Talent Management

"Matching People and Jobs."

This article suggests that the most productive combination of workers and work has become much easier. These authors argue that the executive task of assigning workers to their jobs and positions is usually more difficult than anticipated. More often than not, executives guess at where their employees would best fit in the organization. In order for organizations to reach their fullest potential it is important that managers anticipate worker needs and find work that fits employees. If executives want to successfully place workers they must check the basics of the organization and decide who is pivotal. Furthermore, they must determine their most important productivity challenge and decide where there is a link to financial performance. 

1.  Agrawal, Vivek, James M. Manyika, and John E. Richards. "Matching People and Jobs." Organization (2003): 1-8.

"The War for Talent."

The war on talent will become global due to the retirement of baby boomers, rapid advancements in technology, and globalization. The article claims that five to ten million workers will be needed with in the next ten years. One of the challenges of attracting and retaining talent is that America is not the only country vying for talented workers. Countries all over the world will be looking to fill their talent gap. This piece offer suggestions on how to “win the war on talent.” The first thing an organization can do is put create new policies and management practices. The second thing they can do is encourage people to work past retirement. The last suggestion the article makes is to take the time to develop necessary leadership skill in new employees. Organizations that win this war on talent will be those who invest in progressive workforce strategies for the future.

2.  Bradberry, Travis Dr. and Dr. Jean Greaves "The War for Talent." Talent Smart Inc (2004): 1-2.

"Exactly What is Talent, Anyway?"

These authors argue that knowledge and skills can be learned, but talent is enduring. The fact remains, talent is a concept widely used across culture in describing jobs, entertainment, specific roles, sports, agencies and many other areas. Webster's Dictionary defines talent as "any natural ability or power" which can be seen as a broad definition open to interpretation and use. Talent reflects something that is hard wired and natural versus something that is learned such as knowledge and skill. It is suggested that many times organizations put aside talent for well roundedness when talent is what they should really be focusing on. The Gallup organization research says the more time and effort put into to your "non-talent" areas, the less opportunity one has to refine talent. In conclusion with their research Gallup argues that well roundedness should not be preferred over talent refinement. They suggest that successful people should learn to use their talents often and effectively.

3.  Crabtree, Steve, and Kathie Sorenson. "Exactly What is Talent, Anyway?" The Gallup Organization

Impending Crisis – Too Many Jobs; Too Few People.

This is an overview of the book Impending Crisis- Too Many Jobs; Too Few People; the book starts out explaining the economy in 2003 and points out some of the issues with it. The authors claim that everyone in 2003 knew someone who was unemployed or in fear of becoming unemployed. The book argues that statistically, by 2010 the U.S. will be short 10,000,000 jobs and employers are not prepared for this crisis. There is a reason for this prediction; the fact that many of the nation's baby boomers will start to retire by the year 2010 and there are not enough qualified people to fill their positions. The authors state that there will be a shortage of skills and employees due to the public schools failure to teach specific skills and techniques required for jobs. It is suggested that the business world needs people who can reason, think, solve problems, and communicate effectively. Although the authors do not seem to have much confidence in the future generation Xers they do offer some solutions to the future problem. They suggest the senior leaders of an organization can set standards and create a positive atmosphere that will help with this issue. Through leadership practices, business practices, management practices, and external practices  senior leaders can attract, hire, and retain top talent which could eventually lead to an advantage over competition. Even though the authors seem skeptical about the future of jobs and the economy they have offered strategy and hope that American business will continue to flourish in the future.

4.  Gioia, Joyce, Roger Herman, and Tom Olivo. Impending Crisis – Too Many Jobs; Too Few People. Oak Hill Press (2003): 1-2.

"Flawed Assumptions Can Defeat Your Business."

Too many companies promote unfit talent to management roles based on their credentials.  According to the article, this alone will not suffice; successful employees and managers must be emotionally engaged and interested in working for themselves, their company, and their customers. The author claims that in order to build engagement organizations must focus on the following: the selection and development of people, the role managers play in engaging, and engaged employees creating customer engagement. A survey of over one million employees concluded that having the right talent in a position is often overlooked when compared to education and experience. Golap suggests the importance of placing people in roles that use their talents to the fullest potential and how depressing and destructive it can be to focus on the weaknesses of employees.

5.  Golap, Ashok. "Flawed Assumptions Can Defeat Your Business." The Gallup Organization (1999): 1-3

"Hiring and Developing Talent: Key Differences."

The authors start out this piece with a question they had received: “would it help my organization to use StrengthsFinder to screen candidates, and then hire individuals who had the same themes as top employees?” With this question these authors were able to uncover two embedded questions. The first question: Is it a good idea to hire people with talents similar to your best employees? They answered absolutely. The second question: Is it a good idea to use StrengthsFinder as an assessment tool? They answered no. Through 30 years of research and experience the Gallup organization has developed two connected but different approaches to help business. The first approach shows companies how to hire employees who have talents that suggest they will be great. A second approach develops strengths by building on talent from existing employees. With the first approach gives way to the development of assessments that can be used to match incoming employee strengths with top talent. These authors suggest that organizations can survey top performers to make predictions about new hires. StrengthsFinder can then be used to give feedback and provides insight to a person’s strengths and talents. This article claims that talent is part of both the selection and development processes, and the proper use of talent and assessment an organization can be very successful.

6.  Rutigliano, Tony and Benson Smith. "Hiring and Developing Talent: Key Differences." Authors of Discover Your Sales Strengths (Warner Books, 2003) The Gallup Organization (2003): 1-4.

"Talent Management: Are We Ready for the Perfect Storm?"

This author makes some great points about talent management. Treanor points out the fact that talent management is a very hot topic and claims that the workforce must be managed differently. It is suggested that the reason talent management has become such a hot topic is because of a change in workforce demographics. According to the article talent management is more than HR transition; it is a framework that focuses on people as a critical element of business strategy. Effective talent management must address the talent shortage, manage dispersed employees, and respond to business needs. The author claims there is a force behind talent management and engagement: employee development and employees connections with others. With the linear talent management processes of the past it is important that organizations discover and develop talent management skills.

7.  Treanor, Jolene. "Talent Management: Are We Ready for the Perfect Storm?"

"Talent Management Cited as Top Issue in HR in 2007."  

As the title of this piece suggests, talent management is the top issue companies will focus on in 2007 according to recent studies. This is a shift in focus from previous years when succession planning was the issue most companies were centered on. The shift has to with organizations recognizing the shortage of talent and they want to attract, retain, and train the best talent. The second-highest priority for 2007, according to the article, is strategic HR management. These activities include HR outsourcing, aligning HR activities with the business and implementing common global HR processes.

8.  "Talent Management Cited as Top Issue in HR in 2007." January (2007).