TALENT MANAGEMENT: A critical analysis on the practise of talent management in one selected company in Malaysia
1. INTRODUCTION
In the competitive marketplace, talent management is a primary driver for organisational to success. Broadly defined, talent management is the implementation of integrated strategies or system designed to increases workplace productivity by developing improved process for attracting, developing, retaining and utilizing people with the required skills and aptitude to meet current and future needs.
Talent is primarily associated with individuals who demonstrate high potential or high performance and are sought, recruited and differentially rewarded without regard to their specific roles in an organisation. From this perspective, talent management is associated with differentiation and a focus on exclusiveness rather than fairness. The process of securing, developing, and managing the most talented employees is generally associated with gaining a competitive advantage (Brown and Tannock, 2009). Organisational success is increasingly attributed to the outstanding performance of a few select employees, and the differential value created by the most talented employees is considered to be significant (Cheese, 2008).
Talent is regarded as being contextually independent and as a resource, and employees are classified and rewarded according to their general performance levels rather than according to specific jobs. Talent also can be viewed as an “undifferentiated good” and can be regarded as the potential of all employees, who are to be managed and guided to achieve high performance levels by the human resource function in an organisation. The Talent Management is an implementation of integrated strategies or systems designed to improve processes for recruiting, developing, and retaining people with critical skills and aptitudes to meet current and future organisational needs (Knapp, 2010). On the same time, Talent management is regarded as a mind-set or a way of thinking that is employability and talent management associated with ensuring that all
In the competitive marketplace, talent management is a primary driver for organisational to success. Broadly defined, talent management is the implementation of integrated strategies or system designed to increases workplace productivity by developing improved process for attracting, developing, retaining and utilizing people with the required skills and aptitude to meet current and future needs.
Talent is primarily associated with individuals who demonstrate high potential or high performance and are sought, recruited and differentially rewarded without regard to their specific roles in an organisation. From this perspective, talent management is associated with differentiation and a focus on exclusiveness rather than fairness. The process of securing, developing, and managing the most talented employees is generally associated with gaining a competitive advantage (Brown and Tannock, 2009). Organisational success is increasingly attributed to the outstanding performance of a few select employees, and the differential value created by the most talented employees is considered to be significant (Cheese, 2008).
Talent is regarded as being contextually independent and as a resource, and employees are classified and rewarded according to their general performance levels rather than according to specific jobs. Talent also can be viewed as an “undifferentiated good” and can be regarded as the potential of all employees, who are to be managed and guided to achieve high performance levels by the human resource function in an organisation. The Talent Management is an implementation of integrated strategies or systems designed to improve processes for recruiting, developing, and retaining people with critical skills and aptitudes to meet current and future organisational needs (Knapp, 2010). On the same time, Talent management is regarded as a mind-set or a way of thinking that is employability and talent management associated with ensuring that all
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