TALENT MANAGEMENT

Talent Management and Career Development

TABLE OF CONTENTS

Introduction3

Literature Review5

Career development plan10

Employees11

Managers/ Supervisors11

Organization/ Management11

Organizational Development Analysis12

Conclusion and Recommendations16

References17

Talent Management and Career Development

Introduction

Retention management and talent management require management to clearly define business goals and objectives. The organization is responsible for holding managers accountable in these areas. Organizational culture determines growth, both professionally and personally among managers and employees. Managers have the responsibility of supporting the culture by communicating, gaining trust and being supportive to employees. Healthy conflict within an organization requires managers to provide direction, training, and support. Managers who are aware of the cost of employee turnover will have a greater understanding in the importance of retention management and talent management (Splete, 2000, 340).

Tangible costs of replacement, training, and lost productivity are only part of the problem; intangible costs are even greater. The costs in decreased productivity and employee morale as well as an increase in workload and elevated tension are detrimental the organization as a whole. Managers must provide clear statements of performance requirements, define assignment parameters, conduct accurate performance appraisals, give feedback on subordinate performance, and provide appropriate reward distribution. The recommendation within this paper is to hold managers accountable in the areas of retention and talent management by implementing management by objectives into practice.

The complex interaction between managerial best practices and employee retention is a problem facing many organizations. Research consistently shows that the daily interactions between employees and their direct supervisors is more critical than any other factor on employee morale, quality of work, productivity and, ultimately, retention. Managers are key players in protecting the organization's reputation as they create an environment in which an employee can feel valued by the organization. Managers need to cultivate relationships with employees by providing (a) talent management, (b) clearly communicated culture, (c) conflict management, (d) change management, and (e) performance management. Management's goals should include personal development as well as development of their employees. To help retain high performing employees, it is essential to investigate the role that managers play in retention and talent management (Herr, 2006, 90).

To understand the degree to which management is or is not held accountable for the retention of employees, two topics were identified for the research. The research showed an unhealthy relationship between the management link and the employee link, but was unclear as to how to address the causes. Retention Management Retention programs should be every departments concern, not just the HR department. HR has to lead retention efforts by making managers the owners - responsible and accountable for keeping good employees. Barney (2002) stated, “We must redirect our efforts to involve managers in our employee-retention initiatives by making them accountable for the turnover on their units” (p. 291). Management should be held accountable in employee retention just as much as if they were to destroy a piece of equipment worth a large amount of money. HR builds the framework and provides the tools, systems and resources, but you are ultimately responsible for the programs in your ...