767
CHAPTER 22
CRITICAL RESEARCH
ISSUES IN TALENT
MANAGEMENT
Rob Silzer
In general, research on talent management in organizations has
been limited (see Gubman, 1998; Lawler, 2008; Lewis & Heckman,
2006), although much has been written about specifi c talent man-
agement components such as recruiting, selection, and perfor-
mance management. Doing rigorous research in organizations is
challenging because of the complexity of fi eld research and the
limited ability to hold some variables constant while others are
studied. The fi eld also lacks agreement on the appropriate type and
level of outcome measures to use.
Many of the previous chapters make suggestions for future
research in specifi c areas of talent management. This chapter
discusses the talent management areas that would benefi t from
further research investigation (see Table 22.1 ).
Key Strategic Links
At the beginning of this book, we identifi ed the key strategic links
in how talent management can be ingrained in a business organi-
zation. While business managers have generally developed strong
links among the business environment, the business strategy, and
business results, this process in the past has often bypassed human
resource (HR) and talent management systems. Business executives
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EBSCO Publishing : eBook Collection (EBSCOhost) - printed on 6/12/2020 10:12 PM via STRAYER UNIVERSITY
AN: 300763 ; Dowell, Ben E., Silzer, Robert Frank.; Strategy-Driven Talent Management : A Leadership Imperative
Account: strayer.main.eds-live
768 Strategy-Driven Talent Management
and human resource professionals are increasingly likely to see tal-
ent management as a core business process that has a major role
to play in linking business strategy to business results. However, the
links between these business elements are not yet well developed,
and many of them are relatively weak (see Figure 22.1 ).
A critical area for research is investigating these links and
identifying the factors that strengthen or weaken the links. We
probably have better insight into the link between a talent strat-
egy and talent programs and processes than for the other links
in Figure 22.1 . In this area, some HR and talent professionals are
experienced and knowledgeable. But linking these at the front
and back end with business practices is a relatively new fi eld. For
example, which changes in talent can directl.
CHAPTER 2
BUILDING COMPETITIVE ADVANTAGE THROUGH
INTEGRATED TALENT MANAGEMENT
Marcia J. Avedon, Gillian Scholes
The business world is more dynamic today than ever before with an
accelerating pace of new technologies, increasing globalization of markets
and competition, changing regulatory requirements, and increasingly
commonplace mergers, acquisitions, and divestitures. In this tumultuous
environment, organizations must continually renew their organizational
capability to achieve competitive advantage. However, it is increasingly
challenging to find the talent needed to compete in this dynamic business
environment.
The availability of educated, working-age talent is shrinking in many of
the world’s labor markets (Zolli, 2007). Multinational companies are
moving work to developing lower-cost countries, only to find the talent
wars and wages subsequently escalating in those countries (Qihan &
Denmat, 2006). Skilled leaders and other professionals, with the
capabilities to enter new markets, create new business models, and
innovate new technologies, are highly sought after (Michaels, Handfield-
Jones, & Axelrod, 2001). Consequently, the demand for talent is
outstripping the supply. As a result, top performers in key talent pools
typically have multiple employment opportunities at any point in time. In
addition, senior leaders, including CEOs, are in their jobs for shorter
periods of time (Lucier, Kocourek, & Habbel, 2006), and employees
generally no longer expect lifetime employment with one company.
Leadership and employee development, through experience and
education, still takes considerable time and effort and will never be a
quick fix. This set of complex, changing business and talent realities
creates the imperative for companies to focus on talent in a strategic,
systemic, and customized manner.
The ability for a firm to create an integrated system that yields a continual
flow of talent ready to address specific strategic and operational
opportunities may be the single-most enduring competitive advantage.
While organizations often find that their strategies, products, services, or
markets require change, the need to have relevant, differentiated talent to
achieve these business goals remains constant. However, the specific
talent strategies need to adapt accordingly. Several recent surveys of both
chief executive officers and chief human resource officers confirm that
attracting, developing, and retaining talent is a top concern (Donlon,
2007; HR Policy Association, 2007). One CEO identified the point well
(Donlon, 2007): “We are the most highly regulated industry in the world,
and we have the most compliance issues in the world. So, those are risks,
but our single biggest issue is human capital. We are losing it really fast
and that is really scary.”
This chapter provides definitions, models, and examples for creating a
dynamic, customized, and integrated talent management system. We do
not .
This document discusses business plan strategy (BPS) and its importance for organizational success. It defines BPS as providing an overview of a business, including its history, products/services, goals, competitors, and growth plan. An effective BPS is considered one of the most important factors for business success. It can help guide a business strategically and serve as a monitoring tool. The document also notes that while BPS is crucial, long-term strategic planning is often lacking in many organizations.
11.business plan strategy as social responsibilityAlexander Decker
This document discusses business plan strategy (BPS) and its importance for organizational success. It provides details on key elements of an effective BPS, including outlining an organization's history, products/services, goals, competitive advantages, and growth timeline. It also discusses factors important for effective BPS, such as obtaining support from leadership, assessing costs of poor quality, and benchmarking performance against competitors. Overall, the document emphasizes that a well-developed BPS can provide guidance for an organization and help ensure its long-term viability.
The document discusses strategic planning and its importance for project managers. It outlines the key elements of strategic planning, including goal setting, strategy development, customer and internal business analysis, strategic choices, implementation, and evaluation. It argues that project managers need to understand business strategies in order to position themselves as partners rather than just hands, and that linking projects to corporate strategies is critical for success. A basic knowledge of strategic planning principles is necessary for project managers to fulfill this role effectively.
The Impact of Key Performance Indicators (KPIs) on Talent Developmentpaperpublications3
Abstract: This Paper is one of the most important papers which focus on Key Performance Indicators in relation with talent development which start to be the main focus of all companies and countries and most researchers start working on the same subject to give more insights on it. This paper aim to explore the importance of Key Performance Indicators and its impact on Talent development and the advantages of using the performance management system especially in the large companies where there are difficulties in assessing employees’ performance. The importance of this research is the well develop and design comprehensive framework about the establishment, use and evolution of key performance indicators and how specialists can use the tools and implement process step by step with the highlighting of all challenges and limitations. The challenge is in the KPIs more than calculate the human capital ROI and Talent Development because it’s the hardest part where implementing such techniques can restructure all the organization from the bottom line. This level of extensiveness is the place the test exists much of the time, and where the profit of having a decent strategic plan is not completely figured it out. In short, it is a long between joined affix that needs to be concentrated on nearly part by part.
The document discusses the evolving role of HR from an administrative function to a strategic business partner. It argues that effective HR is key to competitiveness by developing people and processes to deliver business strategies. Today's HR professionals must understand business language and present HR's value in terms of financial impact and return on investment. The document also outlines three main challenges facing HR: adapting to a changing workforce demographic; operating in a more global, interdependent business environment; and redefining work and skills demands with new technologies.
The document discusses how many companies are shifting to globally integrated operating models where the home country is just one of many markets. This trend is being driven by the rise of global customer and talent markets, hyperconnectivity, cost pressures, and increased regulation. As companies make this transition, HR is playing an important role by helping design new global operating models, manage global talent, and lead change efforts across the organization. The shift represents a significant transformation that will require changes to structures, processes, and mindsets.
The document summarizes the HR scorecard framework, which measures HR's contribution to organizational performance similar to the balanced scorecard. It describes traditional issues with viewing HR, and introduces the HR scorecard as addressing this by linking HR activities and investments to business strategy. The 7-step model and benefits of the HR scorecard are outlined, along with a case study of its implementation at Verizon.
CHAPTER 2
BUILDING COMPETITIVE ADVANTAGE THROUGH
INTEGRATED TALENT MANAGEMENT
Marcia J. Avedon, Gillian Scholes
The business world is more dynamic today than ever before with an
accelerating pace of new technologies, increasing globalization of markets
and competition, changing regulatory requirements, and increasingly
commonplace mergers, acquisitions, and divestitures. In this tumultuous
environment, organizations must continually renew their organizational
capability to achieve competitive advantage. However, it is increasingly
challenging to find the talent needed to compete in this dynamic business
environment.
The availability of educated, working-age talent is shrinking in many of
the world’s labor markets (Zolli, 2007). Multinational companies are
moving work to developing lower-cost countries, only to find the talent
wars and wages subsequently escalating in those countries (Qihan &
Denmat, 2006). Skilled leaders and other professionals, with the
capabilities to enter new markets, create new business models, and
innovate new technologies, are highly sought after (Michaels, Handfield-
Jones, & Axelrod, 2001). Consequently, the demand for talent is
outstripping the supply. As a result, top performers in key talent pools
typically have multiple employment opportunities at any point in time. In
addition, senior leaders, including CEOs, are in their jobs for shorter
periods of time (Lucier, Kocourek, & Habbel, 2006), and employees
generally no longer expect lifetime employment with one company.
Leadership and employee development, through experience and
education, still takes considerable time and effort and will never be a
quick fix. This set of complex, changing business and talent realities
creates the imperative for companies to focus on talent in a strategic,
systemic, and customized manner.
The ability for a firm to create an integrated system that yields a continual
flow of talent ready to address specific strategic and operational
opportunities may be the single-most enduring competitive advantage.
While organizations often find that their strategies, products, services, or
markets require change, the need to have relevant, differentiated talent to
achieve these business goals remains constant. However, the specific
talent strategies need to adapt accordingly. Several recent surveys of both
chief executive officers and chief human resource officers confirm that
attracting, developing, and retaining talent is a top concern (Donlon,
2007; HR Policy Association, 2007). One CEO identified the point well
(Donlon, 2007): “We are the most highly regulated industry in the world,
and we have the most compliance issues in the world. So, those are risks,
but our single biggest issue is human capital. We are losing it really fast
and that is really scary.”
This chapter provides definitions, models, and examples for creating a
dynamic, customized, and integrated talent management system. We do
not .
This document discusses business plan strategy (BPS) and its importance for organizational success. It defines BPS as providing an overview of a business, including its history, products/services, goals, competitors, and growth plan. An effective BPS is considered one of the most important factors for business success. It can help guide a business strategically and serve as a monitoring tool. The document also notes that while BPS is crucial, long-term strategic planning is often lacking in many organizations.
11.business plan strategy as social responsibilityAlexander Decker
This document discusses business plan strategy (BPS) and its importance for organizational success. It provides details on key elements of an effective BPS, including outlining an organization's history, products/services, goals, competitive advantages, and growth timeline. It also discusses factors important for effective BPS, such as obtaining support from leadership, assessing costs of poor quality, and benchmarking performance against competitors. Overall, the document emphasizes that a well-developed BPS can provide guidance for an organization and help ensure its long-term viability.
The document discusses strategic planning and its importance for project managers. It outlines the key elements of strategic planning, including goal setting, strategy development, customer and internal business analysis, strategic choices, implementation, and evaluation. It argues that project managers need to understand business strategies in order to position themselves as partners rather than just hands, and that linking projects to corporate strategies is critical for success. A basic knowledge of strategic planning principles is necessary for project managers to fulfill this role effectively.
The Impact of Key Performance Indicators (KPIs) on Talent Developmentpaperpublications3
Abstract: This Paper is one of the most important papers which focus on Key Performance Indicators in relation with talent development which start to be the main focus of all companies and countries and most researchers start working on the same subject to give more insights on it. This paper aim to explore the importance of Key Performance Indicators and its impact on Talent development and the advantages of using the performance management system especially in the large companies where there are difficulties in assessing employees’ performance. The importance of this research is the well develop and design comprehensive framework about the establishment, use and evolution of key performance indicators and how specialists can use the tools and implement process step by step with the highlighting of all challenges and limitations. The challenge is in the KPIs more than calculate the human capital ROI and Talent Development because it’s the hardest part where implementing such techniques can restructure all the organization from the bottom line. This level of extensiveness is the place the test exists much of the time, and where the profit of having a decent strategic plan is not completely figured it out. In short, it is a long between joined affix that needs to be concentrated on nearly part by part.
The document discusses the evolving role of HR from an administrative function to a strategic business partner. It argues that effective HR is key to competitiveness by developing people and processes to deliver business strategies. Today's HR professionals must understand business language and present HR's value in terms of financial impact and return on investment. The document also outlines three main challenges facing HR: adapting to a changing workforce demographic; operating in a more global, interdependent business environment; and redefining work and skills demands with new technologies.
The document discusses how many companies are shifting to globally integrated operating models where the home country is just one of many markets. This trend is being driven by the rise of global customer and talent markets, hyperconnectivity, cost pressures, and increased regulation. As companies make this transition, HR is playing an important role by helping design new global operating models, manage global talent, and lead change efforts across the organization. The shift represents a significant transformation that will require changes to structures, processes, and mindsets.
The document summarizes the HR scorecard framework, which measures HR's contribution to organizational performance similar to the balanced scorecard. It describes traditional issues with viewing HR, and introduces the HR scorecard as addressing this by linking HR activities and investments to business strategy. The 7-step model and benefits of the HR scorecard are outlined, along with a case study of its implementation at Verizon.
This document provides a diagnostic tool to help HR and business leaders determine if restructuring is the appropriate solution to address business challenges or opportunities. The diagnostic involves interviewing functional and business unit leaders to assess challenges and goals. It then evaluates five potential root causes of performance issues: strategy, talent capabilities, rewards, processes, and structure. The responses are analyzed to identify the most pressing challenge, and action plans are provided to address non-structural issues. If structure is identified as the root cause, then restructuring should be considered.
The document discusses strategic management and outlines several key concepts:
1. Strategic management involves managerial decisions and actions to generate sustainable competitive advantage. It balances external opportunities and threats with internal strengths and weaknesses.
2. Effective strategies emerge over time through a process of trial and error, rather than being fully planned in advance. Managers must balance following intentional plans with adapting to changes.
3. In knowledge-based organizations, strategic management focuses on encouraging new ideas, awareness of the external environment, and social interaction, rather than top-down planning. The role of managers is to identify emerging order rather than direct it.
The document discusses workforce performance management (WPM) and Development Dimensions International (DDI) as a WPM vendor. It provides an overview of WPM, noting its benefits include improved strategy execution, employee engagement, performance management, and talent management. The document evaluates DDI's WPM capabilities, finding its strengths are in aligning goals with strategy, viewing employees holistically across their careers, providing consulting expertise, and facilitating change management.
This document discusses workforce performance management (WPM) and assesses Development Dimensions International's (DDI) capabilities in this area. It provides an overview of DDI, noting it is a global human resources consulting firm with expertise in talent selection, development and retention. The document examines DDI's strengths, including aligning organizational goals with strategy, viewing employees across their life cycle, and providing consulting expertise to implement WPM solutions and drive change. Case studies of DDI clients demonstrate how it has helped companies improve employee engagement and performance to better achieve strategic objectives.
The document introduces the Strategic Management Maturity Model (SMMM), which was developed to help organizations assess the maturity of their strategic management capabilities. The SMMM evaluates performance across eight key dimensions of strategic management: leadership, culture and values, strategic thinking and planning, alignment, performance measurement, performance management, process improvement, and sustainability of strategic management. It is intended to help organizations understand where they stand compared to other high-performing organizations and identify best practices to improve strategic management maturity over time.
The document introduces the Strategic Management Maturity Model (SMMM), which was developed to help organizations assess the maturity of their strategic management capabilities. The SMMM evaluates performance across eight key dimensions of strategic management: leadership, culture and values, strategic thinking and planning, alignment, performance measurement, performance management, process improvement, and sustainability of strategic management. It is intended to help organizations understand where they stand compared to other high-performing organizations and identify best practices to improve their strategic management maturity over time.
500+ words are a good guideline to help you to be substantive enou.docxalinainglis
500+ words are a good guideline to help you to be substantive enough to provide a reasonable amount of interest and effort for this activity.
Spelling and grammar is also worth a significant portion of your grade. Do not overlook these important components.
Week 3 Discussion
As the Chief Human Resource Officer of Community State University, your legal team has just contacted you. They informed you that your organization has been selected to undergo a Federal I-9 audit. You decided to do a spot check on 5 random departments and noticed that numerous I-9’s was completed incorrectly. You only have one month before the auditors arrive to do an entire I-9 audit on over 100 departments and the president of the university expects a strategic plan on how to tackle this issue in 2 days.
For the first part of your post, briefly describe the immigration forms and documents needed to work in the United States. Research and review an I-9 Form and list the documents you would produce to establish legal U.S. status.
For the second part of your post, use Figure 2-1 Strategic Planning process for the Organization (Mathis, 2017, p. 44) to recommend a plan of action to correct the deficient forms described in the scenario above. Remember this plan will be presented to the University president, should include a short and long- term solution for the I-9 completion process.
For the third part of your post, analyze whether the I-9 Form and other documents are enough to establish legal status in the U.S. and are adequate protection for employers. Justify one additional safeguard that could be added to protect the employer from unknowingly hiring an illegal immigrant.
Human Resource Management, 15th Edition
CHAPTER 2
Reference Information for textbook
Reference
Mathis, Robert L. Human Resource Management, 15th. (Edition) [Vital Source Digital Version]. Retrieved from http://www.bookshelf, vitalsourse.com/books/
I was not sure how much of this chapter you would need so I just furnished the whole chapter. I know that one part calls for pg. 44 to be used I could not copy any of the figures but I did get what kind it is so maybe you could find the charts online somewhere.
Strategic Planning process for the Organization
2-1 Organizational Strategic Planning
Strategic planning is the process of defining organizational strategy, or direction, and allocating resources (capital and people) toward its achievement. Successful organizations engage in this core business process on an ongoing basis. The strategic plan serves as the road map that gives the organization direction and aligns resources. The strategic planning process involves several sequential steps that focus on the future of the firm; Figure 2-1 shows these steps. (Mathis 44-45)
2-1a Strategy Formulation
The strategic planning cycle typically covers a three- to five-year time frame, although some firms conduct long-term planning that can cover 10 years or more. When formulating the strategi.
The document provides an overview of Deloitte's approach to talent strategies. It discusses key workforce trends, Deloitte's point of view on talent management, and a framework for developing talent strategies. The framework focuses on identifying business priorities, critical workforce segments, and implementing strategies around developing, deploying, and connecting talent. The document also provides examples of diagnostic tools and a sample prioritization roadmap that can be used to assess an organization's talent programs and identify improvement opportunities.
The document provides an overview of Deloitte's approach to talent strategies. It discusses key workforce trends, Deloitte's point of view on talent management, and a framework for developing talent strategies. The framework focuses on identifying business priorities, critical workforce segments, and implementing strategies around developing, deploying, and connecting talent. The document also provides examples of diagnostic tools and a sample prioritization roadmap that can be used to assess an organization's talent programs and identify improvement opportunities.
Human Capital Trends in the Insurance IndustryRon Arigo
This document discusses 10 human capital trends in the insurance industry, focusing on 4 areas: leading, engaging, reinventing, and reimagining. It summarizes that leadership is a top concern for the insurance sector due to regulatory changes and evolving customer needs. However, many insurance executives do not believe their leadership pipelines are prepared. It stresses the importance of developing leaders at all levels through strategies aligned with business goals, assessing candidates' capabilities, and sustainable leadership programs with executive support.
The document is a 23-page thesis on strategy formulation in multinational corporations deciding on expansions. It includes an abstract, keywords, introduction, literature review on strategic management and multinational corporations, and outlines the research methodology and conclusion. The literature review discusses definitions of strategic management and the strategic management process, including analysis, formulation, implementation, and evaluation. It also examines models of strategy formulation and discusses factors that influence multinational corporations' decisions to expand internationally such as access to new markets, resources, and avoiding trade barriers.
Notes for mba (strategic management) unit isnselvaraj
This document provides an overview of strategic management concepts and processes. It discusses:
1) The conceptual framework of strategic management, including how it has evolved from long-range planning to address rapid changes in business environments.
2) Key elements of strategic management like vision, mission, objectives, and the roles of top management in providing direction.
3) The strategic management process including analyzing internal/external environments, strategic choice, implementation involving structure and control, and feedback.
4) Examples are given to illustrate how organizations strategize to adapt to their environments through expansion, divestment, stability and other decisions.
This document provides an overview of a strategic market-based planning workshop. It discusses laying the groundwork for strategic planning, including conducting an environmental scan, preparing for strategic leadership by defining vision and values, and assessing change readiness. It then covers developing strategy, including evaluating the company using tools beyond a typical SWOT analysis to define strategic brand and positioning. Finally, it discusses implementation guidelines for aligning the organization. The workshop presented a three-step process for strategic planning focused on market-based considerations and leadership.
STRATEGIC INITIATIVES Aligning Business & HR Objectives With a.docxflorriezhamphrey3065
The document discusses strategic initiatives at two large companies, Prudential and Corning, to better align business and HR objectives. It describes how the companies link business imperatives like increasing productivity to talent strategies involving staffing adjustments and skills upgrading. The document also outlines initiatives to establish leadership benches and provide more value from HR through cost management strategies like reducing healthcare costs and outsourcing some HR functions.
Objectives, Goals, Strategy, Measurement and Tactics Process for Business Management. A communication methodology that links overall business strategy to an individuals goals and objectives.
Boardroom agenda for FY16-17: priorities and actionsBrowne & Mohan
Boardrooms are witnessing breakdown of business models in their industries and high unpredictability than what they are used to. Weak Chinese economic data, plunging commodity prices, rise and spread of Islamic state group (IS) and its attacks are posing new business challenges. In this presentation, Browne & Mohan consultants discuss what should be the priorities of the Board for the FY16-17 and how must they go about it to sustain the growth and relevance of the organization.
How to Turn Wasted Talent Into Killer LeadershipJohnny Russo
Ryma's May 11th webinar will be presented at noon EST by Si Alhir. In 2010, Ryma's Grandview community hosted a 3 part Tribal Leadership webinar series. Dave Logan’s, John King’s, and Halee Fischer-Wright’s Tribal Leadership is a proven transformational process and leadership model for fostering organizational health, which leverages natural groups to build thriving organizations by focusing on language and relationship structures within a culture.
Building bench strategic planning ceos executive successionPwC
Putting the right talent at the top is critical for boards and CEOs who need to ensure their companies thrive in today’s dynamically changing landscape. To compete and win, companies need to cultivate executive talent and teams that can recognize and seize strategic opportunities in constantly shifting conditions. Do you have a succession process that can put the right talent at the top?
A brief description of your employment historyYour career .docxsodhi3
A brief description of your employment history
Your career goals (both short and long term)
Tell me about a leader you look up to. This can be someone you know or don't know, famous or familiar to you, and can even be a TV/Movie character and does not need to real. Describe what this person does makes them your role model.
(My name is Danny Z. i'm a full time student )
.
A budget is a plan expressed in dollar amounts that acts as a ro.docxsodhi3
A budget is a plan expressed in dollar amounts that acts as a road map to carry out an organization’s objectives, strategies and assumptions. There are different types of budgets that healthcare organization use to manage its financial and managerial goals and obligations.
Discuss the difference between an operating budget and a capital budget. What are the steps in creating each budget?
At least 150 words; APA Format
.
This document provides a diagnostic tool to help HR and business leaders determine if restructuring is the appropriate solution to address business challenges or opportunities. The diagnostic involves interviewing functional and business unit leaders to assess challenges and goals. It then evaluates five potential root causes of performance issues: strategy, talent capabilities, rewards, processes, and structure. The responses are analyzed to identify the most pressing challenge, and action plans are provided to address non-structural issues. If structure is identified as the root cause, then restructuring should be considered.
The document discusses strategic management and outlines several key concepts:
1. Strategic management involves managerial decisions and actions to generate sustainable competitive advantage. It balances external opportunities and threats with internal strengths and weaknesses.
2. Effective strategies emerge over time through a process of trial and error, rather than being fully planned in advance. Managers must balance following intentional plans with adapting to changes.
3. In knowledge-based organizations, strategic management focuses on encouraging new ideas, awareness of the external environment, and social interaction, rather than top-down planning. The role of managers is to identify emerging order rather than direct it.
The document discusses workforce performance management (WPM) and Development Dimensions International (DDI) as a WPM vendor. It provides an overview of WPM, noting its benefits include improved strategy execution, employee engagement, performance management, and talent management. The document evaluates DDI's WPM capabilities, finding its strengths are in aligning goals with strategy, viewing employees holistically across their careers, providing consulting expertise, and facilitating change management.
This document discusses workforce performance management (WPM) and assesses Development Dimensions International's (DDI) capabilities in this area. It provides an overview of DDI, noting it is a global human resources consulting firm with expertise in talent selection, development and retention. The document examines DDI's strengths, including aligning organizational goals with strategy, viewing employees across their life cycle, and providing consulting expertise to implement WPM solutions and drive change. Case studies of DDI clients demonstrate how it has helped companies improve employee engagement and performance to better achieve strategic objectives.
The document introduces the Strategic Management Maturity Model (SMMM), which was developed to help organizations assess the maturity of their strategic management capabilities. The SMMM evaluates performance across eight key dimensions of strategic management: leadership, culture and values, strategic thinking and planning, alignment, performance measurement, performance management, process improvement, and sustainability of strategic management. It is intended to help organizations understand where they stand compared to other high-performing organizations and identify best practices to improve strategic management maturity over time.
The document introduces the Strategic Management Maturity Model (SMMM), which was developed to help organizations assess the maturity of their strategic management capabilities. The SMMM evaluates performance across eight key dimensions of strategic management: leadership, culture and values, strategic thinking and planning, alignment, performance measurement, performance management, process improvement, and sustainability of strategic management. It is intended to help organizations understand where they stand compared to other high-performing organizations and identify best practices to improve their strategic management maturity over time.
500+ words are a good guideline to help you to be substantive enou.docxalinainglis
500+ words are a good guideline to help you to be substantive enough to provide a reasonable amount of interest and effort for this activity.
Spelling and grammar is also worth a significant portion of your grade. Do not overlook these important components.
Week 3 Discussion
As the Chief Human Resource Officer of Community State University, your legal team has just contacted you. They informed you that your organization has been selected to undergo a Federal I-9 audit. You decided to do a spot check on 5 random departments and noticed that numerous I-9’s was completed incorrectly. You only have one month before the auditors arrive to do an entire I-9 audit on over 100 departments and the president of the university expects a strategic plan on how to tackle this issue in 2 days.
For the first part of your post, briefly describe the immigration forms and documents needed to work in the United States. Research and review an I-9 Form and list the documents you would produce to establish legal U.S. status.
For the second part of your post, use Figure 2-1 Strategic Planning process for the Organization (Mathis, 2017, p. 44) to recommend a plan of action to correct the deficient forms described in the scenario above. Remember this plan will be presented to the University president, should include a short and long- term solution for the I-9 completion process.
For the third part of your post, analyze whether the I-9 Form and other documents are enough to establish legal status in the U.S. and are adequate protection for employers. Justify one additional safeguard that could be added to protect the employer from unknowingly hiring an illegal immigrant.
Human Resource Management, 15th Edition
CHAPTER 2
Reference Information for textbook
Reference
Mathis, Robert L. Human Resource Management, 15th. (Edition) [Vital Source Digital Version]. Retrieved from http://www.bookshelf, vitalsourse.com/books/
I was not sure how much of this chapter you would need so I just furnished the whole chapter. I know that one part calls for pg. 44 to be used I could not copy any of the figures but I did get what kind it is so maybe you could find the charts online somewhere.
Strategic Planning process for the Organization
2-1 Organizational Strategic Planning
Strategic planning is the process of defining organizational strategy, or direction, and allocating resources (capital and people) toward its achievement. Successful organizations engage in this core business process on an ongoing basis. The strategic plan serves as the road map that gives the organization direction and aligns resources. The strategic planning process involves several sequential steps that focus on the future of the firm; Figure 2-1 shows these steps. (Mathis 44-45)
2-1a Strategy Formulation
The strategic planning cycle typically covers a three- to five-year time frame, although some firms conduct long-term planning that can cover 10 years or more. When formulating the strategi.
The document provides an overview of Deloitte's approach to talent strategies. It discusses key workforce trends, Deloitte's point of view on talent management, and a framework for developing talent strategies. The framework focuses on identifying business priorities, critical workforce segments, and implementing strategies around developing, deploying, and connecting talent. The document also provides examples of diagnostic tools and a sample prioritization roadmap that can be used to assess an organization's talent programs and identify improvement opportunities.
The document provides an overview of Deloitte's approach to talent strategies. It discusses key workforce trends, Deloitte's point of view on talent management, and a framework for developing talent strategies. The framework focuses on identifying business priorities, critical workforce segments, and implementing strategies around developing, deploying, and connecting talent. The document also provides examples of diagnostic tools and a sample prioritization roadmap that can be used to assess an organization's talent programs and identify improvement opportunities.
Human Capital Trends in the Insurance IndustryRon Arigo
This document discusses 10 human capital trends in the insurance industry, focusing on 4 areas: leading, engaging, reinventing, and reimagining. It summarizes that leadership is a top concern for the insurance sector due to regulatory changes and evolving customer needs. However, many insurance executives do not believe their leadership pipelines are prepared. It stresses the importance of developing leaders at all levels through strategies aligned with business goals, assessing candidates' capabilities, and sustainable leadership programs with executive support.
The document is a 23-page thesis on strategy formulation in multinational corporations deciding on expansions. It includes an abstract, keywords, introduction, literature review on strategic management and multinational corporations, and outlines the research methodology and conclusion. The literature review discusses definitions of strategic management and the strategic management process, including analysis, formulation, implementation, and evaluation. It also examines models of strategy formulation and discusses factors that influence multinational corporations' decisions to expand internationally such as access to new markets, resources, and avoiding trade barriers.
Notes for mba (strategic management) unit isnselvaraj
This document provides an overview of strategic management concepts and processes. It discusses:
1) The conceptual framework of strategic management, including how it has evolved from long-range planning to address rapid changes in business environments.
2) Key elements of strategic management like vision, mission, objectives, and the roles of top management in providing direction.
3) The strategic management process including analyzing internal/external environments, strategic choice, implementation involving structure and control, and feedback.
4) Examples are given to illustrate how organizations strategize to adapt to their environments through expansion, divestment, stability and other decisions.
This document provides an overview of a strategic market-based planning workshop. It discusses laying the groundwork for strategic planning, including conducting an environmental scan, preparing for strategic leadership by defining vision and values, and assessing change readiness. It then covers developing strategy, including evaluating the company using tools beyond a typical SWOT analysis to define strategic brand and positioning. Finally, it discusses implementation guidelines for aligning the organization. The workshop presented a three-step process for strategic planning focused on market-based considerations and leadership.
STRATEGIC INITIATIVES Aligning Business & HR Objectives With a.docxflorriezhamphrey3065
The document discusses strategic initiatives at two large companies, Prudential and Corning, to better align business and HR objectives. It describes how the companies link business imperatives like increasing productivity to talent strategies involving staffing adjustments and skills upgrading. The document also outlines initiatives to establish leadership benches and provide more value from HR through cost management strategies like reducing healthcare costs and outsourcing some HR functions.
Objectives, Goals, Strategy, Measurement and Tactics Process for Business Management. A communication methodology that links overall business strategy to an individuals goals and objectives.
Boardroom agenda for FY16-17: priorities and actionsBrowne & Mohan
Boardrooms are witnessing breakdown of business models in their industries and high unpredictability than what they are used to. Weak Chinese economic data, plunging commodity prices, rise and spread of Islamic state group (IS) and its attacks are posing new business challenges. In this presentation, Browne & Mohan consultants discuss what should be the priorities of the Board for the FY16-17 and how must they go about it to sustain the growth and relevance of the organization.
How to Turn Wasted Talent Into Killer LeadershipJohnny Russo
Ryma's May 11th webinar will be presented at noon EST by Si Alhir. In 2010, Ryma's Grandview community hosted a 3 part Tribal Leadership webinar series. Dave Logan’s, John King’s, and Halee Fischer-Wright’s Tribal Leadership is a proven transformational process and leadership model for fostering organizational health, which leverages natural groups to build thriving organizations by focusing on language and relationship structures within a culture.
Building bench strategic planning ceos executive successionPwC
Putting the right talent at the top is critical for boards and CEOs who need to ensure their companies thrive in today’s dynamically changing landscape. To compete and win, companies need to cultivate executive talent and teams that can recognize and seize strategic opportunities in constantly shifting conditions. Do you have a succession process that can put the right talent at the top?
A brief description of your employment historyYour career .docxsodhi3
A brief description of your employment history
Your career goals (both short and long term)
Tell me about a leader you look up to. This can be someone you know or don't know, famous or familiar to you, and can even be a TV/Movie character and does not need to real. Describe what this person does makes them your role model.
(My name is Danny Z. i'm a full time student )
.
A budget is a plan expressed in dollar amounts that acts as a ro.docxsodhi3
A budget is a plan expressed in dollar amounts that acts as a road map to carry out an organization’s objectives, strategies and assumptions. There are different types of budgets that healthcare organization use to manage its financial and managerial goals and obligations.
Discuss the difference between an operating budget and a capital budget. What are the steps in creating each budget?
At least 150 words; APA Format
.
A 72-year-old male with a past medical history for hypertension, con.docxsodhi3
A 72-year-old male with a past medical history for hypertension, congestive heart failure, chronic back pain, and diabetes is admitted to the hospital for hypotension suspected from a possible accidental overdose. What are the criteria for discharge? Explain the importance of utilizating hospital recommendations and teachings. List some meaningful community resources in the response.
.
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Code of Ethics: This is a synopsis of some of the most important ethical
considerations you need to be aware of as a professional in the real estate
industry.
Terminology:
Agency: The fiduciary relationship created between a principal and an agent whereby the agent
can act on behalf of the principle for certain transactions. Agency is usually created when the
principal signs a listing agreement to list their property for sale or a management contract to rent
a property for instance.
Agent: The broker or sales associate acting on behalf of the principal (see Agency)
Client: The person with whom the broker or sales associate has a legal contract to represent.
Customer: Is not contractually bound to the industry professional
Principal: Person who hires an agent to act on his or behalf.
Code of Ethics:
#1: The agent has a responsibility to promote the interests of their client(s) and treat all involved
in any real estate transaction in an honest and fair manner. They must disclose if they are a
dual agent (representing both buyer and seller in a transaction) or a designated agent
(represent either the buyer or seller depending on state law), or they are a limited representative
(will provide only certain duties in the transaction per state law).
#2: Agents must openly acknowledge to clients any personal interest they might have in any
transaction prior to showing a property; they must acknowledge any personal relationships
involved. Ex: Agent says, “I want to disclose to you before we look at it, that this property
belongs to is my brother and my sister in-law is his agent.”
#3: The Agent will not allow anyone that is not pre-authorized by the owner, to access the
property of the client.
#4: Never overstate benefits or attributes of a property or opportun.
a brief explanation of the effect of Apartheid in South Africa. Prov.docxsodhi3
a brief explanation of the effect of Apartheid in South Africa. Provide two specific examples that demonstrate how people adapted. Finally explain the impact and implications of the changes we have seen in recent years. Cite specific cases. Your original post must be no less than 600 words.
.
A 32-year-old female presents to the ED with a chief complaint of fe.docxsodhi3
A 32-year-old female presents to the ED with a chief complaint of fever, chills, nausea, vomiting, and vaginal discharge. She states these symptoms started about 3 days ago, but she thought she had the flu. She has begun to have LLQ pain and notes bilateral lower back pain. She denies dysuria, foul-smelling urine, or frequency. States she is married and has sexual intercourse with her husband. PMH negative.
Labs: CBC-WBC 18, Hgb 16, Hct 44, Plat 325, Neuts & Lymphs, sed rate 46 mm/hr, C-reactive protein 67 mg/L CMP wnl
Vital signs T 103.2 F Pulse 120 Resp 22 and PaO2
99% on room air. Cardio-respiratory exam WNL with the exception of tachycardia but no murmurs, rubs, clicks, or gallops. Abdominal exam + for LLQ pain on deep palpation but no rebound or rigidity. Pelvic exam demonstrates copious foul-smelling green drainage with reddened cervix and + bilateral adenexal tenderness. + chandelier sign. Wet prep in ER + clue cells and gram stain in ER + gram negative diplococci.
Develop a 1- to 2-page case study analysis, examining the patient symptoms presented in the case study. Be sure to address the following as it relates to the case you were assigned (omit section that does not pertain to your case, faculty will give full points for that section).
The sections that you are to omit are for the above case study are: 1. Explain why prostatitis and infection happen. Also explain the causes of systemic reaction, 2. Explain why a patient would need a splenectomy after a diagnosis of ITP, and 3. Explain anemia and the different kinds of anemia (i.e., micro and macrocytic).
In your Case Study Analysis related to the scenario provided, explain the following:
The factors that affect fertility (STDs).
Why inflammatory markers rise in STD/PID.
Why prostatitis and infection happens. Also explain the causes of systemic reaction.
Why a patient would need a splenectomy after a diagnosis of ITP.
Anemia and the different kinds of anemia (i.e., micro and macrocytic).
PLEASE ANSWER IN DETAIL ALL OF THE ABOVE
.
A 4 years old is brought to the clinic by his parents with abdominal.docxsodhi3
A 4 years old is brought to the clinic by his parents with abdominal pain and a poor appetite. His mother states, “He cries when I put him on the toilet.”
1. What other assessment information would you obtain?
2. What interventions may be necessary for this child?
3. What education may be necessary for this child and family?
Your responses must be at least 150 words total.
.
A 19-year-old male complains of burning sometimes, when I pee.”.docxsodhi3
A 19-year-old male complains of “burning sometimes, when I pee.” He is sexually active and denies using any contraceptive method. He denies other symptoms, significant history, or allergies.
From the information provided, list your differential diagnoses in the order of “most likely” to “possible but unlikely.”
.
A 34-year-old trauma victim, the Victor, is unconscious and on a.docxsodhi3
A 34-year-old trauma victim, the Victor, is unconscious and on a ventilator. He was admitted yesterday, and his condition remains critical. His religious affiliation is unknown; however, he has a tattoo of a crucifix.
What can the nurse do to assess and integrate spirituality into Victor’s care? If the family is in another state what can the nurse do to integrate the family into the care?
Your initial post must include a minimum of 300 words and include proper grammar, punctuation, and reference(s).
.
A 27-year-old Vietnamese woman in the delivery room with very st.docxsodhi3
A 27-year-old Vietnamese woman in the delivery room with very strong and closely spaced contractions. The baby was positioned a little high and there was some discussion of a possible c- section. Despite her difficulties, she cooperates with the doctor's instructions and labors in silence. The only signs of pain or discomfort were her look of concentration and her white knuckles.
· Should she be offered pain medication when she is not showing a high level of pain? Why or why not?
350 words
APA
.
A 25 year old male presents with chronic sinusitis and allergic .docxsodhi3
A 25 year old male presents with chronic sinusitis and allergic rhinitis.
Define adaptive vs. acquired immunity.
Discuss the genetic predisposition of allergens.
Describe the antigen-antibody response.
What is the pathology of sinusitis?
Expectations
Initial Post of Case Study:
Due: Saturday, 11:59 pm PT
Length: A minimum of 250 words, not including references
Citations: At least one high-level scholarly reference in APA from within the last 5 years
Peer Responses:
Due: Monday, 11:59 pm PT
Number: A Minimum of 2 to Peer Posts, at least one on a different day than the main post
Length: A minimum of 150 words per post, not including references
Citations: At least one high-level scholarly reference in APA per post from within the last 5 years
Discussion: Respond to Posts in Your Own Thread
.
A 500-700 word APA formatted PaperInclude 2 sources on your re.docxsodhi3
A 500-700 word APA formatted Paper
Include 2 sources on your reference page in addition to your textbook "
We the People
."
Select one issue area: CIVIL RIGHTS
Research which interest groups represent your issue area
Examine the membership and benefits of groups
Provide data on how much groups contribute to politicians
Discuss legislation the groups helped influence
Include reference page
Submit
your summary in APA format clicking on the assignment in Canvas and uploading your document. Be sure whichever assignment version you choose has an introduction, clear focus, conclusion, and references. Include a reference page for the video clip if that’s what you decide to prepare.
.
A 65-year-old obese African American male patient presents to his HC.docxsodhi3
A 65-year-old obese African American male patient presents to his HCP with crampy left lower quadrant pain, constipation, and fevers to 101˚ F. He has had multiple episodes like this one over the past 15 years and they always responded to bowel rest and oral antibiotics. He has refused to have the recommended colonoscopy even with his history of chronic inflammatory bowel disease (diverticulitis), sedentary lifestyle, and diet lacking in fiber. His paternal grandfather died of colon cancer back in the 1950s as well. He finally underwent colonoscopy after his acute diverticulitis resolved. Colonoscopy revealed multiple polyps that were retrieved, and the pathology was positive for adenocarcinoma of the colon.
Develop a 1- to 2-page case study analysis in which you:
Explain why you think the patient presented the symptoms described.
Identify the genes that may be associated with the development of the disease.
Explain the process of immunosuppression and the effect it has on body systems.
.
A 5-year-old male is brought to the primary care clinic by his m.docxsodhi3
A 5-year-old male is brought to the primary care clinic by his mother with a chief complaint of bilateral ear pain with acute onset that began “yesterday.” The mother states that the child has been crying frequently due to the pain. Ibuprofen has provided minimal relief. This morning, the child refused breakfast and appeared to be “getting worse.”
Vital signs at the clinic reveal HR 110 bpm, 28 respiratory rate, and tympanic temperature of 103.2 degrees F. Weight is 40.5 lbs. The mother reports no known allergies. The child has not been on antibiotics for the last year. The child does not have history of OM. The child is otherwise healthy without any other known health problems.
Physical examination reveals: Vital signsl HR 110 bpm, 28 respiratory rate, and tympanic temperature of 103.2 degrees F. Weight is 40.5 lbs. Bilateral TMs are bulging with severe erythematous. Pneumatic otoscopy reveals absent mobility. Ear canals are nomal.
After your questioning and examination, you diagnose this child with bilateral Acute Otitis Media.
.
92 S C I E N T I F I C A M E R I C A N R e p r i n t e d f r.docxsodhi3
92 S C I E N T I F I C A M E R I C A N R e p r i n t e d f r o m t h e O c t o b e r 1 9 9 4 i s s u e
ome creators announce their inventions with grand
éclat. God proclaimed, “Fiat lux,” and then flooded
his new universe with brightness. Others bring forth
great discoveries in a modest guise, as did Charles
Darwin in defining his new mechanism of evolu-
tionary causality in 1859: “I have called this principle, by which
each slight variation, if useful, is preserved, by the term Natur-
al Selection.”
Natural selection is an immensely powerful yet beautifully
simple theory that has held up remarkably well, under intense
and unrelenting scrutiny and testing, for 135 years. In essence,
natural selection locates the mechanism of evolutionary change
in a “struggle” among organisms for reproductive success, lead-
ing to improved fit of populations to changing environments.
(Struggle is often a metaphorical description and need not be
viewed as overt combat, guns blazing. Tactics for reproductive
success include a variety of nonmartial activities such as earlier
and more frequent mating or better cooperation with partners
in raising offspring.) Natural selection is therefore a principle of
local adaptation, not of general advance or progress.
Yet powerful though the principle may be, natural selection
is not the only cause of evolutionary change (and may, in many
cases, be overshadowed by other forces). This point needs em-
phasis because the standard misapplication of evolutionary the-
ory assumes that biological explanation may be equated with
devising accounts, often speculative and conjectural in practice,
about the adaptive value of any given feature in its original en-
vironment (human aggression as good for hunting, music and
religion as good for tribal cohesion, for example). Darwin him-
self strongly emphasized the multifactorial nature of evolu-
tionary change and warned against too exclusive a reliance on
natural selection, by placing the following statement in a max-
imally conspicuous place at the very end of his introduction: “I
am convinced that Natural Selection has been the most impor-
tant, but not the exclusive, means of modification.”
Reality versus Conceit
N A T U R A L S E L E C T I O N is not fully sufficient to explain evo-
lutionary change for two major reasons. First, many other caus-
es are powerful, particularly at levels of biological organization
both above and below the traditional Darwinian focus on or-
ganisms and their struggles for reproductive success. At the low-
est level of substitution in individual base pairs of DNA, change
is often effectively neutral and therefore random. At higher lev-
els, involving entire species or faunas, punctuated equilibrium
can produce evolutionary trends by selection of species based
on their rates of origin and extirpation, whereas mass extinc-
tions wipe out substantial parts of biotas for reasons unrelat-
ed to adaptive struggles of constituent species in “normal”
t.
a 100 words to respond to each question. Please be sure to add a que.docxsodhi3
a 100 words to respond to each question. Please be sure to add a question and answer a fellow student's question.
Q1. Mead argues that most human understanding of the "self" of animals is fallacious. What is his argument, please explain.
Q2. What does Lacan mean by the subject's assumption of the imago in the short excerpt from the Mirror Stage?
.
A 12,000 word final dissertation for Masters in Education project. .docxsodhi3
A 12,000 word final dissertation for Master's in Education project. A UK L7 writing.
Submitting the dissertation
The dissertation will be submitted online via
blackboard.
Presentation Style
Your research project needs to be clearly presented:
·
The front page should include your
name, project title (around 15 words), your supervisor’s name, the date it
was completed;
·
Work should be presented single
sided, in Arial, minimum font size 11 and be one and a half spaced;
·
A contents page detailing the section
and any tables/charts should be included;
·
Any quotes of less than 12 words
should be identified by quotation marks and kept as part of the paragraph text;
·
Quotes of 12 words and above should
be separated out from the text, indented on the left and right and be displayed
in italics (no quotation marks required);
·
All tables and charts should be
numbered appropriately and have a title;
·
Each section of your project should
be started on a new page;
·
All pages should be numbered;
·
Each section should be numbered (e.g.
1. Introduction) and any charts/graphs within the section should be numbered
accordingly. For example if you are writing about something in section 4.1 (the
first sub-section) then the first chart or graph would be 4.11. So charts and
graphs (if included) are numbered according to the section/sub-section.
Word limit
The project should be written up in
no more than 12,000
words
. This includes everything except the reference list, any appendices
and acknowledgements.
A
final checklist:
1.
Does
your abstract say succinctly what the project set out to do and what has been
found?
2.
Does
your contents page signpost chapter subheadings as well as chapter headings?
3.
Has
your introduction made clear the sub questions/objectives you are addressing in
this enquiry
4.
Is
a framework presented in your lit review chapter and a methodological approach
presented in your methodology chapter, and is it clear how this framework and
methodology inform your data collection, presentation of findings and
discussion and reflections? Have you discussed your positionality?
5.
Does
your discussion chapter relate closely to the data in your results chapter and
tie back to the literature in your literature review?
6.
Have
you answered your research questions?
7.
Have
you carefully considered any ethical implications of your research?
8.
Have
you included a signed, anonymised ethics form in the appendix?
9.
Does
your conclusion summarise what has been found out about the questions you set
yourself in your introduction?
10.
Have you kept to the 12,000 word
limit?
11.
Have you met
all
the assessment criteria?
M
odule
Bibliogr
a
p
h
y
Compulsory
reading:
B
r
y
m
an
,
A
.
(
20
1
6
)
.
S
o
ci
a
l
r
e
s
ea
r
ch
m
e
t
h
o
d
s
(
5
t
h
e
d
.
)
.O
x
f
o
rd
:
O
x
f
o
r
d
U
n
i
v
e
r
sity
P
r
e
ss.
Further optional reading
:
A
l
de
r
s
o
n
,
P
.
&
M
o
rr
o
w
,
V
.
(2
011
)
.
T
h
.
9/18/19
1
ISMM1-UC 752:
SYSTEMS ANALYSIS
Fall 2019 – Lecture 3
Instructor: Dr. Antonios Saravanos
Incremental Model
• Development and delivery of
functionality occurs in increments
• Works well when requirements are
known beforehand
• Projects are broken down into sub-
projects
Source: Project Management for IT-Related Projects (p.
18)
2
9/18/19
2
Incremental Cycle
Incremental Model
9/18/19
3
Iterative Model
• Ideal for situations where not all requirements are
known up front
• Need for development to begin as soon as possible
Source: Project Management for IT-Related Projects (p. 19)
5
Iterative Cycle
9/18/19
4
Iterative Model
Incremental vs. Iterative
• Incremental fundamentally means
add onto. Incremental development
helps you improve your process.
• Iterative fundamentally means re-
do. Iterative development helps you
improve your product.
9/18/19
5
• Is iterative and incremental the
same thing?
Incremental vs. Iterative
Source: http://www.applitude.se/images/inc_vs_ite.png
10
9/18/19
6
Iterative and Incremental Combined
A Simple Software Development Method
• Initial Planning
• Design
• Implementation
• Testing
Source: Making Things Happen: Mastering Project Management (p. 30)
12
n
9/18/19
7
Alistair Cockburn
• What’s Alistair’s take on Iterative vs. Incremental?
Incremental vs. Iterative
• in incremental development, you do each of those
activities multiple times … that is, you go around the
requirements – design – programming – testing –
integration – delivery cycle multiple times. You
“iterate” through that cycle multiple times. (“iterate” –
get it? sigh…)
• in iterative development, you also do each of those
activities multiple times … you go around the
requirements – design – programming – testing –
integration – delivery cycle multiple times. You
“iterate” through that cycle multiple times. By Gummy!
Both of those are “iterative” development! WOW!
9/18/19
8
Incremental vs. Iterative (cont’d)
• Of course, the $200,000 question is,
do you repeat the cycle “on the same
part of the system you just got done
with” or “on a new part of the
system”? How you answer that
question yields very different results
on what happens next on your
project.
Roles
• Product Owner (Business)
– Represents the customer
– Controls the product backlog
– Signs off on deliverables
• The Scrum Master
– Ensures scrum values are understood and kept
– Tracks progress and finds ways to overcome obstacles
• The Development Team
– The people actually responsible for delivering the system
– Self-organizing unit
– Members of the team are generalists not specialists
• Cross functional (Each member of the team knows all aspects of the
product that is being developed)
16
9/18/19
9
The Agile System Development Methodology
17
Manifesto for Agile Software Development
18
9/18/19
10
Manifesto for Agile Software Development
Source: http://www.applitude.se/images/inc_vs_i.
96 Young Scholars in WritingFeminist Figures or Damsel.docxsodhi3
96 | Young Scholars in Writing
Feminist Figures or Damsels in Distress?
The Media’s Gendered Misrepresentation
of Disney Princesses
Isabelle Gill | University of Central Florida
A gender bias seems to exist when discussing Disney princesses in entertainment media that could have
significant consequences for girls who admire these heroines. Prior research and my own extensions have
shown that modern princesses display almost equal amounts of masculine and feminine qualities; how-
ever, my research on film reviews shows an inaccurate representation of these qualities. These media
perpetuate sexist ideals for women in society by including traditionally feminine vocabulary, degrading
physical descriptions, and inaccuracies about the films, as well as syntax and critiques that trivialize the
heroines’ accomplishments and suggest the characters are not empowered enough. The reviews also
encourage unhealthy competition between the princesses and devote significantly more words to these
negative trends than to positive discussions. These patterns result in the depiction of the princesses as
more stereotypically feminine and weak than is indicated by the films themselves, which hinders the cre-
ation of role models for girls.
Despite significant strides women have made
toward combatting sexism in American
society, news and entertainment media rep-
resentations of women continue to be one of
the many obstacles left before reaching
equality. Numerous studies have identified
gender bias in the ways media represent
women (Fink and Kensicki; Niven and
Zilber; Shacar; Wood). Media tend to favor
representations of women who are “tradi-
tionally feminine” as well as not “too able,
too powerful, or too confident,” over more
complex representations (Wood 33). For
example, research by Janet Fink and Linda
Jean Kensicki shows that when media aimed
at both men and women discuss female ath-
letes, their focus is on sex appeal, fashion,
and family rather than athletic accomplish-
ment. Female scientists as well as female
members of Congress also fall victim to this
trend. Interviews with male scientists often
portray them as primarily professionals
while interviews with female scientists tend
to reference their professionalism while high-
lighting domesticity and family life (Shacar).
Similarly, media descriptions of the female
members of Congress focus on domestic
issues even though the congresswomen por-
tray themselves as having diverse interests
(Niven and Zilber). In sum, biased, gendered
representations of women are common in
various forms of media.
Media misrepresentation of women in
these ways can lead to significant social
consequences, such as reinforcing anti-
quated gender roles and diminishing the
perception of women’s impact on society
(England, Descartes, and Collier-Meek;
Fink and Kensicki; Graves; Niven and
Zilber; Shacar; Wood). Since media are
Gill | 97
Gill | 97
likely one of the most p.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
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How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
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How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
1. 767
CHAPTER 22
CRITICAL RESEARCH
ISSUES IN TALENT
MANAGEMENT
Rob Silzer
In general, research on talent management in organizations has
been limited (see Gubman, 1998; Lawler, 2008; Lewis &
Heckman,
2006), although much has been written about specifi c talent
man-
agement components such as recruiting, selection, and perfor-
mance management. Doing rigorous research in organizations is
challenging because of the complexity of fi eld research and the
limited ability to hold some variables constant while others are
studied. The fi eld also lacks agreement on the appropriate type
and
level of outcome measures to use.
Many of the previous chapters make suggestions for future
research in specifi c areas of talent management. This chapter
discusses the talent management areas that would benefi t from
further research investigation (see Table 22.1 ).
Key Strategic Links
At the beginning of this book, we identifi ed the key strategic
links
in how talent management can be ingrained in a business
2. organi-
zation. While business managers have generally developed
strong
links among the business environment, the business strategy,
and
business results, this process in the past has often bypassed
human
resource (HR) and talent management systems. Business
executives
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AN: 300763 ; Dowell, Ben E., Silzer, Robert Frank.; Strategy-
Driven Talent Management : A Leadership Imperative
Account: strayer.main.eds-live
768 Strategy-Driven Talent Management
and human resource professionals are increasingly likely to see
tal-
ent management as a core business process that has a major role
to play in linking business strategy to business results.
However, the
links between these business elements are not yet well
8. developed,
and many of them are relatively weak (see Figure 22.1 ).
A critical area for research is investigating these links and
identifying the factors that strengthen or weaken the links. We
probably have better insight into the link between a talent strat-
egy and talent programs and processes than for the other links
in Figure 22.1 . In this area, some HR and talent professionals
are
experienced and knowledgeable. But linking these at the front
and back end with business practices is a relatively new fi eld.
For
example, which changes in talent can directly result in strategic
gains for the company?
Key research questions are:
What is the most effective talent strategy for achieving a
particu-
lar business strategy? What key factors are most important to
con-
sider when choosing a talent strategy (such as talent
availability,
business conditions, business strategy time frame, or others)?
•
Table 22.1. Talent Management Areas That Need
Further Research
Strategic issues Key strategic links
Organizational talent strategy and
talent models
Talent as a driver of business strategy
9. Programs and processes Talent model for individuals
Talent programs and practices
Talent pools and differential
investment
Talent decisions
Outcomes and cultural issues Talent measures and
outcomes
Organizational acceptance
Talent expertise Talent management talent
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Critical Research Issues in Talent Management 769
How can we design the most effi cient and effective talent
programs and processes that have the greatest likelihood of
achieving a talent strategy?
How do we measure the impact of those talent programs and
practices on achieving the talent strategy, and if they are inef-
fective, what diagnostic process should we use to identify and
fi x the underlying problem?
How can we clearly understand the link between the suc-
10. cess of talent programs and processes and the achievement
of business results, achievement of the business strategy, and
organizational success? What processes and conditions con-
tribute to a stronger or weaker impact? What other variables
(such as product development and technology) also contrib-
ute to these outcomes, and how can we identify the indepen-
dent contribution of talent?
•
•
•
Figure 22.1. Strength of Key Strategic Talent Management
Links
Business
Strategy
Business
Environment
Talent
Strategy
Strategy-Driven
Talent Management
Processes
Strong
Weak
Moderate
11. Weak
Business
Results
Measurement
of Progress
Weak
Strong
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770 Strategy-Driven Talent Management
Organizational Talent Strategy and Talent Models
There has been some discussion in the HR profession regarding
talent strategies, but frequently this gets reduced to focusing on
specifi c talent programs and processes rather than choosing a
broad approach to talent. There needs to be a greater
understand-
ing of which broad talent strategies are most effective for
specifi c
business conditions and strategies. For example, Leslie W.
Joyce
(see Chapter 3 ) presents a buy, build, borrow, or bind model of
talent strategies and discusses the benefi ts of each. How can we
12. measure the effectiveness of each strategy, and when should an
organization switch talent strategies? Can we identify a talent
ROI
(return on investment) for each strategy (given specifi c objec-
tives and business conditions)? What impact do limited fi
nancial
resources or limited talent resources in a geographic location
have on talent strategy choice? Many organizations have a
broad
cultural bias for selection or development approaches. What
busi-
ness conditions favor one approach over the other? What are the
benefi ts and drawbacks of having a strong preference for one
over
the other, and how can we achieve the right balance?
Implementing and measuring the impact of various talent
strategies are also areas of interest. How do we operationalize
specifi c talent strategies in the most effi cient and effective
way?
Some companies have talent strategies or talent brands that are
well known. Do these talent brand strategies actually provide
some competitive advantage by attracting the desired talent, or
do they just provide marketing publicity? Most of the evidence
here is self - report survey data. How do we more objectively
mea-
sure the outcomes of a broad talent strategy and determine if the
strategy is successful? If the organization is not achieving its
busi-
ness goals, how do we know whether to change the talent
strategy
or just the specifi c programs?
In thinking about broad talent management models (see
Chapter 1 by Rob Silzer and Ben E. Dowell and Chapter 2 by
Marcia J. Avedon and Gillian Scholes), can we confi rm various
13. stages in the development of an effective talent management
sys-
tem? What evidence is there for the effectiveness of different
tal-
ent management models? What aspects of these models actually
provide the most sustainable competitive advantage?
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Critical Research Issues in Talent Management 771
Key research questions are:
What talent strategies are most effective, under what condi-
tions, and for which business objectives and strategies?
How can a talent strategy easily be converted into specifi c
programs and processes that are effective and effi cient?
Is there a single general model of talent management across
companies, or does it vary for different companies and busi-
ness conditions?
Talent as a Driver of Business Strategy
Many organizations now see their internal talent as a
competitive
advantage that is critically important for delivering on existing
business strategies. However, only a few see their internal tal-
ent as a major infl uence on driving or determining future busi-
ness strategies. How can organizations evaluate current talent
and build new business strategies around them? For example,
14. Capital One Financial leveraged its existing internal fungible
tal-
ent to pursue new businesses beyond the credit card industry.
Human Resources is now being encouraged to step up to these
opportunities and take a leadership role in shaping, rather than
just responding to, business strategies. In this regard, Human
Resources should be contributing to the company ’ s strategic
direction as much as fi nance and product development by lever-
aging current talent to identify new strategic directions.
Key research questions are:
How can we identify the strategic opportunities that existing
internal talent provides for the organization?
What are the talent characteristics and business conditions
that can be combined to create new strategic opportunities?
What role can human resources take to exert infl uence on
future business strategies?
Talent Model for Individuals
There has been a lot of emphasis on developing and imple-
menting talent programs and processes, but there needs to be
a greater understanding of the role of individual differences in
•
•
•
•
•
•
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772 Strategy-Driven Talent Management
program effectiveness. For example, what types of individuals
(based on personality, ability, and motivational differences)
ben-
efi t most from specifi c development interventions and learning
opportunities? What are the person versus treatment versus situ-
ation interactions? Why do some individuals respond better in
certain situations and not in others? How can we better match
an individual to an effective learning experience? What are the
core components and limits of talent fungibility (the ability to
perform a variety of functions)? Can we outline a talent model
for individuals based on individual differences that identify key
matches to the work situations and talent programs? How can an
individual ’ s talent best be sustained or leveraged? What
compe-
tencies or individual differences are foundational elements for
other more complex skills and abilities?
Key research questions are:
Can we develop a model of individual talent based on what
we know about individual differences?
How do individual differences infl uence the effectiveness of
talent programs and processes (for example, does age affect
learning ability in a development experience)?
What are the core components of fungibility in an individual,
16. and can we develop and nurture those characteristics in people?
Talent Programs and Practices
Designing and implementing talent systems, programs, and
prac-
tices in an organization raises questions about:
How to choose programs
How to link them to the underlying strategies
How to design programs to refl ect the situation and business
conditions
How to implement and manage a program so it remains con-
sistent with the original objectives
How to integrate various talent programs and processes
First, we need research that identifi es which programs and
practices are most effective for specifi c purposes and
conditions.
•
•
•
•
•
•
•
•
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Critical Research Issues in Talent Management 773
For example, when is starting a campus recruiting program or
an apprentice program a good talent choice? How is the choice
driven by the underlying business strategy? How simple or com-
prehensive does the talent approach need to be? When would
a straightforward recruiting program be suffi cient over an
approach that includes recruiting, development, compensation,
and retention components? When is it better to invest in a selec-
tion strategy over a development strategy?
Programs and processes may need to refl ect the organizational
culture, the business climate, and often the local geographic
cul-
ture. How can they be designed to refl ect these without losing
program effectiveness? Which program aspects can vary, and
which are essential to include? What is the necessary and suffi -
cient level of design complexity to be effective?
Implementation issues are often ignored after the program
developers have moved on to another project. How can
programs
and processes be implemented to best meet the original
objectives?
What periodic talent program reviews or updating are needed to
make sure the program continues to meet those objectives over
time? How can the program be designed to minimize the
adminis-
trative resources that are needed but still maximize the
outcomes?
18. Talent management integration is often cited as something
that is important to achieve. What are the core characteristics of
integration across talent programs and processes? Can we mea-
sure the degree of integration? Can we demonstrate that greater
integration actually leads to more effective outcomes? How do
we
go about integrating existing programs, and what efforts bring
the greatest payoff?
Often talent strategies discuss specifi c programs and outcomes
but often seem to skip over discussing the specifi c
characteristics
of the talent involved. For example, a talent strategy might be
to
buy talent from the outside at above-market compensation rates,
but how does this differentially apply to different talent groups?
Some groups or individuals are likely to be more responsive to
compensation inducements than others (for example, customer
service representatives versus medical researchers). What are
the
key talent differences that make them more or less responsive to
different programs and processes? How does a program need
to adapt to the specifi c talent group?
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774 Strategy-Driven Talent Management
19. Key research questions are:
How can we make the best choices on which talent programs
and processes to use to achieve specifi c business and talent
strategies?
How can programs be adapted to refl ect local norms, situ-
ational factors, and business conditions without losing
effectiveness?
How can programs be managed over time to remain consis-
tent with the original program objectives?
How important is it to integrate talent programs and prac-
tices, and how can that be effi ciently done?
How much do individual or group talent differences affect
the effectiveness of a program?
Talent Pools and Differential Investment
Currently there is great interest in the use of talent pools, such
as
high - potential talent, to identify and develop strategic talent.
But
we have little research on the effectiveness of talent pools and
how they are identifi ed and nurtured.
How do we know which talent groups in an organization are
critical to achieving strategic objectives? Can we demonstrate
that
certain characteristics, such as hard - to - replace talent,
actually
matter? Perhaps “ rare and hard to imitate ” talent (Barney,
2001) is
only a competitive advantage for a certain period of time before
a competitor leapfrogs over that advantage to reframe the com-
petition and capture a different type of talent. How long is spe-
cialized talent sustainable as a competitive advantage?
High - potential talent pools (see Chapter 5 by Rob Silzer and
20. Allan H. Church) are so popular that in some organizations they
seem to be an unquestioned talent program with little underly-
ing thought and few clear objectives. What are the key
character-
istics of someone who is high potential? Can these
characteristics
be developed to increase a person ’ s likelihood that he is seen
as
a high potential? How can we measure the outcomes and ben-
efi ts of this program beyond just comparing promotional rates
(a confounded variable)? How early in an individual ’ s career
can
you identify her as a high - potential individual?
•
•
•
•
•
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Critical Research Issues in Talent Management 775
How can we evaluate the usefulness of differential invest-
21. ment in talent? We should defi ne and be able to measure the
tal-
ent return on investment for a specifi c investment in talent.
How
should we make decisions on where to invest? What impact does
differential investment have on the talent who get the resources
and the other employees who don ’ t? What is the impact on
orga-
nizational outcomes?
The composition of talent pools also needs further study.
Typically organizations annually look for the best high -
potential
candidates for a specifi c talent pool but give little thought to
what mix of talent or what number of individuals is needed.
What combination of talent (potential level, performance mix,
career stage) should be identifi ed to have a sustainable talent
pool over time?
What organizational resources should be included in the dif-
ferential investment in talent? Are some investments (for
example,
compensation level, development experiences, or career
advance-
ment) more effective with certain individuals or at different
career
stages or in certain geographies? How much investment is suf-
fi cient? When does a particular investment provide diminishing
returns? What is the appropriate level of talent investment to
max-
imize returns?
Key research questions are:
How do we accurately identify the critical, strategic talent
pools?
22. What are the core characteristics of being high potential, and
how early can they be identifi ed in individuals? Can these
characteristics be developed?
Can we measure the talent return on investment of differen-
tial investments in talent pools? What level and what type of
investment is the most effi cient and effective?
What is the ideal mix of talent in a talent pool in order to
have sustainable talent?
Talent Decisions
In the past, decisions regarding talent typically have been
based on
personal observations and experience. Often the most senior
per-
son in the room made the fi nal call about an individual.
However,
•
•
•
•
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776 Strategy-Driven Talent Management
we know that this type of decision making often has great
23. potential
for errors (Dawes, 1988; Hastie & Dawes, 2001; Tichy &
Bennis,
2007). How can we build a decision - making process regarding
tal-
ent that is data based and effective? Do we need to construct a
talent decision - making science, as Boudreau and Ramstad
(2007)
have suggested, or can we improve the talent decisions by intro-
ducing objective decision - making techniques (Dawes, 1988;
Hastie
& Dawes, 2001) into the process? How can we improve the
qual-
ity of each decision and also improve the overall decision -
making
process in the organization? What are the most important deci-
sion - making characteristics to include (such as making
decisions
based on objective data, getting others involved in the
decisions,
or focusing on the avoidance of typical decision errors)?
Key research questions are:
How can we improve the quality and effectiveness of talent
decisions?
Can well - known decision - making techniques signifi cantly
improve these decisions?
How important is it to fi rst improve the quality and rigor of
the talent data?
How easily can managers and leaders learn and adopt these
techniques?
What outcome measures can we use to provide feedback to
deci-
sion makers on the quality and effectiveness of their decisions?
24. Talent Measures and Outcomes
Most organizations now stick to basic talent metrics, such as
turn-
over and time to fi ll a position, if they measure talent outcomes
at all. These measures are very broad and may not be directly
relevant to the specifi c talent programs and processes. There is
emerging interest in developing more useful and precise talent
metrics (see Chapter 12 by John C. Scott, Steven G.
Rogelberg,
and Brent W. Mattson). But what are the right outcome mea-
sures for talent management systems, programs, and practices?
How do we measure achievement of program objectives, talent
strategies, and business strategies?
Most current measures are either subjective or based on very
general information. Can we develop more rigorous, relevant,
•
•
•
•
•
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25. Critical Research Issues in Talent Management 777
and objective measures that also parcel out the infl uence of
other related factors such as business and economic conditions?
What are those other infl uential factors? How can we
accommo-
date the dynamic nature of many talent programs and processes
and still get a sound outcome measure?
The organizational level of the measure is also important. What
are the complexities and limitations of measuring talent
manage-
ment effectiveness against broad organizational performance?
What is the best organizational level to establish these metrics:
organization-wide, business unit, department, work group, or
spe-
cifi c talent group? Are some organizational performance
criterion
measures, such as profi t margin, inappropriate to use because
of
the complex set of variables that can have an impact on them?
How rigorous do the measures need to be? What measure-
ment standards, such as reliability and validity, should we insist
on following in developing these measures? What type of data
and data analysis capabilities are needed to provide high -
quality,
objective talent data? At what point does a focus on data
analysis
interfere with sound judgment?
How important is it to have a solid underlying model of talent
management to guide the interpretation of the outcome results?
How can outcome measures be most useful in guiding future tal-
ent decisions?
26. Key research questions are:
What are the most useful and precise talent measures?
Can we develop outcome measures that are objective and rig-
orous but still useful?
At what levels in the organization should we measure talent
outcomes and over what period of time?
Should we rely on objective data - based outcome results or
should they be interpreted using an underlying model of
organizational talent as a guide?
Organizational Acceptance
Several chapters have noted the need for a cultural mindset for
talent (see Chapter 1 by Rob Silzer and Ben E. Dowell ) or a
tal-
ent stewardship (see Chapter 2 by Marcia J. Avedon and
Gillian
Scholes) in order to have a highly effective talent management
•
•
•
•
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778 Strategy-Driven Talent Management
27. system. Also mentioned is the importance of installing talent
management as a core business practice (see Chapters 1 and 2
as
well as Chapter 9 by Ben E. Dowell). These assume an
organization-
wide acceptance of talent management.
This raises some important issues. What are the organizational
readiness factors for gaining this broad acceptance? Are some
organizations more ready than others? How critical is CEO sup-
port for establishing talent management as both a cultural mind-
set and a core business practice? Is CEO support necessary and
suffi cient? How do you introduce, communicate, and embed
these organizational values? How do you maintain them over
time? Do they require constant support and communication?
What are the early signs that organizational acceptance is
declin-
ing? Once accepted, what actions does an organization need to
take to maintain acceptance? What is the impact of changing the
allocation of resources to talent management?
Key research questions are:
What are the key characteristics of a cultural mindset in
practice?
How can an organization introduce this concept, and are some
organizations more ready than others than others to accept it?
What factors, such as CEO support, are needed to embed a
talent mindset in an organization?
How can talent management get accepted as a core business
practice? Is CEO endorsement and active support enough?
How do you measure the impact of having a talent mindset in
the organization?
Talent Management Talent
28. Over the years, HR professionals working in the area of talent
have moved from being specialists in specifi c talent areas, such
as
staffi ng or training and development, to broader roles in
manage-
ment development and leadership development. More recently
they have broadened their roles even further by working in
orga-
nizational development or as an HR consultant to a business
unit.
Now some of them are being asked to step up to an even broader
role as a talent director (or maybe in the future to chief talent
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Critical Research Issues in Talent Management 779
offi cer) for a business unit. This requires knowledge (and
prefera-
29. bly experience) in the full range of talent programs and
processes
but also an understanding of talent and business strategies and
busi-
ness in general. They will need to be partners with the senior
business executive much as a chief fi nancial offi cer is today.
These broader roles require talent professionals to have both
a broader and a deeper background, which raises several ques-
tions that HR will need to address. How can an HR professional
gain this breadth and depth? What individual characteristics
(skills, abilities, motivations) are needed to operate effectively
as
a chief talent offi cer? Will they need to gain line management
experience to fully understand the connection between business
strategy, talent management, and business performance?
Key research questions are:
How can we fully describe this broader and deeper talent
management role?
What skills, abilities, and motivations are needed to be effec-
tive in this critical role?
How early in their careers can we identify individuals with
potential for these roles?
Should organizations develop a program for high - potential
talent offi cers similar to ones found in fi nance, to build this
critical talent pool?
Conclusion
A large number of questions regarding the effectiveness of tal-
ent management still need to be addressed. The most important
priority may be to study how talent management efforts can be
more directly linked to business strategies and outcomes. It is
challenging to do nonsurvey - based research on talent manage-
ment in organizations. But we need to fi nd new ways to study
30. these complex issues.
Readers are encouraged to review Chapter 12 on manag-
ing and measuring the talent management function for a bet-
ter understanding of talent management metrics. In addition,
relevant research issues have also been identifi ed in most of the
other chapters.
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780 Strategy-Driven Talent Management
References
Barney, J. B. (2001). Is the resource – based “ view ” a
useful perspective
for strategic management research? Yes. Academy of
Management
Review, 26 (1), 41 – 56.
Boudreau, J. W., & Ramstad, P. M. (2007). Beyond HR: The
31. new science of
human capital . Boston: Harvard Business School.
Dawes, R. M. (1988). Rational choice in an uncertain world .
Orlando, …
Running head: TALENT MANAGEMENT 1
TALENT MANAGEMENT 2
Talent Management in an Envision Organization- Space Age
Furniture Limited Company
University Affiliation
Name
Introduction
Organizations across the globe have been using different
systems and approaches to talent management. The development
of proper talent management strategies enhances growth and
development in an organization (Silzer & Dowell. 2010).
According to Burns and Dewhurst (2016), employees are the
backbone to the success of many companies. Investing in talent
management for-profit or non-profit making organization
32. increases efficiency in job performance from workers. It also
acts as a form of motivation which boosts employees’ morale
and in retaliation; the employees increase their inputs in the
company (Stephen et al., 2014). Space Age Furniture Limited is
an envisioned company purported to have 200 people and 20 of
them are identified as leaders. The company is meant for profit-
making. The essay aims at formulating talent management
strategies that would encompass the entire talent in the
organization. There will be an evaluation of talent management
strategies, determination of the key components in talent
management, an examination of how talent management strategy
creates competitive advantage to the company, and assessment
of how talent management strategy should change with doubling
of the organization in the next five to six years.
Formulation of a talent management strategy to encompass the
entire talent requirement of the organization
Strategy-Driven Talent management
One approach of talent management in the organization is to
evaluate if they add value to the performance of the business.
The effectiveness of talent management will be based on
whether there will be a positive impact of managing the talents
of the company (Silzer & Dowell, 2010, p. 746). According to
Silzer and Dowell (2010), talents should be designed to meet
businesses’ goals and objectives. The targeted talents should
also be adaptive to changes in business strategies due to several
factors such as a change in demand of the product or services,
new competitors in the market, technological advancement, and
mergers, among others (Silzer & Dowell, 2010).
Space Age Furniture Limited Company will be dealing with the
production of cabinets, TV stands, microwaves, beds, chairs,
among other home furniture. Application of strategy-Driven
talent management approach would suit this organization
because it deals with products that need to be upgraded with
changes in time and technology. The objective of the company
is to make quality products to fulfill customers’ needs. The use
of a strategy-driven approach to manage talent, in this case, will
33. assist in evaluating whether workers have talents that would
help to achieve the company’s goals and objectives. For
example, if a certain worker in Space Age Furniture portrays
designing talents, then the human resource department should
focus on nurturing this talent since it would be of great help in
the company. The company deals with products that require
different modifications to suit the values and preferences of a
variety of customers in the market. Such a talent should not be
overlooked but rather, the organization should invest in training
and development practices to increase the efficiency of
performance in such a worker (Jadhav, 2020).
Another business strategy that the company would evaluate to
determine the approach of talent management would be on its
values, vision, and mission. Space Age Furniture Limited
Company has values such as honesty, Kindness, hardworking,
and enthusiastic. In this case, where a team member(s) would
portray such values and leadership skills, then such talent
should be managed through different approaches. Leadership
skills and the ability to employ an ethical code of conduct
would help to take the company into greater heights. However,
where a team member would show talent in dancing or singing,
then using a strategy-driven approach to manage the talent in
the company would not fit in Space Age Furniture Limited
Company. The talents are useful but not in this particular
company since they would not help to achieve the set business
strategies or objectives in this particular firm.
Therefore, the company would not invest its resources to
nurture such talents in that it would incur expenses that would
not have returns to the company. The use of a strategy-driven
approach would help Space Age Furniture to focus on talents
that are useful and discard those that would not uplift the
company’s performance. The approach is appropriate in that it
is simple to use. Additionally, the approach of talent
management makes it easy for the company to engage workers
in recruitment processes that match their talents (Khoreva,
Vaiman & Zalk, 2017). It also helps in job division where
34. workers would be assigned duties based on their talents. The
technique increases the efficiency and effectiveness of job
performance (Silzer & Dowell, 2010).
Key components of talent management that is, identifying,
assessing, and managing talent
Identifying
Identifying is a key component of talent management.
According to Silzer and Dowell (2010), identification of talents
helps human resource management develop integration practices
that could help to improve skills on workers identified to have
useful talents. It would be difficult for HRM to improve
worker’s talents, where they have not been identified.
Identification involves different processes which include the
team members in the company should be indulged in certain
activities or undergo a recruitment process, and training
programs, among others. Through involvement in these
activities, supervisors, trainers, and managers will be able to
identify talent in certain workers.
Leaders are encouraged to always engage workers in different
activities in the companies as this would create a platform for
talent identification (Hughes, 2018). In Space Age Furniture
Limited Company, team members should be taken for
recruitment processes to provide them with the necessary skills.
The members should also be involved in practical activities
such as making tables, chairs, and other furniture. Through this
process, the company can manage to identify unique talent in
different workers and develop approaches to manage the talent.
Talents can be managed through consistent training,
encouragement, rewards, and appreciation. Workers who get
motivated for their hard work will tend to explore their talents
more and perform diligently in the firm.
Assessment
Assessment is a key component of talent management in
organizations. Assessment should be done by experts or highly
skilled professions in the company. The assessment process
involves managers or supervisors monitoring the performance of
35. workers in their duties (Jadhav, 2020). The supervisors or
managers will be able to assess how workers are utilizing their
talents. Where they make mistakes, the managers provide
guidelines and instructions to improve their talents. To
encourage the team members, the assessment process should be
conducted through observation of the ethical code of conduct
such as honesty, kindness, and politeness. Where the workers go
wrong, they should be rectified with love and appreciation of
their efforts ( Khovera, Vaiman & Zalk, 2017). Workers are
human beings with feelings and if they feel harassed or scolded
for making errors, they may be discouraged and lack the
motivation to nurture their talents (Burns & Dewhurst, 2016).
Talent development
The development of talents is a key component of talent
management in a firm. Talents can be developed through
opportunity provisions. For example, in the case of Space Age
Furniture Company, employees who portray skills in data
recording and good customers’ relation should be assigned
duties at the receptionist, receiving customers’ calls, replying to
customers’ emails and messages, and communicating to
customers when they visit the shop(Sener et al., 2015).
To develop talent, the company should not force workers to
perform in areas they show little or no skills. The examination
of workers' personalities is also crucial in talent development.
For example, where a team member has skills in decorating
items but is an introvert, such a worker should not be forced to
work in the marketing department on the verge of achieving
workers’ flexibility at work. Instead, the team member should
be encouraged to pursue decoration skills to boost his skills. In
most cases, introverts may not like marketing due to their nature
of wanting to be alone and reduce social contacts(Burns &
Dewhurst, 2016).
Examination of how talent management process is a strategy for
competitive advantage to the company
The talent management process is a strategy for competitive
advantage for the company in that workers’ performance
36. contributes to a high percentage of most of the businesses’
success. According to Jadhav(2020), companies that use
different approaches to manage talents in the organization have
a high rate of workers’ retention. The retention of workers in a
firm helps in working together in coordination and focusing to
achieve a certain goal together. In the case of Stage Age
Furniture Limited Company, the talent management process
would be a strategy that would have a competitive advantage for
the company in the market. Through talent management, the
company will invest in different programs to develop the
identified talents among its team members.
With 20 leaders, the company will manage to allocate these
leaders to different team workers to assess their talents and
recommend various ways such talents can be nurtured. In this
case, the firm will win its team members’ trust, and in return,
the workers are likely to be loyal to the company ( Seren et al.,
2015). The workers will retaliate through hard work and
increasing the rate of input to the company. In the long-run,
Space Age Furniture is more likely to have a high competitive
advantage in the market. Customers will like the quality of
products made out of consistent training to the workers. The
workers will continue adding skills and learning the values of
the targeted customers to produce products that match these
values. The company will win a variety of customers through
this strategy.
Assessing how talent management strategy should change with
anticipation of the company doubling in the next five to six
years
Talent management strategy should be changed where the
company would double in the next five or six years. With the
growth of the company, it is anticipated that there will be more
job creation; an increase in the number of items manufactured
each day, and an increase in the level of data processed in the
company. In this case, an integrated talent management strategy
should be adapted. The strategy involves integration
coordination of processes, programs, and systems of talent
37. management to increase the ability of talent assessment,
identification, and development ( Silzer & Dowell, 2010). The
integration strategy will help HRM departments work together
and share talent management goals that fit the business strategy.
Since the number of employees would be large, HRM should
develop processes that could help the integration of workers in
training programs and focus on the identification of their talents
(Silzer & Dowell, 2010). The process would be cost-effective
for the company unlike where the organization would have to
develop talents at individual levels. Integration talent
management strategy will also create a platform to discuss
workers’ talents and mitigations that could help to encourage
them to pursue their passion. Human Resource Management
should use this strategy to discover talents at all levels from
senior workers to subordinate staff. The HRM management will
also manage to reward employees for their skills using this
approach.
Conclusion
In conclusion, talent management is crucial for all companies.
Through the talent management strategy, the company can focus
on developing talents that are useful to its business strategies.
Companies employ different components of talent management
such as identifying, assessing, and developing talent. The talent
management strategy can earn a company a competitive
advantage in the market. Space Age Furniture is an envisioned
company that looks forward to manufacturing furniture and
home appliance such as microwaves. The application of a
strategy-driven talent management approach can help the
company identify appropriate talents that could help in the
growth and development of the company.
The strategy-driven approach of talent management will help
the company invests in developing talents that would help in
achieving the company’s set goals and objectives. With the
anticipation of doubling of the company in the next five to six
years, Space Age Furniture Limited Company could shift to
integration strategy of talent management. The process will help
38. in the coordination of different departments and communicating
about talents identified from different team members. The
method will help to plan training practices for different workers
that show similar talents. The initiative will be cost-effective to
the company and help in consideration of all workers in the
firm.
References
Paul Burns, Jim Dewhurst. (2016). Small Business and
Entrepreneurship. Hampshire: Palgrave .
Violetta Khoreva, Vlad Vaiman, Maarten Van Zalk. (2017).
Talent management practice effectiveness: investigating
employee perspective. Journal of business management , 0142-
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Hughes, C. (2018). The Role of HRD in Using Diversity
Intelligence to Enhance Leadership Skill Development and
Talent Management Strategy . Page 4, Available at:
https://doi.org/10.1177/1523422318778016.
Jadhav, S. (2020). A Literature Review of Conceptual
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Stephen Job, Zhang Y., Duysters G. & Cloodt M. (2014). The
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