Talent Management
In this assignment, you will begin by performing a Job Analysis and then you will develop a Job Description and a Person (Job) Specification. There are five fundamentals of effective talent management strategy that can help companies overcome these and other common challenges. The importance of this assignment will help you to understand and use some tools available for talent management planning.
You are an HR professional for a large corporation. You have been asked to do a job analysis for a full-time corporate accountant position that will be working in your company (This is not a free lance position.). As you do not have the luxury of actually collecting primary data from inside, you will use secondary data collected from the BLS and the O*NET websites (see course videos).
best practices for an effective talent management strategy
Using the accountant position proceed with the following questions:
1. Job Description
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- What is a job description? Why is it important to have one for each position? What is it used for?
- Develop a job description for the in-house accountant position. (Use the Job Description form in the folder. Jim’s Dilemma will explain how to fill it out.)
2. Person Specification
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- What is a person specification? Why is it important to have one for each position? What is it used for?
- Develop a job specification for the in- house accountant position.
Despite the best of intentions, common barriers can hold back the most thoughtful talent management planning. These challenges include inaccurate data, manual and disparate processes, lack of executive buy-in, and unconscious bias in decision-making.
There are five fundamentals of effective talent management strategy that can help companies overcome these and other common challenges.
If people and their skills are critical to a business, shouldn’t HR and talent management help build the vision and goals of a company? When HR is an active part of the overall business and not operating in a silo, employee and business goals align more closely, from the top down.Under a North Star, goal alignment helps employees understand their responsibilities more clearly. This leads to greater accountability as well as stronger job performance and employee ownership of the company’s success; therefore, need for a comprehensive talent management strategy. All of this requires clearly communicating the business’s objectives across the entire company, with managers being able to access and view the goals of other departments to reduce redundancy and build cross-functional support. With everyone working together toward the same objectives, teams can perform with greater confidence and speed. When auto industry supplier Kongsberg Automotive, which has 25 global production facilities, realized it needed the right skills and competencies to adapt to increasing automation in manufacturing, it linked its business needs and expectations with its approach to learning and reskilling. Its HR learning management system went fully digital and gave employees more control, and therefore responsibility, over their professional development and careers. To meet the greater prevalence of AI and augmented and virtual reality (AR/VR) in the car industry, Kongsberg Automotive is providing continuous development for employees to work more closely with machines – which is aligned with business goals.
More and more job candidates are asking questions that require HR to rethink talent planning and recruitment well beyond salary and benefits. “Is this a company I will be proud to work for? Does this company align with my values?” Those are just some of the questions talent management best practices should help address. Sustainability, DEI, and well-being efforts should not be limited to the corporate social responsibility office. Recruiters should be well aware that they are in a weaker position to attract and retain top talent without a strong employer brand. And an effective talent management strategy ensures there are multiple ways for employees to stay engaged and find support for their values.
Employees are expecting the same kind of consumer-grade experience when they access their benefits online as when they shop on e-commerce sites. Modern, cloud-based HR solutions (such as human capital management (HCM) and talent management tools) can now deliver an improved experience with modern user interfaces that support a mobile workforce across a wide range of HR and talent management processes. This facilitates high performance – so people can focus on their jobs and productivity improves. And importantly, businesses can now continually seek feedback from employees, allowing leaders to listen and respond to their people’s needs. Kansas rail company Watco Companies, for example, experienced massive growth followed by a surge in paperwork to handle team member information. This hindered the work experience for the company’s 5,000 employees and HR team members. The company rolled out new HCM software that helps focus on the employee experience and now information is instantly available when and where it’s needed. Personnel data, for example, is available electronically for all other HR purposes once entered. More self-service, mobile access and an easy interface have contributed to a better experience for employees, which then translates to a better experience for customers. HCM software can also support overall talent management strategies to keep employees engaged, focused, and motivated.
The best talent management strategies fine-tune learning and development, compensation and rewards, and internal promotions so employees feel motivated, productive, and able to perform at their peak. And when goals are aligned, talent management can both help employees be their best and improve business outcomes.
In a high-performance culture, continuous performance management will feel more like a list of to-dos than a time-consuming and unfulfilling end-of-year project. When employees receive more frequent, specific pieces of feedback instead of hearing “Good job,” they can grow professionally while advancing business outcomes.
Managers and employees seek flexibility, consistency, and visibility, especially as the needs of the business change through use of best talent management strategy. A flexible system with an end-to-end view of the workforce will allow leaders across functions to target learning gaps and recognize employee potential that opens new career paths. And a single data source will allow employees, managers, HR, and other leaders to regularly and transparently reassess performance and follow any employee’s development.
GUIDELINES
- Papers should be approximately 5-7 pages in length. All answers should be thorough and well-thought out. Remember, this is a graduate-level course and you will be graded accordingly.
- Papers should show knowledge of the material from this week’s module and demonstrate the ability to synthesize the theory (not just repeat it back.).
- All papers must have a completed official NSU coversheet attached (see syllabus).
- Papers should be in 12 pt. (Arial, Times Roman) and doubled space with one-inch margins. Indent paragraphs (do not skip lines between them!
- Answers should be written in APA format. Use headings and subheadings (in APA format) to delineate questions and part of questions. Do not repeat the questions or number them.
- All papers should have page numbers with the body of the paper (not the coversheet) beginning on page one.
- The header at the top of each page should have your name and assignment number (ex. A Fiedler Assignment #1).
- Papers will also be graded on grammar, spelling, and appropriate APA formatting (headings, subheadings, paragraphs, page numbers, etc.). These are formal papers and should be written as such. Do not use contractions (isn’t, can’t) and write out single-digit numbers (six, rather than 6). Proofread your work carefully!
ALL paper should be written using APA format. It is best to refer to your APA Manual. If you do not have a manual yet, you may want to refer to the following website:
