BA 204 - Assignment # 2

ESSAY:

1. Discuss the following components in the process of talent management.

a. Learning and Development
Learning and development policies and programs are essential components in
the process of talent management. This component includes everything from
ongoing training to learning during the employee lifecycle. It allows for workers to
fine-tune and further develop the critical skills needed to meet their performance
goals and to help the company complete its strategic goals. In other words, it
ensures that people acquire and enhance the skills and competencies they need. It
involves taking steps to help talent grow within the company. It should be aligned
with the employee development plan and includes identifying roles where particular
employees could move to in the future as well as considering how to expand
workers’ skills and knowledge to fulfill new challenges facing the organization.
Organizations need to consider the value of training and developing
employees. When employees gain new skills, they are often eager to use them right
away. This promotes innovation in the workplace not only from the newly trained
employee but also among the employees he or she works with closely. Learning and
development work well when it is aligned not only with the organizations’ goals but
also with the personal development goals of the employee.
b. Talent Relationship Management
Talent relationship management is the process of building effective
relationships with people in their roles. It is concerned generally with creating a
great place to work, but in particular it is about treating individual employees fairly,
recognizing their value, giving them a voice and providing opportunities for growth.
The aim is to achieve talent engagement, ensuring that people are committed to
their work and the organization. It is better to build an existing relationship rather
than try to create a new one when someone leaves.

2. Discuss employee motivation and its effect on employee performance.

Employee motivation is crucial to an organization. It is the root from which stems

both the progress and the downfall of a company. Employee motivation can be defined
as the attitude employees have towards their work. It is the desire and energy that
makes people continually interested and committed to a job. It is what drives them,
pushes them, or "motivates" them to achieve or even show up at work every day.
Employee motivation is essential to your company. Motivated employees are
dedicated and they work harder, therefore, produce more. In other words, employee
motivation improves the quality of work. Without a motivated workplace, a company can
face significant losses. An employee who does not feel motivated won't be able to
perform well. He won't want to give his best and work hard to achieve his goals.
Motivated employees help achieve business goals. They also improve the overall
productivity of the organization.
If you imagine an employee with low levels of motivation, they are working at a
slower pace, spending more time away from their tasks and possibly occupying
themselves by surfing online or spending time on their phones. But most of all, they’re
 largely unfocused and aren’t putting their all into their work. This isn’t only wasting your
resources but could have a knock-on effect to other employees, potentially holding back
the entire company from producing work to the highest standard or meeting important
targets.
On the other hand, a motivated employee is enthusiastic, driven and takes pride
in their work. They accomplish tasks quickly, take action and want to do a good job,
both for themselves and for the company.
Whether your company is currently at the top of their game, or on the way up,
employee motivation remains at critical importance at every level. The moment
employee motivation drops, revenue and company accomplishments could soon follow.

3. Discuss employee rewards and its effect on employee productivity.

Employee reward is an incentive plan to reinforce the desirable behavior of

workers or employers and in return for their service to the organization. Rewards can be
monetary in the form of salary or non-monetary in the form of awards for some special
services to the company or simply giving an employee a work which he enjoys doing.
The primary objective of organizations in giving rewards is to attract, maintain and
retain efficient, high performing and motivated employees.
There can be various types of rewards an organization can give its employees
like money, grade, performance based incentive or performance pay, increment, gift
cards, recognition or awards, profit sharing, holiday packages, medical coverage,
promotion, bonuses etc. They are given mainly to appreciate the performance of
employees and to motivate them. This is because motivated workers lead to higher
productivity and the organization as a whole prospers. On the other hand, if workers are
unmotivated they can lead to the failure of the organization by disrupting and de-
motivating other workers as well. Rewards are considered separate from salary but they
may be monetary and have a cost to company. They are generally aligned to
organizational goals, when an employee helps the organization to achieve any of its
organizational goals he/she is rewarded.
Retaining employees is fundamental when aiming to boost productivity levels in
the office. In order to retain them, they must be recognized and rewarded on their hard
work which can have a significant impact on the company’s ROI. Workers work harder
and with more drive when their efforts are being rewarded. They tend to exert more
efforts in accomplishing their tasks in order to qualify for the rewards the company has
to offer. The more the company focuses on acknowledging their employees’ hard work,
the better chances to keep them happier and more committed to the company.

4. Compare and contrast traditional HRD and strategic HRD.

The development of the skills of executives, managers and employees as they

flow from the current orientation of the company is known as traditional human
resource development. The skills, in terms of which executives, managers and
employees are developed during a traditional human resource development process,
emerge from the current strategic orientation of the company and thus the job for which
executives, managers and employees are currently responsible. When viewed in this
traditional way, human resource development is a maintenance subsystem, intended to
improve organizational efficiency by increasing routinization and predictability of human
behavior. It facilitates socialization of newcomers into the corporate culture, work group,
and job. In a sense traditional human resource development is a rite of passage
furnishing newcomers with ideas, techniques, and approaches worked out in the past.
In traditional HRD, it uses method such as organization development wherein it
focuses on changing the culture of a company by means of planned learning
interventions. It also focuses on addressing the training needs of external role players
involved with the company or the value chain of the company. Traditional HRD is
developing executives, managers and employees of the company in order to be able to
adjust to changes taking place externally. It also equips individual executives, managers
and employees with the knowledge and skills needed to accomplish their career goals.
Lastly it involves training which focuses on empowering executives, managers and
employees to be capable of effective and efficient work performance and to furnish
them with knowledge and skills needed to perform their jobs.
On the other hand, the training philosophy, policy and strategy should, however,
also give an indication of the manner in which the skills of executives, managers and
employees in particular ought to be developed in order to be capable of effective
performance in the future. The skills executives, managers and employees should have
are determined according to the future strategic orientation of the company. A training
process which enables strategic human resource development should therefore provide
for empowering executives, managers and employees for effective performance in terms
of the strategic domains which are more emergent in nature such as the complex and
chaos domains. The dynamic and uncertain nature of these domains in the strategic
environment of companies necessitates that a strategic training process should have
other characteristics than those of a traditional training process. Methods such as
strategic organizational development and strategic employee development as well as
strategic training are used to make strategic human resource development possible.
At an organizational level strategic human resource development contributes to
executives, managers and employees being able to give effect to the future strategic
orientation of the company. In terms of individual executives, managers and employees,
strategic human resource development results in executives, managers and employees
being developed in a more holistic manner than in the case of a traditional human
resource development process. Hence, it provides greater extrinsic and intrinsic job
satisfaction, greater customer and client satisfaction, shorter learning times and more
effective use of resource and less wastage of materials and also the creation of a
learning organization that is flexible and responsible in coping with present and future
demands.
Moreover, strategic HRD makes activities proactive rather than reactive. SHRD
also ties learning to a comprehensive instructional planning process that supports and
relates to strategic business plans and human resources plans. Strategic HRD also
makes businesses known for their excellence in productivity improvement handle their
human resources strategically. Finally, SHRD practitioners will increasingly have to think
strategically if they are to enjoy long-term career success.
From the above-mentioned benefits of strategic human resource development, it
is clear that this type of human resource development enables a company to effectively
address the emergent needs of the market or the industry. The unique nature and focus
of traditional and strategic training mean that companies should use both these types of
training processes in order to ensure that they are empowered for efficient and effective
performance in all four the domains of their strategic environment both currently as well
as in the future.