Models for talent management

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Talent management models have been developed in contemporary times because of the continued need for change in the way human resources are managed in the new dynamic environment. The competition by different organizations to retain the highly talent employees explains the need to develop models of management that recognize the most talented workforce. The modern talent management stems from the recognition that all employees need to be recognized, and an all-inclusive framework developed so as to ensure that the organization installs the right person for the right job. The main aim of developing a talent management strategy is to achieve a superior performance of the organizational goals by recruiting and retaining the right persons for the job.

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Models

Competency Model

Employee competency is viewed as the founding element that is employed when implementing talent management strategies. This model has been taken as a strategic imperative to have an optimum performance by the workforce hired by an organization. The model is adopted to ensure that an organization recruits employees that are best fit for the job descriptions existent in the organization. This exercise is also followed by setting of specific performance objectives and a metric to measure the contributions that the employees make in the bettering of the organization (Rothwell et al, 2015).

The focus is on the employees through motivation and ensuring that they derive satisfaction from their job and furthermore, monitoring their contribution. A training and development framework is drawn as a human resource policy to ensure that the organization creates chances to enhance upward mobility of the workers. Competency models are crucial because they help the organization`s management to align the business strategy with the employees level of performance. The impact of this model is realized throughout the organization because it helps to create a new surge in the enterprise.

Competency model is applicable to all organizations provided they have a pool of human resources that requires a separate personnel department to manage. The model is better compared to the appraisal model because it focuses specifically on the employee`s output as the metric to define real talent.

Appraisal Model

The performance appraisal model is one of the long-standing talent management models that have lost relevance in the modern human resources practices (Thompson, 2011). The process of performance appraisal starts with job analysis. This involves the identification of various job descriptions with a review of how they contribute to the achievement of the organization goals. An effective job analysis is crucial because it sets the ground for better performance appraisal based on measurable metrics.

Development of the standards and measurements for what the management defined as good performance by the employees. The metrics used must be reliable and valid. Standards must be specific, verifiable and furthermore, linked to the vision and mission of the organization. The final step involves the preparation of the performance appraisal for the employees as a reward system for the contribution they have made to the progress in the organization.

The appraisal model has been revoked by many organizations because a lot of employees view it as a biased reward system that may lead to demotivation among them. Compared to the competency model it has proved to be defective in the modern tines as talent management requires a model that the employees will appreciate as fair and a reflection of their effort to better the organization.

The QUAD model

Effective talent management through a model that involves all the divergent managerial practices, that are necessary a precursor of effective human resource management. The first managerial undertaking in this case involves planning, by conducting audits on the current talent pool in the organization. Developing a strategy on retaining the employees is also developed to ensure that the competent talent in the organization is retained for a competitive advantage (Pritchard, 2014).

The model proposes that the organization should concentrate on developing the available talent to achieve maximum performance on the tasks assigned. This main idea in this model is that acquiring a pool of talent should a priority to an organization that is futuristic. Applicability of this model to both governmental and private agencies is seamless as it requires no adjustments. This model can readily work for NGOs and organizations with smaller and bigger bureaucratic establishments.

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QUAD model is best fitted for the organization in our previous  assignment because its ideas fits in the entire model of a policy for talent management for any organization without underlying barriers associated with performance appraisal model or concentrating on a specific strength such as competency. Furthermore, the model requires no adjustments but training of the human resource team on how best the model can inform their recruitment policy to ensure that they get the best talent in the market.

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  1. Thompson, P. (2011). The trouble with HRM. Human Resource Management Journal, 21(4), 355-367.
  2. Rothwell, W. J., Jackson, R. D., Ressler, C. L., Jones, M. C., & Brower, M. (2015). Career Planning and Succession Management: Developing Your Organization’s Talent—for Today and Tomorrow: Developing Your Organization’s Talent—for Today and Tomorrow. ABC-CLIO.
  3. Pritchard, K. (2014). Using employee surveys to attract and retain the best talent. Strategic HR Review, 13(2), 59-62.
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