The document discusses talent management challenges at Urban Behavior, a fast-growing apparel retailer. An interview with an assistant manager revealed that while the company effectively identifies and acquires talent, high-performing employees often leave for career advancement opportunities. This talent retention issue, exacerbated by internal conflicts between current and prospective employees, presents a challenge to the company's talent management program. Effective talent management strategies are needed to motivate and develop internal talent to reduce employee turnover.
The document discusses talent management, defining it as attracting, developing, and retaining employees to meet organizational needs. It outlines the purpose of talent management as developing leaders internally and maximizing performance. Benefits include retaining top talent, better hiring, understanding employees, and professional development decisions. The talent management process involves workforce planning, recruiting, onboarding, performance management, training, succession planning, compensation, and critical skills gap analysis. Recent trends in talent management include increased competition for talent, greater use of technology, focus on employer branding, promoting internal talent, and addressing population changes.
The document discusses talent management, defining it as attracting, developing, and retaining employees to meet organizational needs. It outlines the purpose of talent management as developing leaders internally and maximizing performance. Benefits include retaining top talent, better hiring, understanding employees, and professional development decisions. The talent management process involves workforce planning, recruiting, onboarding, performance management, training, succession planning, compensation, and critical skills gap analysis. Recent trends in talent management include increased competition for talent, greater use of technology, focus on employer branding, promoting internal talent, and addressing population changes.
Right Quarterly 2nd quarter 2013: Career DevelopmentChris Jones
This document summarizes a client success story where Right Management helped a large Australian financial institution implement a career development initiative for employees. The financial institution was working towards its 2017 workforce plan, which would change the working environment for one of its divisions.
Right Management created and implemented a career development program to help employees adapt to this change. The program aimed to build coaching capabilities in people leaders and equip employees with skills to make their own career decisions. It also sought to align employee development with future corporate needs while developing career agility. The initiative included creating an online career portal and conducting career conversations between managers and employees.
The document is a project report submitted to the Indian Institute of Planning and Management on talent management at IBM. It includes an abstract that discusses the importance of talent management for organizations in today's competitive environment. It outlines the objectives of studying talent management's impact on organizational productivity at IBM. The report contains sections on IBM's company profile, the research methodology used including primary and secondary data collection, a literature review on talent management, and a questionnaire used in the study. The findings from the questionnaire indicate that talent management increased productivity at IBM through job alignment, talent identification and development. Effective talent management practices like rewards, training and performance appraisal ensured IBM had a skilled, motivated workforce. Challenges in implementing talent management related to job alignment
This document is a student assignment on the topic of talent management. It includes an introduction to talent management, the need for talent management, challenges in talent management, the role of HR, and examples of talent management practices at Accenture and Infosys. The conclusion discusses future trends in integrated talent management.
Data-Centered Talent Management Is A Must For Sustainable Success!aNumak & Company
The skills gap has expanded as a result of new technology. Artificial intelligence (AI), data, and advanced analytics all necessitate people working successfully and ethically alongside and managing machines. Talent management planning should help establish and then support an organization's ideal path, whether it's through recruiting, training (including an evaluation and skilling effort), the external market, or an ecosystem partner.
Customers and employees alike want more effort, responsibility, and transparency, therefore diversity and inclusion must remain a top concern. Because research continues to show that a more diverse workforce produces better business results, personnel management strategies should track the progress of DEI programmes and encourage additional action. This includes managing a multigenerational workforce, eliminating unconscious bias in recruiting and the employee life cycle, and evaluating candidates based on their potential rather than their resumes.
This document provides an overview of the key points in a career development plan for an individual named Amanda who aims to become the director of human resources in 10 years. The plan outlines developing new skills through certification and mentorship programs. It recommends Amanda obtain an Associate Safety Professional certification within 5 years to gain experience and knowledge required for career advancement. The plan also suggests a three-tier mentorship program involving employees at different career stages to help Amanda develop a broad set of skills and understand expectations for more advanced positions. The overall goal of the plan is to help Amanda achieve her career objectives through skill development, experience gain, and leadership opportunities.
The document discusses talent management, defining it as attracting, developing, and retaining employees to meet organizational needs. It outlines the purpose of talent management as developing leaders internally and maximizing performance. Benefits include retaining top talent, better hiring, understanding employees, and professional development decisions. The talent management process involves workforce planning, recruiting, onboarding, performance management, training, succession planning, compensation, and critical skills gap analysis. Recent trends in talent management include increased competition for talent, greater use of technology, focus on employer branding, promoting internal talent, and addressing population changes.
The document discusses talent management, defining it as attracting, developing, and retaining employees to meet organizational needs. It outlines the purpose of talent management as developing leaders internally and maximizing performance. Benefits include retaining top talent, better hiring, understanding employees, and professional development decisions. The talent management process involves workforce planning, recruiting, onboarding, performance management, training, succession planning, compensation, and critical skills gap analysis. Recent trends in talent management include increased competition for talent, greater use of technology, focus on employer branding, promoting internal talent, and addressing population changes.
Right Quarterly 2nd quarter 2013: Career DevelopmentChris Jones
This document summarizes a client success story where Right Management helped a large Australian financial institution implement a career development initiative for employees. The financial institution was working towards its 2017 workforce plan, which would change the working environment for one of its divisions.
Right Management created and implemented a career development program to help employees adapt to this change. The program aimed to build coaching capabilities in people leaders and equip employees with skills to make their own career decisions. It also sought to align employee development with future corporate needs while developing career agility. The initiative included creating an online career portal and conducting career conversations between managers and employees.
The document is a project report submitted to the Indian Institute of Planning and Management on talent management at IBM. It includes an abstract that discusses the importance of talent management for organizations in today's competitive environment. It outlines the objectives of studying talent management's impact on organizational productivity at IBM. The report contains sections on IBM's company profile, the research methodology used including primary and secondary data collection, a literature review on talent management, and a questionnaire used in the study. The findings from the questionnaire indicate that talent management increased productivity at IBM through job alignment, talent identification and development. Effective talent management practices like rewards, training and performance appraisal ensured IBM had a skilled, motivated workforce. Challenges in implementing talent management related to job alignment
This document is a student assignment on the topic of talent management. It includes an introduction to talent management, the need for talent management, challenges in talent management, the role of HR, and examples of talent management practices at Accenture and Infosys. The conclusion discusses future trends in integrated talent management.
Data-Centered Talent Management Is A Must For Sustainable Success!aNumak & Company
The skills gap has expanded as a result of new technology. Artificial intelligence (AI), data, and advanced analytics all necessitate people working successfully and ethically alongside and managing machines. Talent management planning should help establish and then support an organization's ideal path, whether it's through recruiting, training (including an evaluation and skilling effort), the external market, or an ecosystem partner.
Customers and employees alike want more effort, responsibility, and transparency, therefore diversity and inclusion must remain a top concern. Because research continues to show that a more diverse workforce produces better business results, personnel management strategies should track the progress of DEI programmes and encourage additional action. This includes managing a multigenerational workforce, eliminating unconscious bias in recruiting and the employee life cycle, and evaluating candidates based on their potential rather than their resumes.
This document provides an overview of the key points in a career development plan for an individual named Amanda who aims to become the director of human resources in 10 years. The plan outlines developing new skills through certification and mentorship programs. It recommends Amanda obtain an Associate Safety Professional certification within 5 years to gain experience and knowledge required for career advancement. The plan also suggests a three-tier mentorship program involving employees at different career stages to help Amanda develop a broad set of skills and understand expectations for more advanced positions. The overall goal of the plan is to help Amanda achieve her career objectives through skill development, experience gain, and leadership opportunities.
Dear Readers
I have taught this course to my students of MBA-VI trimester pursuing their majors in HRM at IMS Unison University, Dehradun (India). The contents in this comprehensive presentation have been taken (majorly) from the book titled TALENT MANAGEMENT: A CONTEMPORARY PERSPECTIVE, edited by Prof. Mamta Mohapatra and Prof. Swati Dhir. I am hopeful to express that it will be beneficial to both academics as well as scholars aspiring to teach/understand the fundamentals of Talent Management. Wishing you all the best and happy learning!
Warm regards
Nishant Chaturvedi
[Uploaded on 11th July 2022]
Close to 80% of organizations surveyed believe that benchmarking talent improves workplace quality and workforce quality. Benchmarking is used by organizations for performance assessments, hiring, and retaining employees. It helps make processes like hiring and performance reviews more objective. However, some organizations face challenges in benchmarking talent due to lack of resources and expertise, as well as cultural variations.
Every organization needs inventory for smooth running of its activities. It serves as a link between production and distribution processes. The investment in inventories constitutes the most significant part of current assets/working capital in most of the undertakings. Thus, it is very essential to have proper control and management of inventories. The purpose of inventory management is to ensure availability of materials in sufficient quantity as and when required and also to minimize investment in inventories. Raw materials, goods in process and finished goods all represent various forms of inventory. Each type represents money tied up until the inventory leaves the company as purchased products. Because of the large size of the inventories maintained by firms, a considerable amount of funds is required to be committed to them.
It is therefore absolutely imperative to manage inventories efficiently and effectively in order to avoid unnecessary investments. A firm neglecting the management of inventories will be jeopardizing its long run profitability and may fail ultimately. The reduction in excessive inventories carries a favorable impact on the company’s profitability.
The study starts with an introduction to inventory management, Company’s profile, Achievements and also the need for study, review of literature and objectives are set out for the study. Research methodology, Data analysis & Interpretation, Findings and Suggestions of the study follow.
One of the main areas of the project is the analysis part, where the data are analyzed & interpreted, to find out how the inventories were managed. Some of the tools used in inventory are regarding to:
Economic Order Quantity
Safety Stock
FSN Analysis
Trend Analysis and
Inventory Turnover Ratio.
Competency Mapping: A Strategic Hr Tool towards Effective Skill Mapping In Gl...inventionjournals
This document discusses competency mapping as a strategic HR tool. It defines competency mapping as identifying the key competencies required for jobs and roles within an organization. This allows organizations to incorporate competencies into processes like recruitment, training, and performance evaluation. Competency mapping is important for determining training needs and improving employee performance. It helps employees understand their strengths and areas for development. The document also examines the importance of competency mapping in industries and its role in developing a skilled workforce to achieve organizational goals.
1. The document discusses talent acquisition and management in social organizations. It focuses on how social organizations can effectively attract, recruit, and retain talent despite constraints like lower salary structures.
2. It outlines different approaches to talent acquisition, including building an agile function, strong employer branding, leveraging social media, and using metrics to improve performance. New technologies are also changing how organizations source candidates.
3. Managing the fundamentals of networking, technology, and marketing is key to the talent acquisition process. Onboarding is also important for integrating new employees. The conclusion emphasizes that an open talent management system allows organizations to access skills flexibly.
The document discusses recruitment and selection of employees. It begins by stating that recruitment should be preceded by analyzing the job requirements and determining if replacement is necessary. It describes selection as "buying" an employee, so poor selection can be very expensive. It lists some common sources of recruitment like internal promotion, careers officers, advertising. It discusses the application process and importance of checking qualifications and health. It describes different interview formats and techniques to aid in selection like testing for aptitudes, attainments, intelligence. The key aspects are analyzing job needs, considering internal candidates, checking applications thoroughly, and using various interview techniques and tests to select the best candidates.
Career management practices and programmers
Many companies today are struggling with how to meet employee expectations regarding career development and advancement opportunities at a time when organizations are delayering and growth in the U.S. has slowed. In order to address this concern, E. L. Goldberg & Associates has collected career
management benchmark information and best practices from 34 organizations, representing a wide variety of industries. A supplemental study collected data from 75 professionals regarding how they define career success. Results indicate a significant shift in defining success in terms of intrinsic satisfiers versus the traditional more objective measures of success.
The benchmarking results reveal a major call to action for employers. Employees’ perceptions of career development and opportunities is frequently one of the lowest rated items on employee surveys, and research shows this is one of the top predictors of employee engagement. Despite this fact most companies subscribe to a philosophy of career self-reliance, essentially abdicating their responsibility for career management, leaving it up to the employee to figure out.
E. L. Goldberg & Associates believes that organizations can be more proactive in career management holding managers more accountable for understanding their employees’ career aspirations and educating employees on their career options. In addition, managers need to devote time to creating challenging opportunities that will contribute to individual career growth and development. This report outlines several best practices that participating companies utilize to facilitate career
management with both high-potential employees and the broader employee population.
These practices can have an impact on changing employees perceptions as two of the more innovative companies in this study reported that they created greater retention and career development satisfaction by providing people with development experiences versus simply a promotion. It is time for organizations to change their career management philosophies and become a more proactive partner in helping employees build their career.
The global marketplace and ever-changing workforce have created the need for organizations to engage human resources practices that recognize their human capital as their major competitive advantage. In fact, the current trends emphasize the growing demand for effective, creative recruitment and retention initiatives. Most human resources executives will cite the need to stay competitive with these initiatives as one of their biggest challenges. One of the basic principles to assist with this challenge is to embrace proactive and strategic career management practices that can provide you with a strong foundation for gaining a competitive edge.
Highlights
• A majority of survey respondents indicated that they define career success as being engaged in c
The document discusses the evolution of networking and its importance. It contains opinions from experts who define networking as the art of building business relationships through an engaging personality. Networking allows individuals to gain information, advice, and referrals that can boost their career. In today's connected world, networking is an important way to develop new contacts and relationships that provide business benefits. While networking in western countries focuses on expanding knowledge and connections, networking in India is still more confined to using personal contacts for work or business opportunities.
The document discusses several articles from various publications about talent acquisition and assessment of soft skills for social media experts. It provides details from interviews with Madhur Ramani of Stratum Consulting and Deepika Pillai of Xavient India on how companies evaluate soft skills through benchmarking competencies, 360 degree feedback, and tools to analyze skills gaps. Both experts emphasize the importance of soft skills like accountability, cooperation and flexibility. The document also outlines growing opportunities and demand for social media analysts from companies in various sectors.
Problems encountered by selected manpower agency in metro manila:an assessmentMairesh Deang
The document discusses problems encountered by manpower agencies in Metro Manila. It begins with background information on manpower agencies and their role in matching employers to employees. Common problems include a lack of flexibility in work schedules and worker resistance to rigidity. The study aims to determine these problems by surveying 50 employees from selected manpower agencies. It will analyze the demographic profile of respondents and identify the key problems as well as actions taken to address them. The findings could benefit agency owners, job seekers, researchers and future researchers. The scope is limited to manpower agencies in Metro Manila.
This document discusses talent identification and management. It defines talent management as attracting, integrating, developing, and retaining skilled workers to meet business objectives. Companies shift responsibility for employees from HR to all managers. Talent management helps companies maximize returns on employee investments by understanding each employee's strengths, weaknesses, and how to leverage their talents. It can improve employee morale, enhance efficiency, and lower expenses by promoting from within.
This document outlines emerging roles in recruiting that provide opportunities for career growth beyond traditional recruiting roles. It describes several new roles including Director of Recruiting Strategy who ensures recruiting maintains a competitive advantage; Director of Recruiting Programs and Program Managers who strategize and oversee recruiting initiatives; and Talent Acquisition/Marketing Manager who shapes employer brand perceptions. These roles demonstrate recruiting is becoming more strategic, technology-centric, and brand-focused.
Essay On HRMD 651 Onboarding AssignmentHeidi Maestas
The document discusses onboarding processes and issues that can arise. It presents a case study about ABC Inc., where Monica is hired as the new director of training and is tasked with implementing an onboarding program. She meets with Carl, who has been put in charge of orientation. Carl assures Monica that orientation is ready, but he lacks experience and the program is disorganized when launched. Issues arise from a lack of planning, documentation, and clear responsibilities that undermine the goals of onboarding to integrate new employees.
This document provides an overview of recruitment and selection processes at Denave India Pvt Ltd. It discusses the importance of recruitment, factors affecting recruitment, theories and policies related to recruitment and selection. It also describes various sources of recruitment including internal and external sources. The document highlights the relationship between recruitment and other HR activities and compares centralized versus decentralized approaches to recruitment. Finally, it discusses merits and demerits of recruiting from within versus outside the organization.
This document provides an acknowledgement and overview of a project conducted at Bajaj Allianz Life Insurance Company. It thanks various individuals who provided guidance and support. It outlines the objectives of better understanding attrition causes to help with employee retention. It also aims to evaluate current retention measures and identify opportunities for improvement. The executive summary notes that a focus on retention is important given costs of replacement and impacts to productivity. It indicates the company is working to understand attrition causes to enhance management in that area and help with employee retention.
Global companies are facing challenges from volatility, diversity, and rapid technological change. This requires innovative human resource management practices to develop skills in employees and align human capital with business strategies. New techniques like the People Capability Maturity Model evaluate employee performance and maturity. Training programs are also evaluated through models like Kirkpatrick's to ensure learning outcomes are met. HR analytics has emerged to measure how HR activities impact business outcomes, helping companies develop strategic workforce plans. Innovation is crucial for companies to gain competitive advantages and sustain success in this dynamic environment.
A STUDY ON TALENT MANAGEMENT AND ITS IMPACT ON EMPLOYEE RETENTION IN SELECTED...IAEME Publication
The goal of this study was to see how talent management affected employee retention in the selected IT organizations in Chennai. The fundamental issue was the difficulty to attract, hire, and retain talented personnel who perform well and the gap between supply and demand of talent acquisition and retaining them within the firms. The study's main goals were to determine the impact of talent management on employee retention in IT companies in Chennai, investigate talent management strategies that IT companies could use to improve talent acquisition, performance management, career planning and formulate retention strategies that the IT firms could use. The respondents were given a structured close-ended questionnaire with the 5 Point Likert Scale as part of the study's quantitative research design. The target population consisted of 289 IT professionals. The questionnaires were distributed and collected by the researcher directly. The Statistical Package for Social Sciences (SPSS) was used to collect and analyse the questionnaire responses. Hypotheses that were formulated for the various areas of the study were tested using a variety of statistical tests. The key findings of the study suggested that talent management had an impact on employee retention. The studies also found that there is a clear link between the implementation of talent management and retention measures. Management should provide enough training and development for employees, clarify job responsibilities, provide adequate remuneration packages, and recognise employees for exceptional performance.
Recruitment and Selection Summer Internship Project ReportRahul Maheshwari
The document provides a summary of an internship project on recruitment and selection processes at Videocon Industries Limited. It includes an introduction to the company and internship details. The objectives of the study are to understand Videocon's recruitment and selection procedures, identify areas for improvement, and analyze HR factors. As an intern, the individual's job duties involve supporting recruitment tasks like file updates, written exam coordination, and assisting new employees. The recruitment process involves needs assessment, candidate identification and screening, interviews, and onboarding. Overall, the environment is positive but some areas could be improved like expanding space for written exams.
The document discusses the recruitment and selection process at 2 COMS Consultancy where the author completed their internship. It provides an overview of the company and outlines the objectives of the study which were to understand and analyze the recruitment procedures and identify areas for improvement. The key functions of human resources including recruitment, training, and development are also summarized.
This document outlines Vandana Narwal's work experience, education, skills, and contact information. She has over 3 years of experience in roles such as lending agent, cashier, warehouse associate, and sports leader. Her education includes a Post Baccalaureate Diploma in Human Resource Management from Kwantlen Polytechnic University and a Bachelor of Arts with Psychology Honors from Punjab University. Her key skills include recruitment, performance management, training, communication, and leadership.
Vandana Narwal provides her contact information and summarizes her skills and experiences. She has a post baccalaureate diploma in human resource management from Kwantlen Polytechnic University in Canada and degrees in English and psychology from Panjab University in India. Her work experience includes roles in warehousing, sports coaching, cashier, sales, and front staff management. She is a highly motivated individual with skills in time management, problem solving, creativity, and leadership.
Dear Readers
I have taught this course to my students of MBA-VI trimester pursuing their majors in HRM at IMS Unison University, Dehradun (India). The contents in this comprehensive presentation have been taken (majorly) from the book titled TALENT MANAGEMENT: A CONTEMPORARY PERSPECTIVE, edited by Prof. Mamta Mohapatra and Prof. Swati Dhir. I am hopeful to express that it will be beneficial to both academics as well as scholars aspiring to teach/understand the fundamentals of Talent Management. Wishing you all the best and happy learning!
Warm regards
Nishant Chaturvedi
[Uploaded on 11th July 2022]
Close to 80% of organizations surveyed believe that benchmarking talent improves workplace quality and workforce quality. Benchmarking is used by organizations for performance assessments, hiring, and retaining employees. It helps make processes like hiring and performance reviews more objective. However, some organizations face challenges in benchmarking talent due to lack of resources and expertise, as well as cultural variations.
Every organization needs inventory for smooth running of its activities. It serves as a link between production and distribution processes. The investment in inventories constitutes the most significant part of current assets/working capital in most of the undertakings. Thus, it is very essential to have proper control and management of inventories. The purpose of inventory management is to ensure availability of materials in sufficient quantity as and when required and also to minimize investment in inventories. Raw materials, goods in process and finished goods all represent various forms of inventory. Each type represents money tied up until the inventory leaves the company as purchased products. Because of the large size of the inventories maintained by firms, a considerable amount of funds is required to be committed to them.
It is therefore absolutely imperative to manage inventories efficiently and effectively in order to avoid unnecessary investments. A firm neglecting the management of inventories will be jeopardizing its long run profitability and may fail ultimately. The reduction in excessive inventories carries a favorable impact on the company’s profitability.
The study starts with an introduction to inventory management, Company’s profile, Achievements and also the need for study, review of literature and objectives are set out for the study. Research methodology, Data analysis & Interpretation, Findings and Suggestions of the study follow.
One of the main areas of the project is the analysis part, where the data are analyzed & interpreted, to find out how the inventories were managed. Some of the tools used in inventory are regarding to:
Economic Order Quantity
Safety Stock
FSN Analysis
Trend Analysis and
Inventory Turnover Ratio.
Competency Mapping: A Strategic Hr Tool towards Effective Skill Mapping In Gl...inventionjournals
This document discusses competency mapping as a strategic HR tool. It defines competency mapping as identifying the key competencies required for jobs and roles within an organization. This allows organizations to incorporate competencies into processes like recruitment, training, and performance evaluation. Competency mapping is important for determining training needs and improving employee performance. It helps employees understand their strengths and areas for development. The document also examines the importance of competency mapping in industries and its role in developing a skilled workforce to achieve organizational goals.
1. The document discusses talent acquisition and management in social organizations. It focuses on how social organizations can effectively attract, recruit, and retain talent despite constraints like lower salary structures.
2. It outlines different approaches to talent acquisition, including building an agile function, strong employer branding, leveraging social media, and using metrics to improve performance. New technologies are also changing how organizations source candidates.
3. Managing the fundamentals of networking, technology, and marketing is key to the talent acquisition process. Onboarding is also important for integrating new employees. The conclusion emphasizes that an open talent management system allows organizations to access skills flexibly.
The document discusses recruitment and selection of employees. It begins by stating that recruitment should be preceded by analyzing the job requirements and determining if replacement is necessary. It describes selection as "buying" an employee, so poor selection can be very expensive. It lists some common sources of recruitment like internal promotion, careers officers, advertising. It discusses the application process and importance of checking qualifications and health. It describes different interview formats and techniques to aid in selection like testing for aptitudes, attainments, intelligence. The key aspects are analyzing job needs, considering internal candidates, checking applications thoroughly, and using various interview techniques and tests to select the best candidates.
Career management practices and programmers
Many companies today are struggling with how to meet employee expectations regarding career development and advancement opportunities at a time when organizations are delayering and growth in the U.S. has slowed. In order to address this concern, E. L. Goldberg & Associates has collected career
management benchmark information and best practices from 34 organizations, representing a wide variety of industries. A supplemental study collected data from 75 professionals regarding how they define career success. Results indicate a significant shift in defining success in terms of intrinsic satisfiers versus the traditional more objective measures of success.
The benchmarking results reveal a major call to action for employers. Employees’ perceptions of career development and opportunities is frequently one of the lowest rated items on employee surveys, and research shows this is one of the top predictors of employee engagement. Despite this fact most companies subscribe to a philosophy of career self-reliance, essentially abdicating their responsibility for career management, leaving it up to the employee to figure out.
E. L. Goldberg & Associates believes that organizations can be more proactive in career management holding managers more accountable for understanding their employees’ career aspirations and educating employees on their career options. In addition, managers need to devote time to creating challenging opportunities that will contribute to individual career growth and development. This report outlines several best practices that participating companies utilize to facilitate career
management with both high-potential employees and the broader employee population.
These practices can have an impact on changing employees perceptions as two of the more innovative companies in this study reported that they created greater retention and career development satisfaction by providing people with development experiences versus simply a promotion. It is time for organizations to change their career management philosophies and become a more proactive partner in helping employees build their career.
The global marketplace and ever-changing workforce have created the need for organizations to engage human resources practices that recognize their human capital as their major competitive advantage. In fact, the current trends emphasize the growing demand for effective, creative recruitment and retention initiatives. Most human resources executives will cite the need to stay competitive with these initiatives as one of their biggest challenges. One of the basic principles to assist with this challenge is to embrace proactive and strategic career management practices that can provide you with a strong foundation for gaining a competitive edge.
Highlights
• A majority of survey respondents indicated that they define career success as being engaged in c
The document discusses the evolution of networking and its importance. It contains opinions from experts who define networking as the art of building business relationships through an engaging personality. Networking allows individuals to gain information, advice, and referrals that can boost their career. In today's connected world, networking is an important way to develop new contacts and relationships that provide business benefits. While networking in western countries focuses on expanding knowledge and connections, networking in India is still more confined to using personal contacts for work or business opportunities.
The document discusses several articles from various publications about talent acquisition and assessment of soft skills for social media experts. It provides details from interviews with Madhur Ramani of Stratum Consulting and Deepika Pillai of Xavient India on how companies evaluate soft skills through benchmarking competencies, 360 degree feedback, and tools to analyze skills gaps. Both experts emphasize the importance of soft skills like accountability, cooperation and flexibility. The document also outlines growing opportunities and demand for social media analysts from companies in various sectors.
Problems encountered by selected manpower agency in metro manila:an assessmentMairesh Deang
The document discusses problems encountered by manpower agencies in Metro Manila. It begins with background information on manpower agencies and their role in matching employers to employees. Common problems include a lack of flexibility in work schedules and worker resistance to rigidity. The study aims to determine these problems by surveying 50 employees from selected manpower agencies. It will analyze the demographic profile of respondents and identify the key problems as well as actions taken to address them. The findings could benefit agency owners, job seekers, researchers and future researchers. The scope is limited to manpower agencies in Metro Manila.
This document discusses talent identification and management. It defines talent management as attracting, integrating, developing, and retaining skilled workers to meet business objectives. Companies shift responsibility for employees from HR to all managers. Talent management helps companies maximize returns on employee investments by understanding each employee's strengths, weaknesses, and how to leverage their talents. It can improve employee morale, enhance efficiency, and lower expenses by promoting from within.
This document outlines emerging roles in recruiting that provide opportunities for career growth beyond traditional recruiting roles. It describes several new roles including Director of Recruiting Strategy who ensures recruiting maintains a competitive advantage; Director of Recruiting Programs and Program Managers who strategize and oversee recruiting initiatives; and Talent Acquisition/Marketing Manager who shapes employer brand perceptions. These roles demonstrate recruiting is becoming more strategic, technology-centric, and brand-focused.
Essay On HRMD 651 Onboarding AssignmentHeidi Maestas
The document discusses onboarding processes and issues that can arise. It presents a case study about ABC Inc., where Monica is hired as the new director of training and is tasked with implementing an onboarding program. She meets with Carl, who has been put in charge of orientation. Carl assures Monica that orientation is ready, but he lacks experience and the program is disorganized when launched. Issues arise from a lack of planning, documentation, and clear responsibilities that undermine the goals of onboarding to integrate new employees.
This document provides an overview of recruitment and selection processes at Denave India Pvt Ltd. It discusses the importance of recruitment, factors affecting recruitment, theories and policies related to recruitment and selection. It also describes various sources of recruitment including internal and external sources. The document highlights the relationship between recruitment and other HR activities and compares centralized versus decentralized approaches to recruitment. Finally, it discusses merits and demerits of recruiting from within versus outside the organization.
This document provides an acknowledgement and overview of a project conducted at Bajaj Allianz Life Insurance Company. It thanks various individuals who provided guidance and support. It outlines the objectives of better understanding attrition causes to help with employee retention. It also aims to evaluate current retention measures and identify opportunities for improvement. The executive summary notes that a focus on retention is important given costs of replacement and impacts to productivity. It indicates the company is working to understand attrition causes to enhance management in that area and help with employee retention.
Global companies are facing challenges from volatility, diversity, and rapid technological change. This requires innovative human resource management practices to develop skills in employees and align human capital with business strategies. New techniques like the People Capability Maturity Model evaluate employee performance and maturity. Training programs are also evaluated through models like Kirkpatrick's to ensure learning outcomes are met. HR analytics has emerged to measure how HR activities impact business outcomes, helping companies develop strategic workforce plans. Innovation is crucial for companies to gain competitive advantages and sustain success in this dynamic environment.
A STUDY ON TALENT MANAGEMENT AND ITS IMPACT ON EMPLOYEE RETENTION IN SELECTED...IAEME Publication
The goal of this study was to see how talent management affected employee retention in the selected IT organizations in Chennai. The fundamental issue was the difficulty to attract, hire, and retain talented personnel who perform well and the gap between supply and demand of talent acquisition and retaining them within the firms. The study's main goals were to determine the impact of talent management on employee retention in IT companies in Chennai, investigate talent management strategies that IT companies could use to improve talent acquisition, performance management, career planning and formulate retention strategies that the IT firms could use. The respondents were given a structured close-ended questionnaire with the 5 Point Likert Scale as part of the study's quantitative research design. The target population consisted of 289 IT professionals. The questionnaires were distributed and collected by the researcher directly. The Statistical Package for Social Sciences (SPSS) was used to collect and analyse the questionnaire responses. Hypotheses that were formulated for the various areas of the study were tested using a variety of statistical tests. The key findings of the study suggested that talent management had an impact on employee retention. The studies also found that there is a clear link between the implementation of talent management and retention measures. Management should provide enough training and development for employees, clarify job responsibilities, provide adequate remuneration packages, and recognise employees for exceptional performance.
Recruitment and Selection Summer Internship Project ReportRahul Maheshwari
The document provides a summary of an internship project on recruitment and selection processes at Videocon Industries Limited. It includes an introduction to the company and internship details. The objectives of the study are to understand Videocon's recruitment and selection procedures, identify areas for improvement, and analyze HR factors. As an intern, the individual's job duties involve supporting recruitment tasks like file updates, written exam coordination, and assisting new employees. The recruitment process involves needs assessment, candidate identification and screening, interviews, and onboarding. Overall, the environment is positive but some areas could be improved like expanding space for written exams.
The document discusses the recruitment and selection process at 2 COMS Consultancy where the author completed their internship. It provides an overview of the company and outlines the objectives of the study which were to understand and analyze the recruitment procedures and identify areas for improvement. The key functions of human resources including recruitment, training, and development are also summarized.
This document outlines Vandana Narwal's work experience, education, skills, and contact information. She has over 3 years of experience in roles such as lending agent, cashier, warehouse associate, and sports leader. Her education includes a Post Baccalaureate Diploma in Human Resource Management from Kwantlen Polytechnic University and a Bachelor of Arts with Psychology Honors from Punjab University. Her key skills include recruitment, performance management, training, communication, and leadership.
Vandana Narwal provides her contact information and summarizes her skills and experiences. She has a post baccalaureate diploma in human resource management from Kwantlen Polytechnic University in Canada and degrees in English and psychology from Panjab University in India. Her work experience includes roles in warehousing, sports coaching, cashier, sales, and front staff management. She is a highly motivated individual with skills in time management, problem solving, creativity, and leadership.
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2. Table of Contents
PART 1...................................................................................................................................................3
Company Profile....................................................................................................................................3
Interview Summary...............................................................................................................................3
PART 2...................................................................................................................................................6
Introduction...........................................................................................................................................6
Analysis..................................................................................................................................................6
Recommendations .................................................................................................................................8
References............................................................................................................................................10
3. PART 1
Company Profile
Urban behavior is one of the fastest-growing apparel businesses. Currently, the business
is a sub-brand of Urban Planet and has grown by widening the range of its products. Today, the
company sells fashionable clothes for men and women, footwear as well as accessories for
teenage to young adult groups with affordability as their biggest advantage. This company was
founded in 1989 and is now owned by YM Inc. (Urban Behavior Careers and Employment, n.d.).
I chose this company because I am working there as a cashier and sales associate. As I
could reach her easily to get the interview, I decided to interview my assistant manager about the
talent management programs at the company.
Interview Summary
Name: Ritika Chhabra
Title: Assistant Manager
E-mail: chhabraritika51@gmail.com
The interview was conducted with Ritika Chhabra who is Assistant Manager at Urban
Behavior. She is in a managerial position and has the authority to lead a group of people, monitor
their performance and guide them in case of any discrepancies. She told me that she is also
assisting in the talent acquisition processes like recruitment, onboarding, and training tasks. So,
she has complete knowledge of various human resource practices and talent management
programs run by the company.
Now, at Urban behavior, Ritika had spent a total of 9 months and acquired great
knowledge about the company’s organizational values, target customers, number of employees,
4. cost management in human resources, and performance metrics. She shared her experience of
working in the retail business and leading a team with the authority to manage and guide them.
When asked about the company’s basic organizational structure, she said that the top-
level management is the main power that takes final decisions here. The employees work under
executives and managers and follow the assigned tasks. Each administrational region was
departmentalized like customer services, human resources, IT team, marketing team, and finance
team. There was moderate flexibility in job positions as employees could connect inter-
department and share the tasks too. This working culture has promoted interpersonal
relationships between the employees and their communication practices too.
Furthermore, I asked her about the talent acquisition strategy of the company as we know
that the labor market has been very competitive due to a shortage of skilled workforce. She also
agreed that talented staff is very hard to find in the current scenario as employment and literacy
rates are fluctuating too. Therefore, it is very hard to find high-performing candidates with work
experience and the right qualifications too. However, the company does have a recruitment
strategy in which the candidates are scored on the basis of different attributes like qualification,
experience, projects handled, etc. Once all the candidates are scored, they are arranged on the
basis of scores in descending order. The candidates with the highest scores further proceed with
interviews and selection processes. Moreover, there are different channels used by the company
to source talents like LinkedIn, indeed, and other sites. Once the manager analyzes which
sources are attracting high-performance clients, those are invested in again.
Now that we talked about acquiring talent, I asked her about the organizational strategies
to retain the talent and manage their skills so as to utilize them to their full potential. In response,
she told me that the talent management program at UB is not very complex as it includes
5. foundational practices of defining specific roles and responsibilities of each team member. For
example, in the product sales department, a staff member is assigned the role of a sales associate,
then he/she has complete knowledge about her tasks, deadlines, targets, the market they have to
cater and product knowledge. These things are expected from them and they must perform well
to get high-performance appraisals. However, she added that although motivating employees by
incentivizing them with good appraisals and specific team roles has been quite beneficial in
talent retention, the rate of top-performance employees leaving the company remained
significant. This number is a big challenge to the talent management program for the company.
She added that the performance metrics which are usually tracked by the company are customer
satisfaction, feedback, new clients added, costs associated, targets achieved, etc. These
qualitative as well as quantitative metrics help in keeping a track of employee performance and
talent management results which prove to be very resourceful at the time of assessing the
company’s promotional strategies.
Further, when asked about any other challenges that the company’s talent management is
facing, she insisted on telling me that overall, the company’s work culture is quite harmonious
and welcoming for new employees. communication practices and team building activities take
place frequently to maintain decorum, however, there is still a hidden conflict between internal
and external talent. The current employees constantly apply for top managerial positions in the
hopes of getting career advancement and higher compensation, however, the talent acquisition
strategy of the company follows the notion of hiring new talent and skills for top-performing
jobs by identifying such talent and potential. This is a minor issue at the company that has not
yet surfaced very clearly but is lingering behind the curtains for sure.
6. Overall, the experience of working at UB has been quite insightful and resourceful for
Ritika as she shares her learning journey too.
PART 2
Introduction
Talent management is a strategic process that involves practices aimed at acquiring,
developing, as well as managing the employees in an organization. There are various processes
involved in talent management such as workforce planning, employee development, career
guidance, heredity management, etc. (Cappelli & Keller, 2014). All these human resource (HR)
activities are responsible for finding the right person for the right job. However, there are certain
challenges that are faced by HR teams to develop talent management programs or conduct them.
Research suggests that the major issue revolves around individual identification suitable for the
role and their future attrition practices.
In this research article, based on the interview with Urban Behavior’s HR leader, a
specific challenge of talent management is discussed that is affecting the company’s current
organizational structure and talent dynamics. This challenge is found to be a common issue for
all retail businesses which is why it becomes crucial to address it and identify remedies for the
same.
Analysis
Urban Behavior (UB), a sub-group of Urban Planet, is one of the fastest-growing fashion
retailers in Canada. With a target audience of young adults and adolescents within the age group
16 to 24, the company has been offering uniquely styled and fair-priced fashion items like
clothes, footwear, and accessories (Urban Planet, n.d.). The company has an online presence
7. along with physical locations distributed all across the country, making it an evolving business
with the digital revolution.
Now, the interview with UB’s team leader suggests that the company has been successful
in identifying various talented and high-performance giving employees which is the major reason
for the company’s successful business model. However, despite maintaining its internal
employees, there are certain challenges that the company has to face and the primary one is
talent retention. Talent-Pool is the group of employees in an organization who have high
potential to perform well in strategic jobs and become future assets for the company. Employees
are assessed on the basis of their regular performance as well as their potential to fill the role in
strategic jobs rightly to be identified in the company’s talent pool. Nevertheless, retaining this
group of employees is a major task for employers. It was argued earlier that employee attrition is
due to their self-induced behavioral changes at the workplace, however, recent research suggests
that it is the lack of talent management practices that compel workers to take control of their
careers.
Due to disruptions in the retail industry, there have been many changes in their operating
model and client-customer relationships. Today, customers are getting more influenced by online
shopping experiences and demand extensive product knowledge from companies. Businesses are
adopting modern profit-generating models that integrate technology with innovation, like
subscription services, automatic replacement, etc. Moreover, low entry barriers and large-scale
market access have enhanced the competition to a very high level, thus making it very difficult to
not only hire digital talent but also ensure that they are developing and retaining within the
company. Research suggests that about 50% of global employers experience retention issues for
8. their top-performing employees and about 55% face challenges in retaining their high-potential
employees or the ones who have precise skills for the job (Cappelli & Keller, 2014).
Studies have also analyzed the reasons why top performers and high-potential candidates
become a part of voluntary turnover and the results show that high market exposure and
environmental shocks are the leading causes. The talent pool is aware of their skills and demand
in the market, due to which insufficiency of employers to assure them job security forces them to
think of other options even when they are not looking for it because companies themselves
approach them.
Moreover, there have been speculations that as the workforce is being populated with millennials
and Gen Z, the interest in retail jobs is decreasing. The new workforce feels that such jobs are
less engaging and rewarding than the jobs in other industries (Erickson, 2014). It is through
targeted efforts of internet-age retailers only who are making it possible to retain new talent by
valuing certain working principles like diversity, inclusion, social responsibility, and brand
reputation (Lobaugh et al., 2022). This difference between internet-age retailers and traditional
retailers has come across because the former has embedded agility and digital infrastructure into
their operating models whereas the latter were forced to adapt to this system. Thus, today’s retail
market needs to adopt a highly agile and visible talent-retaining system that can meet the
demands of a competitive and advanced workforce.
Recommendations
The analysis suggests that to have a competitive advantage in the retail industry,
significant changes in talent management practices need to be made that are targeted at
equipping organizations with the best talent and retaining them for strategic job positions
(Whysall et al., 2019). A few recommendations for achieving this goal are:
9. The idea that retail is a job and not a potential career is one of the root causes of the
talent retention challenges. The company needs to turn this situation into an opportunity
by investing in its employees’ learning, development, and compensation plans. This
includes defining clear roles and development opportunities, providing on-the-job
training to enhance product knowledge, and incentivizing and rewarding the employees
for their value alignment with the company. These practices will ensure that the
employees’ perception of retail not being a growing career option will be changed.
Enhance employee engagement that ensures that company culture and brand connect
with the employee values. The new workforce wants to feel important and engaged, and
thus creating work relationships and activities that can enhance this will be beneficial for
the company.
10. References
Cappelli, P., & Keller, J. (2014). Talent Management: Conceptual Approaches and Practical
Challenges. Annual Review of Organizational Psychology and Organizational Behavior,
1(1), 305–331. https://doi.org/10.1146/annurev-orgpsych-031413-091314
Erickson, T. (2014, July 23). Today’s Top 10 Talent-Management Challenges. Harvard Business
Review. https://hbr.org/2008/06/todays-top-10-talentmanagement
Lobaugh, K., McElroy, T., & Sloan, N. (2022). Retail talent disrupted. Deloitte United States.
https://www2.deloitte.com/us/en/pages/consumer-business/articles/retail-talent-
disrupted.html
Whysall, Z., Owtram, M., & Brittain, S. (2019). The new talent management challenges of
Industry 4.0. Journal of Management Development, 38(2), 118–129.
https://doi.org/10.1108/jmd-06-2018-0181
Urban Behaviour Careers and Employment. (n.d.). Indeed.com.
https://www.indeed.com/cmp/Urban-Behaviour
Urban Planet. (n.d.). Urban Planet | Must Have Fashion, Prices You’ll Love. https://urban-
planet.com/