7-1 Final Project: Talent Management Process Submission

7 – 1 FINAL PROJECT: SUBMISSION
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Introduction
Maersk Group is currently a global conglomerate that has largely focused on major acquisitions in order to expand and grow internationally. The company has grown significantly from its inception when it was started as a Danish family company with only handful employees. As the company continued to expand, its operational and human resource systems continued to evolve. The post 2008 era represents a crucial point in the overall evolution of the company. This is because during this era, the Group got a new head of human resource: Allen. Allen was involved in effecting major transformations at Maersk and is known as the founder of current HR strategies. Allen was mainly tasked with ensuring that the human resource functions and practices at Maersk were aligned with the company’s long-term strategy of globalization. The human resource functions and practices that had to change as a result of this corporate strategy include: talent management, training needs assessment, performance management processes, and compensation and evaluation benchmarks.
Talent Management Process
The company strategies are geared towards making sure that the company stays ahead of the competition. It is for this reason that the company is looking to make sure that it has the right edge when it comes to making the right choices on the hiring protocols. This is in light of the talent management framework used in the company to make sure that they retain the very best of their employees. The human resources department is in charge of the development and management of the talent pool at the company (Groryberg & Abbott, 2013). As such, it is crucial that they develop a platform that reflects the strategic forecast that has been set out by the company relative to the dynamic nature of the industry. In the recent past, the company has been struggling with employee turnover, employee training, external hires and rehiring former employees (Guides.wsj.com, 2016). With these in mind, the human resources department should make sure that all the efforts are geared towards streamlining these aspects by providing solutions. The current industry condition, places the company in a very precarious situation. With the level of dynamism in the labor market were talent is growing at an exponential rate, most of the employees with quality talents are having an easy time find alternative positions. For companies like Maersk they have to stay ahead of the competition and the global standards that are constantly changing (Groryberg & Abbott, 2013). Talent management practices are crucial for the company, to make sure that they have ability to retain quality employees. At the same time, the company has to develop strategies to make sure that they are able to attract the right staff that fit in with the company objectives and the industry standards and trends (Guides.wsj.com, 2016).
One of the objectives under the company’s talent management strategies is related to external and internal hiring. Internal hiring largely relates to a practice where the company develops talent within the company and when a position arises within the company, the human resource department proposes employees already working at the company (Applegate, 2016). External hiring on the other hand refers to the company bringing on board an employee that is has not been working for the company. Ideally, in the case of external hiring, the adverts are placed in the public domain. This means that adverts are likely to be placed on newspapers at the local and international level, company websites or on recruitment agencies. It is important to note that with the internal hiring, the employees already accustomed to the standards at the company and the basic culture. As such there are no learning curves associated with the job environment (Applegate, 2016). This is not the case with external hires as they have to familiarize themselves with the job environment before they can begin working. It is also important to note that, with the new and external hires, there is an inflow of new and fresh ideas, some of which may turn into what the company needs to break away from stagnation in the market.
In the past the company has focused the hiring process that is inclined towards internal hires. Such that most of the positions that come up within the company are filled by employees that are working for the company. Ideally they promote their employees to take on the upcoming positions. There have a been some few changes related to the hiring process where the company hires from outside or bringing on board some of the former employees that want to come back (Groryberg & Abbott, 2013). Ideally, the company has largely relied on the employees who understand the company values and goals and objectives and thus has had a bias on those within the company and of late favoring those that want to come back.
To maximize the chances of retaining the company employees, there is need for the company to foster a positive work environment, such that employees do not feel as they are being used, while their goals and aspirations are down trodden. This also means that the employees’ engagement should be increased to reflect the recognition that the company has for their employees. This way the employees will constantly feel that they are part of a bigger project. Ideally, the employees need to feel that they own the projects that they are managing under the company objectives, this way they can own and drive the objectives as if they are their own (Guides.wsj.com, 2016). One other aspect that the company needs to address is that of the employees’ personal needs. Like in most other large companies, employees needs tend to be lost in the maze of the complexity that is global corporations. Most of the employees do not feel recognized by the company as their needs are rarely addressed with the seriousness they deserve. In light of the training program, there is an element that comes out clearly and one that relates to the company culture. Training the employees is largely designed to increase the company performance without so much as considering the needs of the employees relative to training and personal growth. These are some of the aspects that need to change.
The value of training needs assessment
Needs assessment is an ongoing process focused on gathering data to determine the training needs, for the training to achieve the intended objectives (S.H.R.M., 2009). The training needs assessment is necessary to identifying knowledge and skills abilities to meet an organization’s objectives and improve performance. The training needs assessment is conducted to address r training needs in areas that require improvement, by identifying the gap between the current performance and the required performance. The needs analysis extends to organization, task, performance and person analysis. Training helps to improve knowledge and skills, as employees gain the ability to perform the required work as they adapt to the workplace.
Components of a needs assessment
The main components of the needs assessment at Maersk are organizational, task and person analysis. The organization wants to reduce employee turnover which has increased considerably as they look for other jobs. There is a need to have a more effective training to meet the organizational objectives to meet the 21st-century challenges (Groysberg & Abbott, 2013).). The other concern is person analysis to identify people from the outside who can be trained, as the company no longer focuses on internal recruiting exclusively. The other issue in needs assessment is associated with determining the job requirements for performing certain tasks and jobs. Training is important to developing skills and the task analysis helps to identify the skills level suitable for various duties.
Creating (SMART) objectives for a training plan
The case for Specific, Measurable, Achievable, Realistic, and Time-oriented (SMART) objectives is that there is a need to identify strategies to accomplish the tasks and how to achieve this within a specified time period while measuring progress. Additionally, the objectives need to be realistic and not merely an aspiration for the organization to meet the training requirements based on realistic objectives including skills, staff, time, and resources (Biech, 2009). Since the objectives are necessary to planning in the short-range the meet narrow and concrete training requirements. This is necessary for the training plan to address what needs to be done to close the gap in train...