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A key limitation is the fact that talent management lacks a consistent definition and clear conceptual boundaries. The specific contribution of the current paper is in developing a clear and concise definition of talent management. We also develop a theoretical model of talent management. In so doing we draw insights from a number of discreet literature bases. Thus, the paper should aid future research in the area of talent management through: (1) Helping researchers to clarify the conceptual boundaries of talent management. (2) Providing a theoretical framework that could help researchers in framing their research efforts in the area. (3) It aids managers in engaging with some of the issues they face with regard to talent management. OBJECTIVES OF THE STUDY: • To understand the entire procedure of Talent management • To understand the need of Talent Management • To study the accuracy and quality of work of employees by talent management procedure. • To suggest possible improvement in Talent Management process. REVIEW OF LITERATURE: Since a group of McKinsey consultants coined the phrase the War for Talent in 1997 (see Michaels et al., 2001; Axelrod et al., 2002), the topic of talent management has received a remarkable degree of practitioner and academic interest. This relatively recent emphasis on talent management represents a paradigm shift from more traditional human resource related sources of competitive advantage literature such as those that focus on organizational elites, including upper echelon literature (Ham brick and Mason, 1984; Miller, Burke and Glick, 1998), and strategic human resource management (SHRM) (Huselidetal., 1997; Schuler, 1989; Wright and McMahon, 1992) towards the management of talent specifically suited to today’s dynamic competitive environment. While the context may have shifted significantly since the latter part of the last century, the notion of talent management remains important. Arguably the challenge of maximising the competitive advantage of an organisation’s human capital is even more significant in the recessionary climate of the latter part of the opening decade of the twenty first century. We define strategic talent management as activities and processes that involve the systematic identification of key positions which differentially contribute to the organization’s sustainable competitive advantage, the development of a talent
pool of high potential and high performing incumbents to fill these roles, and the development of a differentiated human resource architecture to facilitate filling these positions with competent incumbents and to ensure their continued commitment to the organization. In 3this regard, it is important to note that key positions are not necessarily restricted to the top management team (TMT) but also include key positions at levels lower than the TMT and may vary between operating units and indeed over time. This review is motivated by two key factors. First, despite the growing popularity of talent management and over a decade of debate and hype, the concept of talent management remains unclear. A recent paper concluded that there is “a disturbing lack of clarity regarding the definition, scope and overall goals of talent management” (Lewis and Heckman, 2006: 139), a view which also prevails in the practitioner literature. In this regard, a UK survey found that 51 per cent of HR professionals surveyed undertook talent management activities, however only 20 per cent of them operated with a formal definition of talent management (CIPD, 2006). Thus, the field would benefit from a clear and comprehensive definition of the concept. Second, the current state of talent management literature is exacerbated by the fact that, in addition to ambiguities around the definition of the concept, there has also been an alarming lack of theoretical development in the area (for notable exceptions see Boudreau and Ramstad, 2005; 2007; Cappelli, 2008; Lewis and Heckman, 2006). The above highlighted shortcomings in the literature on talent management have limited both scholarly work on the topic and its practical usefulness. This weakness is significant for a number of reasons. Most notably, a significant body of strategic HRM literature has pointed to the potential of human resources as a source of sustainable competitive advantage (Becker and Huselid, 2006; Schuler and Jackson, 1987), and argued that the resources and capabilities that underpin firms’ competitive advantage are directly tied to the capabilities of talented individuals who make up the firm's human 4capital pool (Cheese, Thomas and Craig, 2008; Wright, McMahan, and McWilliams, 1994). Further, a recent study of 40 global companies found that virtually all of them identified a lack of a sufficient talent pipeline to fill strategic positions within the organization, which considerably constrained their ability to grow their business (Ready and Conger, 2007). Finally, talent management activities occupy a significant amount of organizational resources. Indeed, a recent study found that Chief Executive Officers (CEOs) are increasingly involved in the talent management process, with the majority of those surveyed spending over 20 per cent of their time on talent issues, while some spent up to 50 per cent of their time on talent issues (Economist Intelligence Unit, 2006). The economic climate at the time of writing (2009) means that for firms trying to weather the current economic crisis, the challenge has shifted from organisational growth to organisation sustainability. The issue of talent management is thus of interest to a wide range of stakeholders beyond human resource (HR) academics and professionals. Indeed, the Economist Intelligence Unit (2006) found that most CEOs explicitly argued that talent management was too important to be left to HR alone, while a Boston
1993. cited in Howe et al. 1998 cited in Howe et al. inter alia for scholars and practitioners in the fields of strategic management. 1998. The review is subdivided into 7 main parts: (a) Talent detection and identification research. The question is no longer whether genetic or environmental factors determine behaviour. environment.. in Howe et al. However. Thus. competitive event or performance test. and the effect of these variables on physical and psychological traits. In other words. and should not be dependent on an individual’s performance during any single audition. and has opportunity to learn and practise. 1996). the area is likely to be relevant. It is true that genetic factors are likely to contribute not only to specific abilities.Consulting Group (2007) report identified talent management as one of five critical challenges for HR in the European context. 1996). the capacity to concentrate and confidence (Liken. albeit not in a stable rigid manner. human resources and organizational behaviour. without the ‘correct' environment. physical and physiological characteristics. Underpinning such programmes with science can enable objectivity and aid in recognising individuals who have not yet received training in a certain domain. Accordingly. such abilities are not inherited in a simple fashion. It must be recognised therefore that the identification of talent is complex. but need to be capable of identifying potential and developed talent. optimum performance will never be obtained.. namely one in which the individual is encouraged and supported. since complex human behaviours typically have a polygenic basis. . Consequently. It also is likely that psychological qualities are indirectly influenced by genetic influences known as quantitative loci that affect human characteristics in a probabilistic rather than a predetermined manner (Palomino & Thompson. SUMMARY AND OVERVIEW OF THE REVIEW: In conclusion. talent detection and identification programmes not only need to be able to identify relevant psychological. psychological factors are affected by an individual's genetic makeup. The BCG findings were based not only on those capabilities that executives expect to be most important in managing human capital. as genetics appear to underpin exposure to nurturing social and physical experiences (Liken. It is extremely unlikely that there is such a thing as a 'poetry gene' or a 'music gene'. opportunity. it is difficult and possibly immoral to separate the processes of talent detection and development. encouragement. with many factors that must be catered for if the process is to be optimally effective. but also to traits such as persistence. this report considers both the characteristics of effective talent detection and identification processes and the efficacy of current procedures. 1996). Genetic factors will affect an individual's response to training and tuition.. Lastly. talent therefore appears to depend on genetics. Furthermore. but how they interact. but tellingly are also those they perceive their organisations to be weakest at. Talent detection should be a continuous process.
. in the majority of cases. One exception is the multidimensional model proposed by Simonton (1999). Conceptual Models of Talent Detection and Identification (Section 3): A number of conceptual models of talent detection and identification are reviewed. Since experiences and the environment shape these behaviours. (d) Talent detection and identification practices out with sport. Whilst the importance of recognising multiple determinants of talent is highlighted. However. Accordingly.g. the importance of providing opportunities for individuals to develop the required skills is highlighted. (e) The dichotomy between empirical evidence and talent detection and identification practices. psycho-behavioural factors are key in facilitating an individual to acquire skills and develop into a world-class athlete. the limitation of employing these factors to identify talent is highlighted. balance) to an individual l’s potential within sport is considered. Finally. Unlike anthropometrical factors. an individual’s performance on fundamental movement skills will be partly influenced by the environment. Following on from a consideration of innate determinants of performance. It is argued that. A brief outline of each of these sections follows: Talent Detection and Identification Research (Section 2): This section considers research that has contemplated the importance of performance determinants in the talent detection and identification process. Consequently. Due to the instability of anthropometrical and physiological factors during maturation. (c) Talent detection and identification practices in sport. initial consideration is given to the possible use of anthropometrical and physiological measures as indicators of potential. the importance of fundamental movement skills (e. Many have emphasised the need for processes to focus on innate factors. the importance of ensuring that all children have appropriate movement experiences prior to being tested on these skills is highlighted. Talent Detection and Identification Procedures in Sport (Section 4): . no distinction is made between determinants of performance and determinants of potential. (f) Theoretical models of talent development and current practices. it is argued that researchers and practitioners incorrectly have taken innate as tantamount to stable. initially at least.(b) Conceptual models of talent detection and identification. the role of psychological and behavioural factors in obtaining and maintaining world-class performances is considered.
(b) Funding and direction of talent detection and identification schemes. the entire approach to development of people might be rendered obsolete calling for rethinking the entire development initiative. Dichotomy between Empirical Evidence and Talent Detection and Identification Practices (Section 6): This section emphasises and provides a possible explanation for the dichotomy that exists between current talent detection and identification procedures and efficacious procedures as indicated by research. contrasts theoretical and practical models of TD. Where models have been reported as being successful. Future directions in terms of: (a) Research. Talent Detection and Identification Procedures out-with Sport (Section 5): Due to the complex problem of talent detection and identification. Theoretical Models of TD and Current Practices (Section 7): This section. . including the Australian Talent Search. This can actually be a risk-prone approach. since competencies become redundant with time and new competencies need to be developed.This section analyses both British and worldwide talent detection and identification practices in sport. Conclusions (Section 8): The final section of the review provides an "action plan" for the future of TID. over time. The optimum environment for developing individuals who have the capacity to develop in sport is considered. The empirical weaknesses of both British and Non-British models are apparent. Thus. Particular emphasis is given to recent developments that have distinguished between determinants of performance and potential. especially for companies operating in fast evolving industries. this section considers procedures that have occurred out-with sport. recognising the influence of the environment on developing potential talent. (3) Potential outcomes of TID schemes are suggested. alternative explanations for sporting success are considered. EMENT V/S TRADITIONAL HR APPROACH Traditional HR systems approach people development from the perspective of developing competencies in the organization.
D Point of Departure N Navigation A Point of Arrival In fact. Developed individuals enabling breakthrough performance. think relate and act through development initiatives. (3) Assessment of talent to profile the level of capacities and set of competencies possessed within the organization. Capacities are the basic DNA of an organization and also of individual potential. sharing and team orientation. you doing a bullock work? Yes No 6) Do you feel that you select wrong field to work? Yes No . (5) Gap analysis and identification of development path helping individuals realize their full potential through learning & dev. (2) Clear understanding of the varied roles within the organization and appreciation of the value-addition from self and others leading to building a culture of trust. Questionnaire: 1) Do you feel satisfaction while you complete your work? Yes No 2) Can you complete your work within a time? Yes No 3) Can you perform work with interest? Yes No 4) At any time do you feel that you wasting your time? Yes No 5) Anywhere do you feel that. (4) Enhancing capacities to learn.Talent management on the other hand focuses on enhancing the potential of people by developing capacities. Individual growth to meet and accept varied incremental and transformational roles in an overall scenario of acknowledged need for change. the following appropriately describes the role of talent management: (1) Translating organizational vision into goals and mapping the required level of capacities and Competencies to achieve goals aligning individual values and vision with organizational values and vision.
NAME 3. How does your organization identify talent? co mpl ete agr ee By We me Cre Cre co By use nts Ide atin atin mp res cert fro ntif g g By ete ults ifica m yin an Cre an Cre pot 7. ORGANISATION 2. g. rs).” 1. DESIGNATION 4. What are the areas your organization needs to improve in terms nce tion g Ide Cre env atin Alig Ide Cre env atin Alig enti s staf to in We vac ntif atin iron Cre g nin ntif atin iron Cre ga nin alf( a enh part add anc yin an me atin cult g Pro yin an me atin cult g anc ner We itio ies poli env nt ga ure em vidi poli env nt ga ure em hav e with part n to gap cies iron wh cult that Ass plo ng Pro Wo gap cies iron wh cult that Ass plo e in the uni ner one We will s that me ere ure ma essi yee the vidi rkin s in that me ere ure ma essi yee val ver with s mo be curr enc nt em that kes ng opp ng g curr enc nt em that kes ng s ved ue sitie uni fro ve cre ent our wh plo ma em can with ortu Pro me with ent our wh plo ma em can with of s/c ver m pro ate em age ere yee Cre kes plo did the Mai nity vidi ntor em em age ere yee Cre kes plo did the De our ons sitie bus ces d plo car em s atin indi yee ate mis ntai to ng ing plo plo car em s part atin indi yee ate mis trai ulta s/c ine ses We Re as yee eer plo are g vid sa sio Yes nin wor a and yee yee eer plo are g me vid sa sio nin nci ons ss / acq war the s gro yee exci cult ual wa skill n . at Pro g Enc k coll fast s to s gro yee exci cult ual wa skill n nt Furt g es ulta unit ope uire Chil Sha Buil the din co wth ted ure nt s and vidi the our with abo trac dev wth ted ure nt s hea and her and to nci lea rati co din d re Reti Ret ma g mp can ide that wa earl visi ng rep agi Fun lea rati k elo can and ide that wa to d(e earl visi dev dev exe es der ons mp car opti Sho rem Dev Pro g Bus aini Res Lev nag top any did as co val nt sta ier on Oth inte utat ng din ve adv p did dev as co val ntxclu sta ier on Ret eloBus Acq em Rec elo cut to s offs ani e ons ent/ rt He elo gra clas ine ng ear era perf adv ate are me ues y in of er rnat ion risk g wor anc indi ate elo are me ues to y in ofdes aini pinine uiri ent/ ruiti pm e imp and hor es cos /eq edu alth ter mm pm Sen s ss the ch gin orm anc co liste to em join with the you ple ion of 1(H the taki edu edg kin em vid Pro Stryou co pm liste to em em join with g Fiel g ng ssto ng exe ent inte rov sen to ts/a uity cati Acti car ms e ior ent unit roo and curr ing es mp ned wor plo the hiri r ase al the ng cati e ighl the g 1(m hiri ent ual vidi 1 ongr plo mp ent ned wor plo Hr emdev ne cuti No ng(verly org indi red al rnal ior acc obt Job on rran assi part al on m e ma ent lea exis d em and ete opp to k yee ng org spe org and ona tecost ng env opp car y ete opp to k yee yee one trai y disani staf dis No ope pot Incr elo ting ve Dec mar w ploder Co vidinn wor uce offe trai curr ma ess ain sec ge lear icip gn ben exp Bas Edu nag Me plo exp ncy ortu and eac s pro ani cify ani inn l effe pro hno iron ortu eer Acc s sup ncy ortu and eac f cha pm ksh eas keti enti rea sal tale lev yee ualfina ach cos ring nin icul nge tale urit me atio Oth efit nin e em me shi erie ova cati rati ntor yee and lev niti val h wor ces zati …urat ces zati ova nee logi me niti pat nin agrzati criti wor ctiv h ervi lev niti val agr nge ent ops No e s ng al se es nts el ts. ers nt. s.1. Talent management: upcoming trends and challenges “Talent management – broadly defined as the implementation of integrated strategies or systems designed to improve processes for recruiting developing and retaining people with required skills and aptitude to meet current and future organizational needs. Does your organization have any specific talent management initiatives in place? Yes No 5. Are talent management initiatives a top priority for your organization? incr eas ingl y req YE uire S non 6. g y nt n s pay nts p tion nce ons on nce ing els ued day k on … on tion ds nt es h e) s sor) g cal)ee on els es ued day k 2 ee We NO of talent management initiatives? Inte rnal coa ch( excl ude s em plo yee sup ervi sor) 3 Me ntor (ex clu des em plo yee sup ervi agr sor) ee 4 Out sid e con sult ant Str 5(le 5(N ongot oth ast 5 ers ly(not Acc effe agr urat criti ctiv eecal) e) . a.
How long have you been working for the company? Less than a year 1-2 years 2-5 years 5-10 years More than 10 years 5.4. Have you been made aware of the policies and procedures? Do you know and understand the Not at all aware of this The organisation mission statement? The structure of the company? The aims of the company? Our health and safety procedures? Our equal opportunities policy? Professional association membership? Policy on handling any legal problems? Policy on handling customer problems? Staff disciplinary procedures? Policy on holiday entitlement? Aware of this but need more information Know and understand t .
Do you know how you can help the organisation to achieve its aims? Yes.to whom you are responsible The people you are directly responsible for The people you are indirectly responsible for Your hours of work Your pay Other benefits you are entitled to The telephone system The organisation computer systems I know a little. and what would you like to know more about? I know enough about this Your position in the organisation Management . but need to I need to know a lot mo know more about this .Policy on absence? Policy on maternity/ paternity leave? Organisation car policy? Organisation travel to work policy? Policy on expenses? Performance payments? Other entitlements? 6. I am not at all clear about this 7. I feel quite clear about this I think so. but would like to discuss it further No. What do you know about your job.
Please rate your satisfaction with the employee benefits and policies. In the next three years how effective will the following elements of compensation be in terms o attracting and retaining top performers? 1(most effective) Base pay Health care benefits Retirement/education benefits Share options/equity participation Child care costs/arrangement Job security 2 3 4 5(least effecti . Extremely dissatisfied Accuracy of job description Salary review Adequate information provided about any job changes / promotion Leave of absence Health care benefits Retirement benefits Dissatisfied Neither satisfied nor dissatisfied Satisfied Extremely satisfied 9.The staff canteen The managing director or CEO The shop floor sales staff The organisation directors The team you work within The machinery you will operate 8.
Please rate your satisfaction with the salary and benefits package you receive. Would you benefit from further training in any of the items specified in your job description? Yes No 12.10. Excluding financial compensation which of the following do you believe are your organization most effective means of rewarding motivating and retaining talent? Providing training Working with employees to develop individual career path Providing mentoring and fast track advancement opportunities Providing a collaborative working environment Providing the opportunity to work with leading edge technologies Funding educational needs Encouraging risk taking and innovation Maintaining the reputation of the organization Providing international opportunities 11. Extremely dissatisfied Medical insurance package Company savings plan Retirement plan Holiday Entitlement Job market competitiveness of my salary Share option plan Dissatisfied Neither satisfied nor dissatisfied Satisfied Extremely satisfied .
Overall. Overall. how satisfied are you with this company as a place to work compared to other places you have worked? Extremely dissatisfied Dissatisfied Neither satisfied nor dissatisfied Satisfied Extremely satisfied How many employees does your organization have? _________________ Answer yes or no Do you experience high employee turnover rates in a year? _____________________ Are you recruitment methods efficient and suitable? _________________ . how satisfied are you with your company's personnel policies? Extremely Dissatisfied Very Dissatisfied Neither Satisfied nor Dissatisfied Very Satisfied Extremely Satisfied 14.Company car 13.
Is your organization losing some of its best employees to your competitors? ________________________ Does the HR department use the most effective and efficient system? _______________ Is your organization attracting the right kind of personnel that will help it grow? ______________________ How does the company plan to help employee development? _______________________________________________________________________ Do employees know how to get into the talent pool? _______________ How easy is it to enter into the talent pool? * Quite easy * Easy * Difficult * quiet difficult Who is in the talent pool? * Just a few people * Everyone What level of support do you provide to your talent pool? _____________ How transparent is your talent management system? ________________ .
We have a very loyal fan base. Our number one recruitment priority is to persuade the best established talent to come and play for us. Strongly Agree know Agree Neutral Disagree Strongly Disagree Don't Our number one recruitment priority is to develop young non-established inexperienced talent into mature players. . It is a priority to increase our total fan base. The club will finish top three in the league/division at least once within the next three years.How much risk is the organization willing to put into the talent pool? ______________ How does the organization enhance talent progress? * Differentiated route * Accelerated route How many in the first team and reserve team squad are own developed players? 0-10% don’t know 11-20% other 21-33% 34-50% 51-75% 75-100% How many first team managers has this organisation had over the last ten years? How long has the current first team manager been at his position (years)? Please indicate the extent to which you agree or disagree with the following statements: Strongly Agree know Agree Neutral Disagree Strongly Disagree Don't The current first team manager’s style differs considerably from his predecessor The current first team manager’s objectives differ considerably from his predecessor.
This section focuses on questions regarding organisational structure. but outside the region) Internationally (people with other nationalities who live abroad) Please estimate how many of your fans in the year 2020 will be derived: 0-5% 6-10%11-25% 26-50% 51-75% 76-100% Don't Know Locally (born locally and/or live within 1 hours drive) Regionally (born regionally and/or live within 2-3 hours’ drive) Nationally (born and/or live in the country. but outside the region) Internationally (people with other nationalities who live abroad) The following four sections deal specifically with questions regarding talent development. .Please estimate how many of your existing fans are derived: 0-5% 6-10%11-25% 26-50% 51-75% 76-100% don’t know Locally (born locally and/or live within 1 hours drive) Regionally (born regionally and/or live within 2-3 hours’ drive) Nationally (born and/or live in the country. The first team manager has the best overview of the human resource needs of the squad. Please indicate the extent to which you agree or disagree with the following statements: Strongly Agree know Agree Neutral Disagree Strongly Disagree Don't We have made significant changes to our organisational structure within the last ten years to cope with the demands of the modern sports business industry. Our first team manager is heavily involved in the search for talent.
Our playing system gives our scouts a “check-list” of fundamental physical attributes to look for in a talent. . We primarily pick talent that will fit into a certain role in the playing system. Yes No don’t know Please indicate the extent to which you agree or disagree with the following statements: Strongly Agree know Agree Neutral Disagree Strongly Disagree Don't We use the same playing system/philosophy throughout the whole club. The majority of our stock is owned by less than 5 people/families/institutions Yes Strongly Agree know No don’t know Agree Neutral Disagree Strongly Disagree Don't We are dependent on our majority owner(s) underwriting of new player purchases. how many years has the existing major stock owner(s) been the majority owner(s)? 0-2 years 3-5 years 6-10 years 11-15 years More than 25 years don’t know other 16-25 years Please indicate the extent to which you agree or disagree with the following statements: Strongly Agree know Agree Neutral Disagree Strongly Disagree Don't Our organisation emphasises the individual. from the youth team up to the first team squad. Our playing system makes it harder for us to find suitable players. Yes No don’t know We have intentionally appointed a “ general manager” to oversee the short-term decisions for renewing our squad of players. Our owner(s) is primarily involved in this club as a long term investment.We have intentionally appointed a “general manager” to oversee the long-term strategies for renewing our squad of players. Roughly. Our organisation emphasises the group.
Evaluate what has caused us not to reach our full potential in the past. Our club culture consists of certain values that only players who have been developed internally fully understand. Listen to dissenters. and bearers of warnings inside the organisation. Our club is one of the most desired clubs in England for a young inexperienced player to start his career in. Several of our players throughout the history of the club were national "household" names. We pay better salaries to our players than our direct competitors. my organisation has conducted activities intended to: Yes No don’t know Evaluate what we did to be successful in the past. Please indicate the extent to which you agree or disagree with the following statements: Strongly Agree know Agree Neutral Disagree Strongly Disagree Don't Our club is well known in European football (strong brand name). before signing them. In the last 24 months. doubters. Evaluate young players' off the pitch behaviour. my organisation has conducted activities intended to: Yes No don’t know Change old training routines Change how we motivate our players and coaching staff.We have a systematic approach to detect exceptional talent in our youth teams. Please indicate the extent to which you agree or disagree with the following statements: Strongly Agree know Agree Neutral Disagree Strongly Disagree Don't Our first team manager has an important part in the long-term (5-10 years) planning of the team’s human resources. We have a systematic evaluation process for the development of young players. . In the last 24 months.
Our present first team manager is heavily dependent on his coaching staff for development of players. We have had a significant increase in promotions from the youth team to the first team with the current first team manager in charge.During the present first team manager’s appointment: Strongly Agree know Agree Neutral Disagree Strongly Disagree Don't We have been successful in identifying and signing domestic young inexperienced talent. Strongly Agree know Agree Neutral Disagree Strongly Disagree Don't . Roughly how long has this club's present first team manager been in a management position in the football industry? 0-2 years 3-5 years 6-10 years 11-15 years more than 25 years don’t know other 16-25 years Is this club's present first team manager a former professional player? Yes No don’t know Please indicate the extent to which you agree or disagree with the following statements: Strongly Agree know Agree Neutral Disagree Strongly Disagree Don't Our present first team manager has been pivotal for the development of young players during his time at the club. Strongly Agree know Agree Neutral Disagree Strongly Disagree Don't We primarily appointed our first team manager for his proven track record of developing inexperienced talent in other clubs. During the last five years. we have been successful in making "margins" by identifying and signing established players below their market value. First team managers tend to bring their preferred coaches to the club they get appointed to. We have been successful in identifying and signing international young inexperienced talent.
This information is for administrative use only. Our first team manager is at his best when he gets to work with seasoned players. but it is vital since it enables us to tick off your club's name on the list of recipients when your questionnaire is completed. Outstanding training facilities are important when convincing an established player to join us. Our first team manager leaves the development of young inexperienced talent to his coaches. This section is about physical facilities (training ground. It will be kept confidential and will not be revealed to anyone outside the research group.. Outstanding training facilities are important when convincing a non-established player to join us.do you want us to send the final report of our results at the end of this project to the club indicated above? * Yes No . We are located in a desirable geographical location to which players want to move.. Our first team manager works closely with the youth team to follow the young talents’ development. stadium etc. club house.Our first team manager has a paternalistic approach to the young in-experienced talent..) Please indicate the extent to which you agree or disagree with the following statements: Strongly Agree know Agree Neutral Disagree Strongly Disagree Don't We have spent a considerable amount of effort and money on designing and building our physical facilities. .. Which club do you represent? What is your role/title in the club? How long have you been with the club (years)? Finally. About the respondent.
nothing can be achieved without an effective HR strategy that is forward looking. Is your organization loosing good employees to the competition? If your attrition rate is higher than the market rate. Not acting on exit interview data.1. look at why your employees are leaving. Take a look at them once in a while even if you believe the system you have now is sufficient. and take what they say in the exit interviews seriously. is there serious disparity in compensation between roles within your organizations. Do you have organization-wide and individualized employee development plans? Employees need to be trained and have their skills upgraded not only to improve their performance in their job but also to keep them up to date with developments in their fields. 5. more than your clients. 4. 2. Using competency based recruitment practices ensures that you hire for the right skills and abilities. Check out SHRM. Does your compensation system pass internal equity and external competitiveness test? Simply put. your performance will stagnate (at best) or worse still regress. The plans once made must be implemented otherwise you get nothing. can only make the situation worse and send the signal that you don’t care. or the workload. If you have not paid adequate attention to this either because of money. The effectiveness will affect every facet of your organization. Does your HR function use the most effective technology and software to management your HR function? There is a lot of software out there that can help simplify and improve the efficiency of your recruitment. and development and other HR practices. Your high potential employees are the most likely ones to leave for better opportunities elsewhere unless they find it in your organization. and tied to your plans. Is your HR or Personnel Department organized and staffed for efficiency and effectiveness? Your HR Department is charged with Human Talent Management function.org for what’s out there. 9. Do you have a system in place to identify and groom high potential employees for higher future roles in the organization? This doesn’t need a comment. Are you using competency-based recruitment practices (competency identification and behavioural assessment) to hire the right staff? The standard process of recruitment is hit-or misses. 7. 3. your funders/supporters. they will be your evangelists. If they consider your organization a good place to work. attitude and behaviour. 8. Are you attracting the right kind of personnel that will help your organization grow and retain a good market share? The most effective vehicle for this is your employees. You organization needs to groom this group to ensure availability of capable talent in future roles. Do you have an HR strategy? Is it tied to your organization’s long-range plans? No matter how good your organization’s planning processes. 6. Consider outsourcing if you think there is some serious deficiencies. How do stack up against ruling market .
10. and employees will leave for better pay elsewhere if your compensation package is not competitive. and Have your Board look at your needs. Do something! .structure? A sense of internal inequity will drag down morale. do a compensation study. What do you need to begin to focus on to ensure that you have a future oriented talent management system in place? What resources do you need? Where and how can you get them? What will it take? Have a prow-wow with executive staff.