Sustainable Talent management



Sustainable Talent management

1. Determine which performance management process you will employee to measure employee talent.

Although there are numerous performance management processes that can measure employee talent particularly in this day of computer technology. The most important parts of such a process is to ensure, the old phrase, "of having the right talent in the right roles at the right time is one of the most important issues facing line executives and human resource professionals today." (Silzer & Church, 2009)

In order to ensure that this analogy, which is critical, remains true for any company they must continuously have mechanisms of feedback and then reviews of employees on a regular basis. Most companies would have employee reviews once a year, however, I believe that it is better for this to be done twice a year. There are companies that utilize just annual performance appraisal process by using the performance reviews that evaluate individuals with the potential to succeed in more complex or higher-level roles within the organization. This approach brings to light the question: does past performance realistically predict future performance especially in higher-level positions? Just a quick aside the Corporate Leadership Council defines a high potential employee is someone with the ability, engagement, and aspirations to rise to and succeed in more senior critical positions (Silzer & Dowell, Strategy-Driven Talent Management, 2010)?

Organizations and businesses utilize various techniques such as performance reviews, assessment centers, leadership style assessments and cross-organization project assignments in order to easily differentiate individuals with the potential of meeting the future needs of the organization or company (Silzer & Dowell, Strategy-Driven Talent Management, 2010).

In Publix Supermarket , which is the company that I discussed in assignment three, we utilized several means of measuring employees potential depending upon where the employee works and the level of the job they were doing. On the production floor, we utilized a very simple system of having a computer terminal (a screen and a keyboard) that was wired to the main computer that had full program on it. At these terminal screens, each employee had to enter, at the beginning of his or her starting a job, the job number and their initials.

The computer would then automatically enter the start time and what they were doing for the job finally when they finish the job they entered a check under the finished column and the computer would automatically enter the completed time under the completed column. Because we have special software manufactured specifically for us, the information fed into the computer by the employees was then integrated with the main schedule thus, making it possible to see where any one job was in the production line in real-time. Further than just integrating with the primary schedule the information also went to another spreadsheet, which calculated the time it took the individual to do that particular job. Finally, at the end of each day, the spreadsheets would be totaled and various reports could then be produced from the ...