Running head: TALENT MANAGEMENT 1 TALENT MANAGEMENT 8 Assignment 3 Talent Management Strategy Salathea Brown HRM 532 – Talent Management Strayer University Dr. Daniel C. Frost August 14, 2017 All organizations, whether for profit or non-profit, require the right set of human resources to realize its vision and goals. Talent management, therefore, refers to the acquisition, development, and empowerment of human resources so that each in an organization reaches their optimal potential and performs at an optimal capacity. When human resources are well managed, developed and empowered, they become better regarding motivation and skills. The organization stands to operate with higher efficiency and productivity when talent is properly managed. This paper, therefore, seeks to explore specifics of talent management, including strategies, components and future modifications for a for-profit organization (Berger & Berger, 2010). Talent Management Strategy An organization that seeks to make a profit must take into account the aspect of efficiency. This is because profits can only be optimized if every employee is operating at an optimal level of productivity and effectiveness. With 200 employees 20 of whom are leaders, talent management strategy must be highly elaborate so that every department is improved at the end of the process. Below are elements of the best strategy such an organization should adopt. Talent management professionals must know what a team is looking for to tailor the process by this vision. More often than not, organizations fail to set a clear vision when hiring talent management professionals. The professionals end up gathering information through a survey of individual employees and making an inductive inference, which may combine conflicting views. The above-described organization must, therefore, use the success profile technique, which bases the talent management process about the business objectives. The talent expectations according to the success profile should include core competencies, personal attributes, knowledge requirements, and experience. An organization should, therefore, manage talent to strengthen its core competencies and improve on its weakness. To do so, the right combination of personal attributes, knowledge level and experience are necessary considerations (Farndale, Scullion, & Sparrow, 2010). Alignment of Talent Management Process to Business Strategy Once the organization has made it clear about what it requires regarding talent, the talent management process should be tailored to reflect the end goal in mind. The employees need to understand the purpose of the talent management process. According to Farndale, Scullion, and Sparrow (2010), the best way to communicate this mission is by ...

1. Running head: TALENT MANAGEMENT
1
TALENT MANAGEMENT
8
Assignment 3
Talent Management Strategy
Salathea Brown
HRM 532 – Talent Management
Strayer University
Dr. Daniel C. Frost
August 14, 2017
All organizations, whether for profit or non-profit, require the
right set of human resources to realize its vision and goals.
Talent management, therefore, refers to the acquisition,
development, and empowerment of human resources so that
each in an organization reaches their optimal potential and
performs at an optimal capacity. When human resources are
well managed, developed and empowered, they become better
regarding motivation and skills. The organization stands to
operate with higher efficiency and productivity when talent is
properly managed. This paper, therefore, seeks to explore
specifics of talent management, including strategies,
components and future modifications for a for-profit
organization (Berger & Berger, 2010).
Talent Management Strategy

2. An organization that seeks to make a profit must take into
account the aspect of efficiency. This is because profits can
only be optimized if every employee is operating at an optimal
level of productivity and effectiveness. With 200 employees 20
of whom are leaders, talent management strategy must be highly
elaborate so that every department is improved at the end of the
process. Below are elements of the best strategy such an
organization should adopt. Talent management professionals
must know what a team is looking for to tailor the process by
this vision. More often than not, organizations fail to set a clear
vision when hiring talent management professionals. The
professionals end up gathering information through a survey of
individual employees and making an inductive inference, which
may combine conflicting views.
The above-described organization must, therefore, use the
success profile technique, which bases the talent management
process about the business objectives. The talent expectations
according to the success profile should include core
competencies, personal attributes, knowledge requirements, and
experience. An organization should, therefore, manage talent to
strengthen its core competencies and improve on its weakness.
To do so, the right combination of personal attributes,
knowledge level and experience are necessary considerations
(Farndale, Scullion, & Sparrow, 2010).
Alignment of Talent Management Process to Business Strategy
Once the organization has made it clear about what it requires
regarding talent, the talent management process should be
tailored to reflect the end goal in mind. The employees need to
understand the purpose of the talent management process.
According to Farndale, Scullion, and Sparrow (2010), the best
way to communicate this mission is by aligning the process to
business objectives and goals. This will smoothen the process
and increase the responsiveness of the employees to the process.
Talent management involves some degree of change. Change is
often resisted unless people can relate to the objective of the
modification. Also, to successfully carry out the talent

3. management initiative, the business objectives are required to
drive the quality of the needed talent.
Hands on involvement of Talent Management Professionals
The mistake most organizations make is by bringing in complete
strangers to carry out the talent management process. The end
up getting engaged in round table conversations rather than
getting their hands on the process. For an organization with 20
leaders and 200 employees, the talent management team has to
include internal leaders so that every participant moves from
having a seat at the table to making the table (Farndale,
Scullion, & Sparrow, 2010). The bottom line is that the
professionals should be drawn from within, which helps in
ensuring that the team works as partners and trusted advisors.
The advantage of having stakeholders as part of the talent
management team is that the employees are more likely to
respond to familiar faces. Moreover, the dedication will be
higher, and the learning will run deeper into the organization
for future benefits (Farndale, Scullion, & Sparrow, 2010).
The motivational approach of the talent management strategy is
significant and broad too. The first method of effecting
motivational approach is by investing in the best performance to
inspire the rest to upgrade their performance. It will create a
sense of positive competition that will lead to talent growth in
the whole organization. Also, the strategy must factor in the
fact that the talent chain is only as strong as the weakest link. It
must, therefore, combine investment in best performers with the
empowerment of the most vulnerable to achieve collective
growth. Instead of looking at what needs to be done, the
strategy must focus on how what needs to be accomplished, can
be attained. Factors to consider include communication,
accountability, skills, alignment of strategies and talent
management and measurement of outcomes. In so doing,
employees require adjustment into the right jobs to bring out the
best of their abilities. These factors are very crucial since they
will determine the overall success of the process.
Components of Talent Management

4. Understanding of the organization’s current and future business
goals is the first element of talent management, which will help
in strategic employee planning by the organizational vision. In
so doing, the organization will be able to identify the talent
gaps. The second component will addresses how the talent gap
covered through the acquisition of talent (Farndale, Scullion,
Sparrow, 2010). The acquisition of talent should be informed by
the business objectives and talent gaps as indicated by
organizational goals. This component characterizes by accuracy
in the hiring and promotion of employees. Also, talent retention
features in this part since one of the greatest challenges
organizations face is employee turnover. Organizations should,
therefore, higher based on the suitability of an employee to
meet organizational talent demands.
The performance management component entails the alignment
of every acquired talent to the right role, which optimizes talent
growth and performance. When an employee is assigned a role
that suits their talent, the employee will perform at optimal
level. Also, they will be developing regarding skills and
abilities, which will help the organization to grow (Stahl,
Björkman, Farndale, Morris, Paauwe, Stiles, & Wright, 2012).
The fourth component is Learning and Motivation, which refers
to the acquisition of skills and information necessary for
knowledge accumulation and experience. Organizational
learning is one technique present in Transformational leadership
that promotes the development of an employee as well the
organization’s initiative. This growth has an attitudinal impact
on employees. Aligning this growth to organizational success
motivates employees and makes them realize how valuable they
are to an organization.
The fifth component is career development and employee
compensation. To manage talent, one must factor in all elements
that will ensure job satisfaction. When an employee is nurtured,
they will feel the difference in their capability. It helps in
giving them a sense of development and satisfaction with their
job. To further cement the positive outcome of employee career

5. development, compensation must come into play, which will
help in retaining required talent (Stahl, Björkman, Farndale,
Morris, Paauwe, Stiles, & Wright, 2012).
The last component of talent management is a Succession plan.
An organization must be aware of the talent it has. Also, it must
be aware of the crucial roles to the success of the team. The
knowledge should accompany the planning for the eventuality
of vacancies created by employees holding these positions,
which is what constitutes succession planning. Talent
management requires planning for any eventuality of a role
being left vacant for this is inevitable (Stahl, Björkman,
Farndale, Morris, Paauwe, Stiles, & Wright, 2012).
Talent Management Process and Competitive Advantage
An organization can achieve competitive advantage through
operational efficiency or technological superiority. Whatever
the case, the products or services must be superior so that an
organization acquires competitive advantage through quality
superiority or price superiority. This section seeks to discuss
how talent management helps organizations achieve competitive
advantage. Looking at the first case of superiority in product
quality, this can be achieved through motivated human
resources. Talent management helps in bringing out the best of
ability in employees, which is necessary for ensuring that
quality of products, and services, which are critical to the
acquisition of competitive advantage, are produced. Therefore,
this is an indication that indeed talent management is a great
way of acquisition of competitive advantage.
Looking at the second way of achieving competitive advantage,
the prices of services and products can become competitive with
efficiency. To achieve effectiveness and maintain low costs of
production, the employees must all operate at optimal capacity.
Organizational effectiveness is a direct product of talent
management. Therefore, organizations should be dedicated to
empowering employees so that each employee is well motivated
to give optimal output. When all employees are motivated
enough, costs of production become weak, which helps in

6. keeping prices low and attracting higher demand for products.
Overall, competitive advantage can be achieved by having the
best talent that will produce quality products. Also, the low
prices attract higher demand which leads to higher market
share. To achieve quality and cost effectiveness, organizational
efficiency and commitment are necessary, which depends
heavily on talent management.
Change of Strategy in Anticipation of Organizational Expansion
The primal goal of the business venture is profit maximization
and growth. Sufficient talent requirements must accompany an
organization that expands regarding size and output. It is,
therefore, necessary that this team takes into consideration all
the human resources needed for managing the complex
processes. Below, therefore, are adjustments to the talent
management strategy (Tansley, 2011).
First, recruitment of talent must be made more aggressive to
help in acquiring talents that will be handling the pressure of a
large organization. An aggressive hiring process will assist in
acquiring the best talent rather than relying on less experienced
talent. According to Tansley (2011), it will help in maintaining
the growth moment since the operations must be managed
continuously. Higher motivation and empowerment will be
required to assist in ensuring that there is low employee
turnover. Also, the organization should develop internal teams
tasked with ensuring that organizational learning is affected at
all levels and in all departments. There is a positive correlation
between organizational learning as part of talent management.
The target for a big organization is to retain talent by achieving
higher job satisfaction and organizational commitment.
Incorporating organizational learning is the best way to achieve
this (Tansley, 2011).

7. References
Berger, L., & Berger, D. (2010). The talent management
handbook: Creating a sustainable competitive advantage by
selecting, developing, and promoting the best people. McGraw
Hill Professional.
Farndale, E., Scullion, H., & Sparrow, P. (2010). The role of the
corporate HR function in global talent management. Journal of
world business, 45(2), 161-168.
Stahl, G., Björkman, I., Farndale, E., Morris, S. S., Paauwe, J.,
Stiles, P., & Wright, P. (2012). Six principles of effective
global talent management. Sloan Management Review, 53(2),
25-42.
Tansley, C. (2011). What do we mean by the term “talent” in
talent management?. Industrial and commercial training, 43(5),
266-274.