Talent Management Strategies and Practices

TMS – Required Readings

Chapter 1

A. Werner, Schuler & Jackson (WSJ)

Companies performance has an influence on financial outcome

• New technology is just helpful if human resource are implementing it successfully
• Create happy employees
  • Increase in profitability
  • Productivity
  • Market value

Everyone is in charge of talent management

• Ensuring that organisation is applying knowledge and legal requirements
  • HR
  • Line managers
  • Employees themselves

External environment

• Constrains and opportunities how human resources are managed

Stakeholder and organisation are influencing each other

• Stakeholder benefit from success and are harmed by failures
  • Organisation wants to please stakeholders

Effective HR practices and policies in order to achieve the goal which is visible in

• Customer satisfaction
• Financial return to stakeholders
• Contribution in society
• Looking after needs of staff

B. Robbins & Judge (R&J)

The Tight TMS

• Characterised by specialisations
  • Strength: Standardised activities in high efficiency
  • Work specialisation
    • Micro specialisation given in global networking and in the end assembled
  • Strictly formalised with rules and regulations
  • Centralised authority
    • Decision making follows chain of command
      • Unbroken line of authority
        • (degree of) Authority: give order and expect them to be obeyed
        • (regulated who is reporting to whom)
        • Preserve the concept: unity of command

The Loose TMS - decentralisation

• Eliminating the chain of command: Empowered teams instead of departments
  • Vertical
    • Cross hierarchical teams (from executive to operational employee)
    • Cross functional teams (among function, product lines and units)
    • Participative decision making practice for strategy decisions
  • Horizontal
    • Rotate people through different functions
      • Specialist to generalist
      • Negative for strugglers with ambiguity (gespalten,weidersprechend)
      • Can provoke underapplication due to the lack of hierarchy
      • Cope with conflicts from several supervisor
    • Geographical
    • External
      • Break down barriers between
        • Company
        • Customers
        • Suppliers

C. Bowen & Lawler (B&L)

What is better the loose or tight TMS?

• Whatever meets best the customer and employee

Chapter 2

D. Mondy

Job analysis

• Job consist of a group task (in order to achieve the goal)
• Position is the collection of tasks and responsibilities performed by one person (position for every individual in an organization)
  • General
    • Conducted after a job
    • Describes the job is and not how it is supposed to be
      • Effective job analysis system might be critical
        • Changes are occurring too quickly
        • Line manager might be responsible for job analysis

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