Running head: TALENT MANAGEMENT STRATEGY 1 TALENT MANAGEMENT STRATEGY 9 Talent Management Strategy An HR team without a talent management strategy and plan fails to perform its role. In fact, an organization with such an HR team does not give talent management activities the importance they require (Khatri, Gupta, Gulati, & Chauhan, 2010). The hardest part in designing a talent management is getting started with the plan. An effective talent management strategy should map out the goals and priorities of an organization and tie them to its strategic plan. The current analysis will formulate a six step talent management approach to encompass an organization with two hundred people in which twenty are identified leaders. The talent management strategy will include identifying organizational goals, identifying organizational drivers and challenges, identifying gaps, defining HR priorities and goals, conducting an inventory of the talent management processes, and measuring the results and communicate success. The first step is to identify organizational goals and priorities. The organization should identify its strategic high-level goals and priorities. The leaders should examine whether there are any upcoming changes, initiatives, or directions for the company. In the case of any new directions, the leaders should identify and list each one of them. The second step is identifying the organizational drivers as well as its challenges. Every business has both internal and external challenges. The challenges could include a highly competitive job market, results from an employee satisfaction survey, new or changed regulations and legislation, and new technology. Thirdly, the organization required to conduct a gap analysis. Here, business leaders should compare where the organization is today with where they want it to be. Besides, it is essential to consider the risk and address the gaps in the company. For example, an organization that wishes to be ranked first in the industry for customer satisfaction needs to identify its current rating on customer satisfaction. It is only then that the business will identify the gap between its current rating and the kind of rating required to make it the leader in customer satisfactions. The risk of failing to improve the customer satisfaction rating might be a drop in sales or the market share. Fourthly, business leaders should define the HR priorities and goals of the company. The HR goals should be based on the goals, challenges, and gaps that were identified in the previous steps. The identified goals ought to be specific, measurable, achievable, relevant and time-bound (SMART). Additionally, the HR goals should be linked to the applicable corporate goals. The HR team should introduce measures in the implementation stage to determine the effectiveness of the strategy. It is critical to ensure t ...

1. Running head: TALENT MANAGEMENT STRATEGY
1
TALENT MANAGEMENT STRATEGY
9
Talent Management Strategy
An HR team without a talent management strategy and plan fails
to perform its role. In fact, an organization with such an HR
team does not give talent management activities the importance
they require (Khatri, Gupta, Gulati, & Chauhan, 2010). The
hardest part in designing a talent management is getting started
with the plan. An effective talent management strategy should
map out the goals and priorities of an organization and tie them
to its strategic plan. The current analysis will formulate a six
step talent management approach to encompass an organization
with two hundred people in which twenty are identified leaders.
The talent management strategy will include identifying
organizational goals, identifying organizational drivers and
challenges, identifying gaps, defining HR priorities and goals,
conducting an inventory of the talent management processes,
and measuring the results and communicate success.
The first step is to identify organizational goals and priorities.
The organization should identify its strategic high-level goals
and priorities. The leaders should examine whether there are
any upcoming changes, initiatives, or directions for the
company. In the case of any new directions, the leaders should
identify and list each one of them. The second step is
identifying the organizational drivers as well as its challenges.

2. Every business has both internal and external challenges. The
challenges could include a highly competitive job market,
results from an employee satisfaction survey, new or changed
regulations and legislation, and new technology.
Thirdly, the organization required to conduct a gap analysis.
Here, business leaders should compare where the organization is
today with where they want it to be. Besides, it is essential to
consider the risk and address the gaps in the company. For
example, an organization that wishes to be ranked first in the
industry for customer satisfaction needs to identify its current
rating on customer satisfaction. It is only then that the business
will identify the gap between its current rating and the kind of
rating required to make it the leader in customer satisfactions.
The risk of failing to improve the customer satisfaction rating
might be a drop in sales or the market share.
Fourthly, business leaders should define the HR priorities and
goals of the company. The HR goals should be based on the
goals, challenges, and gaps that were identified in the previous
steps. The identified goals ought to be specific, measurable,
achievable, relevant and time-bound (SMART). Additionally,
the HR goals should be linked to the applicable corporate goals.
The HR team should introduce measures in the implementation
stage to determine the effectiveness of the strategy. It is critical
to ensure that the initiative is executed as planned. The fifth
step should be carrying out an inventory of the current HR
talent management processes to determine gaps and the changes
needed to support the goals of the organization.
The last step of the talent management strategy is measuring the
results of the approach and communicating the successes and
contributions. Efforts towards the achievement of the goals
ought to be assessed and measured to ensure that the business
progresses as planned. The leaders are supposed to take
corrective action where the implementation has gone wrong.
The relevance of this step is that the leaders examine whether a
goal or initiative is worth retaining. Here, communication is an
important aspect. Business leaders must develop a

3. communication strategy to keep the organization updated with
any contributions and achievements. Hence, the leaders should
define the methods of communication to be used.
Components of talent management
a) Goal alignment
The best talent management plan should be aligned with the
strategic plan and the overall needs of the business. Goal
alignment is an important management tool that clarifies job
roles for individual employees and demonstrates the ongoing
value of the employees to the organization (Lopamudra &
Acharya, 2015). Goal alignment is a way of engagement
employees in the talent management strategy. Here, the
organization creates greater employee ownership in the ultimate
success of the company. Hence, employees become more
committed to the company and attain higher levels of job
performance. Goal alignment requires an organization to
communicate the strategic business goals of the company.
The managers should be allowed to access the goals of other
departments to reduce redundancy in the organization. Goal
sharing also helps the departments to support it other since
business leaders can identify the areas where the departments
may be unintentionally working at cross purposes. A talent
management strategy is executed effectively when everyone in
the organization is working towards the same goals. Also,
workers can easily function with more flexibility and
adaptability (Khatri, Gupta, Gulati, & Chauhan, 2010).
Certainly, goal alignment strengthens leadership in a company
in several ways. First, managers can focus on the important
goals of the company. Secondly, managers can understand more
clearly the responsibilities that are associated with specific
goals. Also, business leaders strengthen their responsibility by
assigning measurable as well as clearly articulated goals that
involve every individual in the company.

4. b) Creating high-skilled internal talent pools
Strategically minded companies are effective in planning and
developing a workforce that contains the right competencies.
Such a company can develop an insight into its company and
use it to employ the right workforce in place to respond to the
current market demands. Undeniably, companies might find
themselves in situations where they are unable to assess viable
candidates because of industry conditions or a planned or
unplanned change in leadership. In such a situation, there might
be too many questions regarding the internal talent pool. A vital
element of a thriving talent management program is the
development of talent pools within a company. The companies
should have a reliable internal source of talent as well as a
valuable process of succession planning. Developing a skilled
talent pool enables a company to get the desired skills sets
within its workforce. As a result, the employees of the company
perform well across the levels and functions. Besides, creating
internal pools enables employees that employees require to
assume leadership roles when opportunities arise.
c) Breaking down information and developing collaboration
Business leaders achieve success when they ensure a steady
flow of information throughout the organization. Employees
cannot be faster and flexible if knowledge and experience are
not available. Information ought to be delivered to the right
people and at the right time. In most cases, certain challenges in
the marketplace require innovation. Cultivating a collaborative
culture requires managers to align all the metrics for success.
Success should not be based only on individual performance as
this sends mixed messages to the employees. Business leaders
must encourage collaboration and offer the tools required to
facilitate the collaborative efforts. Undeniably, collaborative
employees need to access rich employee data such as
experience, interests, language abilities, and special skills. In
this way, a company achieves success by making informed
talent management decisions, attaining collaboration, and

5. enabling employees to tap into a knowledge base.
d) Creating a pay-for-performance culture
Such a culture enables managers to access the information they
require to reward employees for actual performance through
information from 360-degree feedback, review data,
performance notes, and goal alignment metrics. The tools enable
business leaders to make consistent, fair, and quantifiable
decisions avoiding improper compensation. Employee
assessments have been known to motivate employees to their
full potential since they give employees the reason to work
hard. Also, the assessments address the needs of every
individual. Therefore, the workforce can work together as a
whole. Again, measuring the essential factors that distinguish
between the success and failure in certain jobs enables
organization to employ right persons in the right positions (Li &
Wang, 2010). As a result, an employee is motivated, satisfied
and increases retention.
Strategy for a competitive advantage for your organization
Companies that seek to attain a competitive advantage channels
its initiatives and programs towards the performance of
employees. The programs depend on the commitment,
motivation and the availability of special talents of the
employees. Technology might fail to achieve success if the right
employees are not acquired, developed, and retained to perform
better than the competitors can perform (Rotolo, 2013). Clearly,
most companies spend a substantial amount of income on
paying its employees. It can only make perfect sense if the
company optimizes on employees to get a value for the money
spent on employees. Talent management is all about identifying
the inherent talents of its employees and matching them with
their jobs and culture. In this way, a company enjoys a
recruitment advantage since it builds a solid foundation.
An organization that builds career paths around the special
talents of its employees cultivates loyalty as well as
commitment. Clearly, competitors can gain an advantage by

6. adopting new technology. However, all companies adopt the
same technologies with time and produce the same products and
services. It is important that a company employs a true and
authentic business differentiator. It is obvious that employees
can offer an organization a true and authentic business
differentiator that it requires in the long-run. Hence, a company
that utilizes talent-based technologies identifies, manages and
grows talent to achieve success and stays ahead of the
competition.
Talent Management Strategy change
A talent management strategy is expected to change as the
company grows. First, a talent management begins to focus on
promoting from within. A proper talent management strategy
puts structures in place that allow employees to grow. Hiring
from within helps in boosting the morale of employees and
reduces the resentment that might arise when a new employee is
brought to the team. Employees become committed to the
success of the organization when they grow and learn within the
organization. Such a talent management strategy will relieve an
organization the time and effort required to train new
employees, increase their morale, and loyalty.
While anticipating growth in the company, a talent management
strategy helps in developing a strategic approach to hiring
rather than a reactionary one. A reactionary approach is likely
to cause more problems (Rotolo, 2013). It helps an organization
to employ more workers than it requires. Certainly, companies
are likely to hire a larger workforce than it requires when it
anticipates growth. A talent management strategy is essential in
maintaining the right amount of staff to attain maximum
success.

7. References
Khatri, P., Gupta, S., Gulati, K., & Chauhan, S. (2010). Talent
Management in HR. Journal Of Management And Strategy, 1(1).
http://dx.doi.org/10.5430/jms.v1n1p39
Li, L. & Wang, X. (2010). The Strategy of Talent Localization
in Multinational Corporations. International Journal Of
Business And Management, 5(12).
http://dx.doi.org/10.5539/ijbm.v5n12p216
Lopamudra, & Acharya, S. (2015). Case Study on Culture of
Recruiting Rewarding and Retaining Strategy for Talent
Management. Adarsh Journal Of Management Research, 8(2),
42. http://dx.doi.org/10.21095/ajmr/2015/v8/i2/88214
Rotolo, C. (2013). Strategy-Driven Talent Management: A
Leadership Imperative edited by Rob Silzer and Ben E. Dowell.
Personnel Psychology, 66(1), 304-308.
http://dx.doi.org/10.1111/peps.12022_6
Stadler, K. (2011). Talent reviews: the key to effective
succession management. Business Strategy Series, 12(5), 264-
271. http://dx.doi.org/10.1108/17515631111166906