Essay Available:
Pages:
8 pages/≈2200 words
Sources:
-1
Style:
APA
Subject:
Management
Type:
Essay
Language:
English (U.S.)
Document:
MS Word
Date:
Total cost:
$ 38.88
Topic:
Talent Management
Essay Instructions:
The applied research project can be undertaken in the student’s own organization, an organizationthat the student has already researched that they think is suitable for this assignment, an organisationknown to the student that they have access or an organization suggested by the lecturer. Allorganizations used as the case study
must be made known to
the lecturer.
Note
: it is up to thestudent to ensure they can access the information necessary from the case study organization theyselect to undertake this assignment. Students need to ensure they examine the Background Sectionof the assignment to make this assessment
before
nominating the organisation they will use for thisassignment.
The purpose of this assignment is to allow students to demonstrate their understanding of the theoryaround sourcing talent, building leadership capability, strengthening performance amongstknowledge-based workers and the relationship of these HR practice areas to effective talentmanagement policy and practices in their case study organization.
Students are required to research talent management. Drawing upon this research literatureand the literature used in the Theory and Concept submissions and discussed in the workshops ontalent management in Weeks 9 and 11, the student analyses their case study organization andidentifies opportunities for practice improvement in talent management in their case studyorganization. Note the reading list in the Unit Guideline and the reading list icon (Week 9 and Week11) which is a ‘starter kit’.
The text used by the Unit Convener in his lectures in Term 2 is Sparrow, P. Scullion, H. and Tarique, I.(2012)
Strategic Talent Management Contemporary Issues in the International Context
, CambridgeUniversity Press, United Kingdom along with a selection of contemporary research on talentmanagement. This scholarly source is a useful source for the applied research project but you do nothave to purchase it. There is a wide array of other scholarly texts as well as a rich field of journalarticles on talent management that can be accessed via the Library’s data bases.
The research report should contain a clearly designated
Introduction Section
that sets the scene forthe research report, defines key terms, and sets out the central argument about improvements in thecase study organization’s current talent management processes.
3/31/24, 8:29 PM Applied Research Project
https://uclearn(dot)canberra(dot)edu(dot)au/courses/15276/assignments/121054 2/5
The research report should contain a
Background Section
that provides a brief synthesis ofkey factors perceived to be shaping the case study organization’s current workforce managementchallenges as they pertain to talent management. In this section you should demonstrate yourunderstanding of the types of job roles/occupations/professions that are regarded as talent, howmany of these roles/occupations or professions exist, what is the current annual turnover of talentedemployees (or staff in general) and what challenges the case study organisation faces in sourcingand retaining talented employees.
The report must contain a
Discussion Section
that explicitly addresses four specific questions listedbelow. It is suggested that students use these questions to organise the structure of the DiscussionSection.
1.
What are the perceived benefits of talent management in general and what is the perceivedrelationship between talent management and organizational performance (drawing on theresearch literature)
2.
What are the perceived challenges in general in implementing an effective talent managementapproach (drawing on the research literature)
3.
Discuss at least two different conceptual approaches that can be used in managing talent, howthe nature of the organization would influence the most appropriate approaches used and why anevidence-based approach would assist organisations regardless of industry sector or size(drawing upon the research literature)?
4.
Discuss the opportunity for practice improvement in talent management policy and practices in thecase study organization
and
what are the main challenges (e.g., stakeholder management,organisational culture and change management, the role of the line manager) that the case studyorganisation would face in implementing improvements in their existing system of talentmanagement (drawing on the research literature)?
The report must contain a
Findings and Conclusions Section.
The Findings Subsection identifieswhat was found from the research literature. The Conclusions Subsection identifies why thesefindings hold significance or importance for the case study organization in terms of its futureorganizational performance.
These two subsections should be discrete parts of the same Section.
The report must also contain a
Recommendations Section
. The Recommendation Section shouldbe ‘action oriented’, written in a dot/dash format and must addresses whether and to what extentthere is opportunity in the case study organization for practice improvement in talent managementand what form any such improvements might take? Such improvements must have the potential tohave benefit for employers and employees. The recommendations must draw from and be consistentwith the
Discussion Section
and the
Findings and Conclusions Section
of the report.
3/31/24, 8:29 PM Applied Research Project
https://uclearn(dot)canberra(dot)edu(dot)au/courses/15276/assignments/121054 3/5
Students are required to use a
minimum
of
8 peer-reviewed journal articles
and
one scholarlytext.
Essay Sample Content Preview:
Talent Management: A Case of the Department of Climate Change, Environment Energy and Water of Australia (DCCEEW)
Author’s Name
The Institutional Affiliation
Course Number and Name
Instructor Name
Assignment Due Date
1. Introduction
Talent management is inevitable for organisations operating in a dynamic business environment. Large-scale enterprises (LSEs) have diverse talent bases, requiring best practices to build, develop, and retain critical resources for synergistic outcomes. Talent management is a strategic process of hiring, managing, cultivating, transforming, and growing people’s knowledge, skills, and abilities (KSA). A diverse talent base with robust KSA would influence organisational performances in the long run through retention and creativity (Kravariti et al., 2023). Yildiz and Esmer (2023) argued that talent management directly influences business model sustainability in a dynamic environment. Effectively managed talents would facilitate organisations in building internal competencies and responding to evolving challenges in the micro and macro business environments. Talent management is necessary for organisations to sustain operations and growth regardless of uncertainties emerging in the business environment (Yildiz & Esmer, 2023).
Nonetheless, Wooten (2001) argued that organisations experience dilemmas in managing diverse talents. Organisations require a multidimensional framework and robust strategies to manage talents for retention, synergy, and effective performance outcomes. Da Ros et al. (2023) argued that progressive organisations align talent management with change management functions to keep processes agile. Organisations would build and alter KSAs among the talent base to maintain relevance with the paradigm shifts in the business environment. Hence, talent management is a competitive process for organisations to achieve performance sustainability and growth consistencies without compromising people’s expectations of the workplace environment.
This research will examine the role of talent management in the ‘Department of Climate Change, Environment Energy and Water of Australia (DCCEEW).’ DCCEEW is a reputed public organisation in Australia that has numerous gaps in talent management practices. The research will utilise academic literature to measure the benefits and challenges of talent management. The research will discuss specific gaps in DCCEEW’s talent management policies to recommend a robust action plan.
2. Background
Harrison and Baird (2015) discussed the organisational culture in the Australian public sector, which influences talent management practices in the long run. The research found that Australian public organisations follow a result-oriented culture and teamwork. Public organisation leaders ensure diversity, inclusiveness, and inter-team collaboration to facilitate performance outcomes. The three attributes formulate a general talent management approach in the Australian public sector, allowing people to grow and outperform challenges. However, Buick (2023) argued that the Australian public sector experienced cultural reform since the pandemic. The COVID-19 outbreak raised dynamic challenges in ‘The Australian Public Service (APS)’ by introducing new work-related practices, cultures, and behavioural changes. The APS industry has been undergoing cultural evolution since the pandemic, preventing most public departments from adopting new paradigms in managing talent (Buick, 2023). Hence, the Australian public sector experiences a significant dilemma in managing key talents for robust performance outcomes.
According to the Public Service Act 1999, the APS considers ‘Executive’ positions as part of the talent base in the Australian public sector. The Australian government follows the act to promote transparency and merit while disbursing executive roles and filling vacant positions. However, remuneration and workplace policies vary with the nature and size of the talent base integrated by a public agency (APS, 2024). DCCEEW is liable to follow the core policies and practices the Australian government defines as sustainable practices.
According to Blackburn and Flouch (2023), APS has gaps in technological readiness, leading to poor access to desired talent. As a result, APS agencies like DCCEEW have minimal diversity, innovation, and adaptability in talent management practices to address post-COVID challenges for sustainable growth. Human Resource (HR) leaders in APS departments struggle to retain talents and offer competitive propositions to attract and fill vacant positions, resulting in skill gaps and under-capacity complexities in the long run.
3. Discussion
3.1 Perceived Benefits of Talent Management: Measuring Relationship with Organizational Performance
Talent management has numerous benefits for organisations operating in a diverse business environment. The primary benefit of talent management is performance enhancement in a workplace environment. Progressive talent management practices empower organisations to motivate critical resources and foster creativity. As a result, organisations synergise operations and engage talents to deliver maximum output regardless of functional bottlenecks and uncertainties emerging in the business environment (Collings et al., 2015). Hence, best talent management practices directly influence workplace creativity and organisational performance for synergised outcomes.
Furthermore, sustainable talent management practices nurture employer branding for organisations in the long run. Sandeepanie et al. (2023) argued that progressive organisations use balanced practices to promote work quality for attracting and retaining talents. Talents perceive better prospects and sustainable growth without compromising integrity and ethical values. The psychological contract strengthens employer branding for organisations to attract competitive talents from the job market (Sandeepanie et al., 2023). Hence, talent management optimises employer branding by strengthening employee-employer relationships and lifestyle quality in a workplace environment.
Lastly, talent management empowers organisations to retain critical resources for overcoming uncertainties and challenges in the business environment. Poor talent management policies and practices prevent organisations from retaining talent. Besides, talent management absence makes the workplace environment toxic for employees, leading to frequent attrition and poor organisational performance (Thunnissen et al., 2013). Integrating best practices would ensure organisations retain critical talents by offering value propositions and relevant motivation. The process further allows organisations to fuel employer branding and attract human capital of better quality to improve internal competencies. Hence, talent management is necessary for retaining people in a workplace environment.
3.2 Perceived Challenges in Implementing Effective Talent Management Approach
Organisations experience numerous challenges while implementing a progressive talent management approach to cultivate workplace culture. First, attracting the right talent is a fundame...
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