Talent Management and the Type of Engagement Needed to Support It
Corresponding podcast:
London, S. (Host). (2019, June 28). In The value of talent management Links to an external site.. McKinsey Podcast. https://www(dot)McKinsey(dot)com/business-functions/people-and-organizational-performance/our-insights/value-of-talent-management
In this McKinsey and Company podcast (also in your learning materials this week), Simon London, Carla Arellano, and Mike Barriere discuss the value of talent management in business and how getting the right people in critical seats can turbocharge performance.
In a short response paper, please detail your approaches to the following using the following headings as a template:
Definition of Talent Management
Develop your own short definition of what talent management means to you.
Perspectives
Compare some of the perspectives in this podcast to the perspectives of our other learning materials this week.
Some questions you may wish to address include: What role do leaders and managers play in talent management? What role does value-creation play in talent management? How have the definitions of talent management changed over the last decade? How do you believe talent management will continue to be redefined in and after the COVID-19 era? How are some of these components of talent management addressed in your discipline? How are some of these components of talent management addressed in your (current or prior) workplace?
Engagement
What type of engagement do you think is needed to support talent management?
Other learning materials to draw on:
Cappelli, P. (2008). Talent management for the twenty-first century Download Talent management for the twenty-first century. Harvard business review, 86(3), 74.
Cappelli, P., & Keller, J. R. (2014). Talent management: Conceptual approaches and practical challenges Download Talent management: Conceptual approaches and practical challenges. Rev. Organ. Psychol. Organ. Behav., 1(1), 305-331.
Collings, D. G., & Mellahi, K. (2009). Strategic talent management: A review and research agenda Download Strategic talent management: A review and research agenda. Human resource management review, 19(4), 304-313.
Submission
Your short paper should be at least 600 words in a double-spaced document using 12 pt. Times New Roman font, utilizing the most recent APA format, including a proper title page and references page.
The Value of Talent Management
Student’s Name
Professor’s Name
Institutional Affiliations
Course Name and Number
Due Date
The Value of Talent Management
Definition of Talent Management
The readings of this course reveal the varying definitions of talent management depending on the needs of a company. Even the podcast takes a similar approach while discussing this concept. After interacting with these resources, I would define talent management as the ingenious capability of an institution to assess and anticipate its needs and strategically position the right expertise in roles that lead to productivity and desirable value.
Perspectives
The podcast’s insightful perspectives about talent management are consistent with many others raised by various materials covered this week. For instance, Carla Arellano and Mike Barriere emphasize the role of leaders and managers in setting the value agenda to determine the critical functions and the workforce skills needed to ensure a firm reaps maximum benefits (London, 2019). This view reflects the ideas presented by Cappelli and Keller (2014) about the management’s responsibility in workforce differentiation as a driver for managing talents within an establishment and propelling desirable outcomes. The two resources demonstrate that leadership is pivotal in talent management because it makes fundamental decisions.
Discussions in the podcast reveal that value creation is the critical component managers must understand during talent management. The two McKinsey experts explore this topic and show that institutions must identify areas to focus on more for the best results (London, 2019). For instance, the argument about talent-value mapping isolates functions that contribute to the performance more and informs the utilization of scarce resources to maximize their outputs. Such an approach leads to more value in these areas, as supported by Cappelli and Keller (2014), who consider specific roles more crucial than others. As a result, the management invests more in such areas to improve their value. Thus, this approach contributes to talent management in specific areas compared to others in an organization.
The podcast hits that talent management has gradually shifted from a more exclusive perspective to an inclusive mindset in the last ten years. For instance, Car...