evaluates employees under one or more supervisors, who a small group. Since a supervisor cannot more than 10 to 20 employees within a department, we considered such group of employees to be a unique set have similar job descriptions and job responsibilities. However, this is not a rule of thumb organization may define the group according to its organizational structure. …