Prince Amir Al Saud

Define Talent Management from Leadership Perspective- Deep Analysis

Define Talent Management from Leadership Perspective- Deep Analysis


Right now, especiallylarge scale international companies opt for thetalentedemployeestoensure the fastermobilityin thebusinessexpansion . They recruit talented and experienced employees who will not decrease the performance of the companies.  Talent managementprograms have beentailored   forHR professionals whoneedto controlthelarge number of employees by providingstrongmotivationalspirit and specific objectives to make the company anew profit generatingpowerhouse.

Talent Management Program Assists HRs to Identify Talent/Expertise in Employees


From the innovative leadership perspective, an HR or manager should do meticulous table work and studies to create the merit list for recruiting toppers for filling up various vacancies in the company. 

This talent hunt must help the management to get qualitative backup with strong possibility of smooth business management. 

Instead of entertaining the top brass of the organizations, HRs will have to be busy of searching for competent persons who must be productive to the management of the company.  That means, these trained and efficient employees must have target to reach.  They will increase sales,   do better product promotion, and smooth customer care.  They won’t take salaries   merely on investment of time and labor.

They should be perfect to execute or implement orders of the management. The output must be fruitful enabling the company to open new subsidiaries in different places. Therefore,   HRs must launch or introduce upgraded talent management training centers to manufacture only workable, qualified and   productive employees. 

If employees serving at the company have lack of technicalknowledgeorsufficient competency,  they have to be given the user-friendlybrush-uptrainingto developtheirskill . They should be more pro-active, intelligent and competent to convince senior HRs by ensuring mind blowing performance in the long run. 

So, HR professionals should be accustomed to innovative digital technology to reduce various conventional drawbacks in the case of providing advanced guidance to employees for self-improvement.   HR must have new technology to   assess the quality of job applicants who should face rounds of different skill tests, trials and   quality assessment tests. They should be prompt with quickness   in answering right answers. They must be bold, less nervy and more confident to win favors from bosses by backfiring impressive answers with lot of facts. 

On the other hand, as a recruiter, an HR professional must have good assumption skill with data screening adroitness to evaluate the talent of the candidates using   sophisticated software.  He will have a cloud based fast laptop or computer to cross check database and thenanalyze meticulously before giving his finalverdict.

So, he should be assiduous with strong motivation to do analytical studies. He needs organizational support with good infrastructure to conduct such extensive   talent management surveys including trainingas well.  He should   participatein thetalent growingprogram toassist the management toget more talentedmanpowerto prevent theloss .

Use Various Processes to Assess Talent of Candidates


The second parameter to get talented candidates is to modify and upgrade processes of hiring the talented employees.  Well,  being an experienced  HRprofessional with   innovativeentrepreneurialleadership, you needtounderstand theimportance oftheseprocesses and then growmaturity to operatecluster of talenthunting processesskillfully.  You need the compact plan, various quality assessing   parameters and upgraded   technology to absorb the competent   candidates to serve in your organization.  There will be written and verbal tests to evaluate the talent of the candidates.  You must have new mechanisms to discover the embedded quality/talent of the applicants who should be smart with ability to work more efficiently.  


Track Trend to Value Talent Management

In this connection, Richmond surveys are very vital to know about the trend to opt for the talent   management program.  Approximately 2/3 of selected organizations have felt it urgent to open new talent management program to improve the candidate selection process.  However around23 percentorganizationstake some initiatives to do experiments bylaunchingbasictalent managementprograms without going for extensiveadvancedtraining   for employees.  HR department is more visible with responsibility of opening new talent management training centers to prevent the infiltration of bogus candidates.   However, more in-house training institutes should be run or operated to train educated graduates to become skilled professionals. They should recognize their talent and then   try to utilize their natural skill in professional world. 

HR professionals with innovative leadership expertise must identify the talent of newcomers/job applicants. They will give candidates basic training, tips and precious feedbacks to detect the particular area of expertise for further development. 

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