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Talent Management and Employee Development (Essay Sample)

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This task addresses the challenges that leaders are often faced with when trying to determine the best way to manage their workers' talents. There is a need to create work environments that encourage employees to give their best performance at work. This could also positively affect their company, as their talents will merely serve to increase its competitiveness.

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Talent Management and Employee Development
Introduction
In any organization, there are managers who are tasked with overseeing employees as they perform different operations. One of the most recent trends in management involves the development of workers talents in order to boost the company’s competitive advantage. To achieve this, organizations usually create talent management company programs which help employees to be able to comprehend the connection between their improvement in performance, and the realization of the company’s goals. Managers can motivate their labor force by drawing comparisons between the company’s strategies and the improvement of workers’ performance. In many cases, there are particular technical, educational, and analytical competencies that have to be cultivated in the workforce so that the company can keep benefiting from improved development.
Reasons why Talent Management is Important
An organization’s talent management plan is significant because it allows managers to work towards improvement from a proactive and not reactive perspective. Being proactive gives managers the opportunity to be able to address important concerns such as industrial changes that could adversely affect production. Such a program will also help managers to be able to recognize the most important skills that have to be cultivated in the workforce, while also detecting ways of decreasing training costs (Kruse, 2012). A talent management plan is also important because it allows managers to be able to identify employees with high quality skills through the use of job descriptions that call for expertise in assorted fields.
The best programs of talent management are those which also support organizational strategies and business requirements. This is accomplished through goal alignment. Goal alignment ensures that employees are employed in the right positions which make the most of their talents, while also demonstrating what value the employees bring to the organization (Kruse, 2012). Managers who engage workers through strategies that take goal alignment into consideration tend to create a sense of ownership of the organization’s successes in the workforce. This then results in the employees being more committed to the corporation, and the experience of greater satisfaction in job performance.
Employee Engagement in Modern Organizations
According to Gebauer & Lowman (2008), nine out of every ten employees in different work organizations around the world have a strong desire to take on various challenges, and invest discretionary effort in their work-related responsibilities. However, the reality is that only two employees out of every ten are able to accomplish this (Gebauer & Lowman, 2008). This disparity, commonly referred to as the ‘engagement gap’, is a feature that exists in many organizations. For employee engagement to occur there has to be a deep and extensive connection that workers feel to their company. Employees who experience a sense of this feeling are usually interested in investing more that what is expected in order to ensure that their company successfully realizes all its goals.
Employee engagement usually takes place over three levels- in the head, where there is a rational connection, in the heart, where there is an emotional connection, and through the hands, where there is a motivational connection. There are different things that organizations can do to increase their workers’ level of engagement. For instance, they could show concern with the well being of their employees, provide training opportunities through which employees could improve their skills and qualify for promotions, and involve employees in decision-making (Gebauer & Lowman, 2008). These factors are also part of talent management programs in organizations. Essentially, employee engagement can be realized through talent management programs that seek to improve and add quality to the work experiences of employees. Benefiting from talent management programs is something that contributes towards workers developing high personal work-standards, taking advantage of career advancement prospects, and increases the chances of workers embracing considerable challenges. Talent management plans also help to improve the relationship between workers and their supervisors or managers (Gebauer & Lowman, 2008).
The Creation of Talent Pools
Organizations which take all these factors into consideration can benefit by first creating a workforce that has the right experience as well as competencies. Such organizations will use their insight to react to needs that they perceive in the marketplace by hiring workers with specific skills that will cater to the perceived needs. In the absence of resources to attract the needed professionals, such firms could invest in cultivating internal talent (Schiemann & Meisinger, 2009).). This is a dependable option because it means that there will constantly be a valuable source of ready talent from within the company. This can even benefit the company in question because it means that there will always be employees who have been internally trained to take over various leadership positions.
Creating a culture that Supports Talent Management
In a culture that supports talent management practices, it is quite easy for supervisors or managers to gain access to any kind of information they require to assist in the improvement of employees. For instance, there are quick feedback mechanisms, as well as objectives such as goal alignment, and the collection of performance data in order to determine the extent to which employees are adapting to changes, and whether they are registering satisfaction in the performance of their responsibilities (Haudan, 2008). Employee engagement methods conducted through talent development plans and programs also allows managers to carry out employee assessment tests that inform them about where to give rewards, or invest more motivation and encouragement.
Motivating each employee to make the most of his or her unique and distinct talents is not something that is easy to accomplish because the employees all have different skills. Employee assessments carried out through talent manage

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