Talent Management Strategies: A Case Study

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In order for talent management to be effective, it must align with business strategy. Silzer and Dowell (2010) contend that “the effectiveness of talent strategies and talent management approaches can be judged by whether they add value and help to achieve business strategies” (p. 746). To this end, talent management aims to recruit, retain and develop talented employees in order to achieve business objectives. According to Lance Berger (2011), a Talent management strategy makes explicit the investments made in the people who are believed will best help it achieve competitive excellence” (para. 1). Effective talent management strategies are sustainable. Sustainable talent management practices are practical, forward-looking, and desire …show more content…
(2010), functional expertise “refers to the technical or functional KSAs that are required by a person to perform a job” (p. 465). Organizations need employees with specific functional expertise in order to meet business objectives. One way to measure functional expertise is by using competency models. A competency model establishes the standards for leadership and functional competencies (Silzer & Dowell, 2010). Organizations use these standards to assess current and future talent needs, develop employees’ knowledge and skills, and make hiring decisions. Moreover, according to Silzer et al. (2010), “Complementary functional and leadership competency models provide employees with a complete set of standards required to be successful in the organization that includes both the functional standards for the role and expectations for leadership performance” (p. 470). Competency models are also used in job descriptions and job …show more content…
Companies need to find talented employees that can meet the challenges of foreign assignments. Challenges that accompany foreign assignments include cultural differences, communication barriers, and the varying values placed on leadership skills. Companies need to identify leaders with the right attitudes and leadership skills that align with the global assignment. According to Silzer et al. (2010), “common factors in effective global leadership are “business and technical expertise, global perspective, balancing the pressure of global integration and local adaptation (duality), open-mindedness, learning ability, and integrity” (p. 558). Organizations can create competency models that include these criteria to use when assessing a candidate’s readiness for a global assignment. Competency models give organization a standard approach to assessing talent for global needs (Silzer et al.,

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