Talent Management

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Background info.
Talent Management

Before we jump further into Talent Management—and specifically recruitment, selection, and retention—we need to briefly discuss job analysis. Job analysis is akin to preparing the ground before we plant a garden.

Job Analysis

Job Analysis is a process to identify the particular job duties and requirements and the relative importance of these duties for a given job. Job Analysis is a process where judgments are made about data collected on a job.

The job, not the person: An important concept of job analysis is that the analysis process studies the job, not the person. While job analysis data may be collected from incumbents through interviews or questionnaires, the product of the analysis is a description or specifications of the job, not a description of the person.

The purpose of job analysis is to establish and document the job-relatedness of employment procedures such as training, selection, compensation, and performance appraisal.

Source: HR Guide to the Internet; Job Analysis: Overview. Retrieved from Saylor.org, BUS301-2.1.1.

The Staffing Process

Creating valid recruitment and selection processes is of critical importance in human resource management. Knowing the job content is key to designing valid recruitment and selection activities. HRM professionals design recruitment processes and personnel selection systems to find the best candidate for the job.

Recruitment is the process of identifying qualified candidates and encouraging them to apply for jobs with an organization. Recruitment processes include developing job announcements, placing ads, defining key qualifications for applicants, and screening out unqualified applicants.

Selection is the systematic process of hiring and promoting personnel. Selection systems employ evidence-based practices such as interviews, personality inventories, psychomotor and physical ability tests, and work samples to determine the most qualified candidates.

HR professionals must evaluate the validity of measures to determine the extent to which selection tools predict job performance. To do this, they look at content validity, construct validity, and/or criterion validity.

Validity: A quality of a measurement indicating the degree to which it measures what it is supposed to measure (e.g., if its measurement reflects the underlying construct).

A major HRM task is to design the recruitment processes and selection systems highlighted below:

Recruitment

Recruitment is the systematic process of hiring and promoting personnel, and includes the search for potential applicants for actual or anticipated vacancies. It is the first step in the hiring process. No matter how a company recruits, the goal of a recruitment strategy is to produce viable applicants who fit in with the company’s needs and values. Therefore, it is beneficial to attract not just a large quantity of applicants, but a group of individuals with the necessary skills for the position. It includes developing job announcements, placing ads, defining key qualifications for applicants, and screening out unqualified applicants.

Selection

The next step in the hiring process is selecting new employees from the pool of qualified candidates. After obtaining a large, qualified applicant base through recruitment, managers need to identify the applicants with the highest potential for success in the organization. Selective hiring is critical because it reduces future staff turnovers and costs, and increases morale and productivity. Selection systems employ evidence-based practices to determine the most qualified candidates for a job. To find the best fit, managers create a list of relevant criteria composed of critical skills and behaviors for each position. It is important that managers select candidates based on fit with the culture of the organization, as well as technical skills and competencies. Common selection tools include ability tests, knowledge tests, personality tests, structured interviews, the systematic collection of biographical data, and work samples.

Read Hire the Right People, which explains why hiring and retaining the best people will result in a high-performing company.

Types of Selection Measures

HR professionals use a variety of measures to select applicants who are the best fit for a position. The main goal of these tests is to predict job performance, and each test has its own relative strengths and weaknesses in this regard. When making a hiring decision, it is critical to understand the applicant’s personality style, values, and motivations. Technical competency can be acquired by new employees, but personality is not easy to change.

Interviews: Interviews are one of the most common ways that individuals are selected. The best interviews follow a structured framework in which each applicant is asked the same questions and is scored with a standardized rating scale. In this way, structured interviews provide more reliable results than unstructured interviews.

Interview photo

Personality Testing: Another tool sometimes used for selection is personality testing. Personality tests can provide an accurate analysis of an applicant’s attitudes and interpersonal skills. These tests can reveal a variety of things about an applicant, such as how well the applicant gets along with others, self-discipline, attention to detail, organization, flexibility, and disposition.

Ability Tests: Psychomotor ability tests are sometimes used to measure fine motor skills and hand-eye coordination. These skills are important in jobs like carpentry that require a lot of hand-eye coordination. Unlike psychomotor ability tests, physical ability tests measure gross motor skills, such as lifting and running. These skills are important in jobs such as construction, where strength is needed.

Work Sample: Another selection technique is to have the applicant complete a hiring assignment. The applicant is asked to complete a task that simulates the actual job. The goal is to assess how well the applicant can learn and perform the tasks.

Validity and Reliability

HR professionals must evaluate the validity of these measures in order to determine the extent to which selection tools can predict job performance. Measures have different types of validity that capture different qualities. There are three major types of validity: content validity, construct validity, and criterion validity.

Content Validity: Content validity refers to how comprehensively the measure assesses the underlying construct that it claims to assess. As an example, let’s look at a job interview for a banking position. This measure would have low content validity if it assessed whether the candidate was comfortable talking to many different people, but not whether they were comfortable with math, because the candidate would not have been thoroughly evaluated on every facet of being a banker. The measure didn’t cover the full breadth of what the job requires.
Construct Validity: Construct validity refers to whether the measure accurately assesses the underlying construct that it claims to assess. This can be evaluated by examining correlations with other measures that purport to assess the same construct. When we ask if a measure has good construct validity, we’re asking, “Does this test the thing we are interested in testing?” An example of a measure with debatable construct validity is IQ testing. It is intended to measure intelligence, but there is disagreement about whether it indeed measures intelligence or merely one type of skill.
Criterion Validity: Criterion validity examines how well the construct correlates with one’s behavior in the real world across multiple situations and manifestations. For instance, does the measure adequately capture the construct (e.g., work ethic) as it presents in real life (e.g., getting assignments done on time, coming in to work on time, not leaving early, etc.)?

Reliability

The reliability of a measure refers to whether the measure gets repeatable results. Will the recruitment and selection processes that a company uses work every time they need to hire someone, or just once? If their processes get good results every time, those measures can be said to be reliable.

Source: The Psychology of Recruiting and Selecting Employees. Boundless Psychology Boundless, 26 May, 2016. Retrieved from https://www.boundless.com/psychology/textbooks/boundless-psychology-textbook/workplace-psychology-21/workplace-psychology-106/the-psychology-of-recruiting-and-selecting-employees-401-12936/. Licensed under CC-BY-SA.

Identifying the traits one will need for success in a position is relatively easy compared to the daunting task of identifying those traits within an applicant. Given the cyclical nature of unemployment, HR professionals likely receive a pile of resumes simply by posting an opening on a company website or job board. But how many of those resumes will be worth looking through? How many will be worth interviewing? And will any of them be the right person for the job? You do not want to just select the best person in the applicant pool; you want to find the best person for the job. Sometimes this means going beyond the normal labor market and recruiting people currently employed at other firms.

There are a number of methods of recruiting the right talent. Some firms prefer to use specialized recruiting firms, while others ask their current employees for recommendations. The point is that a firm needs to cast the widest net possible in order to secure a large applicant pool.

Then the firm must face the challenge of selecting the right applicant by determining whether he or she possesses the knowledge, skills, and abilities needed. Like it or not, the interview method of selection is one of the weakest forms of selection. Critics argue that it is too subjective. While subjectivity is not a bad thing, it must be paired with the right objective measures. This unit will cover a number of such measures that can be useful in identifying candidates. Please note that interviews are still very important and that there are “right” and “wrong” ways to conduct interviews, all of which will be addressed here.

One of the key points to remember when recruiting and selecting human capital is that you should identify individuals who share the company’s ideas about the goals and objectives of its business. You should work to identify unique individuals with shared and complementary skill sets in order to build an effective team. Recruiting and selecting human capital should be carried out in order to provide the organization with a strategic advantage.
Retaining Employees

Once quality employees are on board, how do you keep them? See Recruiting, Motivating, and Keeping Quality Employees.

A major piece of the Starbucks success story has been the superior service provided by its motivated employees. But, how do you keep employees motivated? Watch the video below:

Also, see Zappos’ approach to “delivering happiness”:

Promoting the Best

To learn about promoting the right way, see Promoting Employees: How to Get It Right.

How do hiring decisions affect a company’s success? Zappos is well known for consistently providing excellent customer service. In the video below, CEO Tony Hsieh explains how company values drive his company’s hiring decisions.

Watch this video summarizing three basic principles of great talent management:

Module 2 Summary

In Module 1 we learned about Human Capital Management and the role of HRM. In Module 2 we are exploring the area of Talent Management. Talent Management is the catchall heading for recruiting, interviewing, selecting, and on-boarding new employees.

Once you have completed the Background portion of Module 2, be sure that you also complete the graded assignments in Module 2; don’t miss completing and submitting your Case 2, preparing for and successfully passing the SLP Quiz, and contributing to the Module 2 Discussion each week with the rest of your peers.

We hope you realize that the talent management area is a critical, if not the most critical responsibility that HR professionals are charged with. Poorly planned and executed recruiting, staffing, and on-boarding strategies set the stage for employer (and employee) headaches down the road.
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References

Videos

Zappos.com. (2010, June 14). Zappos on CBS [Video file]. Retrieved from https://www.youtube.com/watch?v=oYNssS_DCPo.

SumTotal Systems. (2016, August 15). DP World and SumTotal Systems: Making talent management global [Video file]. Retrieved from https://www.youtube.com/watch?v=Re0MxudDais.

Carmichael, E. (2015, February 28). Young Steve Jobs on how to hire, manage, and lead people – must watch [Video file]. Retrieved from https://www.youtube.com/watch?v=rQKis2Cfpeo.

Life at Google. (2016, December 9). How to work at Google: How we hire [Video file]. Retrieved from https://www.youtube.com/watch?v=k-baHBzWe4k.

MacDonald, G. (2012, July 10). Howard Schultz—On connecting employees to the vision [Video file]. Retrieved from https://www.youtube.com/watch?v=mn5t8JsMMX8.

MeetTheBoss. (2015, June 22). Managing talent management[Video file]. Retrieved from https://www.youtube.com/watch?v=VUfnvtvKqNg.

Gregg Learning. (2016, January 7). What is talent management [Video file]. Retrieved from https://www.youtube.com/watch?v=R7MYMVTQ_rg.

TMA methode. (2012, June 6). Three basic principles of great talent management [Video file]. Retrieved from https://www.youtube.com/watch?v=ltjDJAF2yrQ.

SOCAP International. (2008, September 4). What makes a Zappos employee a good fit? – Tony Hsieh (Zappos CEO)[Video file]. Retrieved from https://www.youtube.com/watch?v=VQ6rVsqfMiQ.

Other Sources

Brito, C. (2010). Hire the right people. Stanford University Graduate School of Business. Retrieved from https://www.saylor.org/site/wp-content/uploads/2013/02/BUS208-6.1.1-Hire-the-Right-People-FINAL.pdf. Provided by: The Saylor Foundation. License: CC BY

Bureau of Labor Statistics. (2016). Occupational Outlook Handbook. Retrieved from https://www.bls.gov/ooh/.

Promoting employees: How to get it right. Center for Business Strategy and Tactics. Retrieved from http://think-business.org/index.php/africa-mid-east/2351-promoting-employees-how-to-get-it-right.

An introduction to business. (n.d.). Chapter 7: Recruiting, motivating, and keeping quality employees. Retrieved from https://2012books.lardbucket.org/books/an-introduction-to-business-v2.0/s11-recruiting-motivating-and-keep.html.

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Talent Management
Assignment Overview

Two primary outcomes of HR management are recruitment and selection. Through HR planning, managers anticipate the future supply of and demand for employees and the nature of workforce issues, including the retention of employees. These factors are used when recruiting applicants for job openings. Being able to recruit and retain the “best” employees has been a difficult task for HR managers. The “best” employees are not necessarily the most qualified individuals (e.g., those with the most education or work experience); they are the individuals who provide value to an organization, who complement the organization, who understand and embrace the organization’s mission, and who fit the culture of the organization. This quandary is a result of a number of different variables such as job satisfaction, organizational commitment, job performance, and motivation.

Furthermore, contemporary HR managers also are tasked with assisting with peak performance initiatives because of escalated global demands and competition.
Case Assignment

Go to the Occupational Outlook Handbook, latest edition (https://www.bls.gov/ooh/ ) and read about a Human Resource Manager generalist position. [A generalist is someone who covers many HR functions, as opposed to a specialist who might be responsible for only one or two functions or sub-functions of HRM.] Assume that this is a position you as an HR consultant need to fill for a client in your home state. In this assignment address each of the following:

Develop/include a job announcement/ad to fill the opening.
Describe the employer’s business and the key qualifications needed.
Explain your advertising and recruiting strategies to find candidates qualified for this opening for your client company.
Defend which recruiting and selection processes you will use to choose the best person for the job.
Be creative.

submission can be a 3- to 4-page Word document (not counting the cover page or the reference page).
Assignment Expectations

Your submission will be assessed on the criteria found in the grading rubric for this assignment:

Meets assignment requirements
Critical thinking
Writing and assignment organization
Use of sources and mechanics
Timeliness of assignment

 

 

Expert answer

 

Talent Management

JOB ANNOUNCEMENT/AD

Human Resource Manager – Generalist

We are currently looking for a Human Resource Manager – Generalist to join our team and implement various human resources programs.

Job Definition:

An HR Manager – Generalist is an individual with a broad knowledge of human resources functions, from hiring to onboarding and from employee compensation to evaluation. If you have a passion for human resource management, are familiar with labor laws, and look forward to kickstarting your career in the field, this is the place to be.

Job Responsibilities:

  • Conducting employee onboarding and helping in the planning of training & development.
  • Administering compensation and benefit plans.
  • Maintaining employee files and records in electronic and paper form.
  • Assisting in talent acquisition and recruitment processes.
  • Providing support to employees in various HR-related topics such as leaves and compensation and resolving any issues that may arise.
  • Gathering and analyzing data with useful HR metrics, like time to hire and employee turnover rates.
  • Assisting in the development and implementation of human resource policies.
  • Ensuring compliance with labor regulations.
  • Promoting HR programs to create an efficient and conflict-free workplace
  • Undertaking tasks around performance management.
  • Organizing quarterly and annual employee performance reviews.
  • Enhancing job satisfaction by resolving issues promptly, applying for new perks and benefits and organizing team building activities.

Requirements:

  • BSc/BA in Business Administration or relevant field.
  • A minimum of 2 (Two) years proven experience as an HR Generalist.
  • Good knowledge of employment/labor laws.
  • Excellent communication and people skills.
  • Understanding of general human resources policies and procedures.
  • Outstanding knowledge of MS Office applications; HRIS systems (e.g. PeopleSoft) will be a plus.
  • The desire to work as a team with a result-driven approach.
  • Additional HR training will be a plus.
  • Aptitude in problem-solving.

Interested candidates should send their applications, including a detailed CV, copies of documents, and at least three referees to onlinerecruitersau@live.com by the 10th of March 2019.

Introduction

Costco Wholesale Corporation is one of the largest companies in the United States, running one of the largest retail chains in the world (Welcome to Costco Wholesale, n.d.). The company operates and manages a chain of warehouse clubs that are membership-only, providing customers with a wide range of household and grocery products. Some of the products that Costco provides include rotisserie chicken, choice and prime beef, wine, and organic foods. The company operates more than 700 warehouses across the United States, Canada, the United Kingdom, Mexico, South Korea, Japan, Taiwan, Spain, Australia, Iceland, and France, with a majority of the stores in the United States. Being a large corporation, Costco employs millions of employees to fulfill the various operations at its stores (Welcome to Costco Wholesale, n.d.). The company uses a divisional organizational structure, with the major operations being controlled from the company’s headquarters in Washington. Human Resource Management is one of the major operations of the company and is centrally managed from the company’s headquarters. The company is seeking to recruit an HR Generalist to assist in the management of HR operations at the headquarters.

Key Qualifications

Costco’s business model seeks to provide the best service to customers while treating the employees well. The company aims at establishing a good relationship with its employees to ensure that they, in turn, treat the customers in a good way. The company wishes to maintain its good reputation for treating its employees as a family and maintain good customer service. The HR Generalist will play an important role in the fulfillment of these objectives. The role of the HR Generalist will not be one-dimensional. The HR Generalist will undertake a wide range of human resource duties and tasks, including organizing employee training, administration of employee benefits, leaves, and salaries, and coming up with HR policies (Pritchard, 2010). The HR Generalist will be using Human Resources Information Systems to ensure that all employee records are kept up-to-date and confidential. The will act as the main point of contact for any employees’ queries on HR-related issues. The HR manager’s main goal will be to ensure that the HR department’s operations are run smoothly and effectively in order to deliver maximum value to the organization as a whole.

In order to fulfill these roles effectively and efficiently, the organization requires an individual with a particular set of qualifications. One needs to be educated, holding a relevant degree (Business Administration or a related degree) to ensure that they have the necessary skills to manage the roles laid out. They need to have experience in HRM to ensure that they are familiar with the job description. One also needs to be able to analyze and present information about employees and HR policies in a way that is easily understandable by the stakeholders of the organization. The individual has to be well-organized and excellent in problem-solving, brainstorming, and database/filing management, skills that will be crucial in the fulfillment of job roles (Noe et al., 2017). They have to possess excellent communication and people skills since they will be dealing with many employees and will be expected to give reports to the management of Costco. The individual needs to have an understanding of the labor laws and other laws related to HR and employment rights in order to be able to implement and adhere to them in their day to day operations. They must also be conversant and proficient in Ms. Office applications and other relevant HR software that they will be using to execute their duties at the organization.

 

 

Advertising and Recruiting Strategies

Being a recruitment agency, we are experienced in sourcing the best-qualified employees for any job opening in the industry. We have a wide reach and our advertising reaches a wide audience. Through our website and social media platforms, we are sure that we shall get a good candidate for the job opening at Costco. The job advertisement will be posted on our official website and our social media pages to ensure that the information reaches talented people seeking to kickstart their HR careers (Chapman & Webster, 2003). In addition, we plan on using referrals to get qualified candidates for the HR Generalist position. Recruitment through referrals are very convenient and result in the hiring of talented employees. We shall get referrals from our HR contacts across the United States, after which interviews will be held to identify the right candidates for the job.

Recruiting and Selection

In order to recruit and select the best candidate for the HR Generalist position at Costco, there is a need to utilize proper strategies and a well-laid out process. A properly-crafted process will ensure that a talented person is selected for the job. We intend to look for an individual who is career-oriented (McEntire & Greene-Shortridge, 2011). The person needs to be committed towards the development of their career. They should not be individuals who keep jumping from one career to another. Practical experience will be a key requirement, and only people who have worked in HR before will be considered. This will ensure that they take minimal time to adjust to the organization and carry out their duties. We shall also consider the culture fit of the applicants (Yate & Yate, 2006). Applicants who have previously worked in an organization with a culture that is similar to that of Costco will be better qualified as they will not require any further training and induction into the culture of the company. In addition, individuals who have worked as HR Generalists will be given a priority during selection as they are already familiar with the job roles of the position. This way, we guarantee that we shall find the best candidate for the company.

References

Chapman, D. S., & Webster, J. (2003). The use of technologies in the recruiting, screening, and selection processes for job candidates. International journal of selection and assessment, 11(2‐3), 113-120.

McEntire, L. E., & Greene-Shortridge, T. M. (2011). Recruiting and selecting leaders for innovation: How to find the right leader. Advances in Developing Human Resources, 13(3), 266-278.

Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2017). Human resource management: Gaining a competitive advantage. New York, NY: McGraw-Hill Education.

Pritchard, K. (2010). Becoming an HR strategic partner: tales of transition. Human Resource Management Journal, 20(2), 175-188.

Welcome to Costco Wholesale. (n.d.). Retrieved February 15, 2019, from https://www.costco.com/

Yate, M. J., & Yate, M. J. (2006). Hiring the best: A manager’s guide to effective interviewing and recruiting. Adams Media.

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