CRITICAL EXAMINATION OF THE NATURE AND

IMPORTANCE OF TALENT MANAGEMENT PRACTICES

ORGANISATIONS AND HOW MIGHT THIS DIFFER FROM
A PRE-COVID-19 WORLD TO THE ONE WE ARE LIVING IN
NOW
 Table of Contents
1.1 Introduction......................................................................................................................3

1.2 Pre covid era.....................................................................................................................3

Developing The human talent of the company itself.........................................................3

Strengthening and sharing the organisational culture........................................................3

Recruiting, developing and retaining key talent.................................................................4

Evaluating fairly and objectively the performance of the collaborators............................4

Incentivizing and motivating employees through compensation plans.............................4

1.3 Post covid era...................................................................................................................4

1.4 Conclusion........................................................................................................................5

Reference List........................................................................................................................6
 1.1 Introduction

Multiple changes have occurred in various areas, including people, organisations, and
society, in the current context of the COVID-19 pandemic. All areas of the businesses have
been affected, some more than others. The human resources sector is not only one of the most
affected but also one that is expected to receive the most attention. The conjunctural situation
has made it clear that this area must be viewed as a strategic ally of the organisation. In this
regard, attention should be paid to the fact that there has been “a paradigm shift in the
sentence on work as synonymous with personal fulfilment of the worker to understand it now
as personal fulfilment as a synonym of good worked”; thus, for example, “it begins with the
very change of the definition of human resource administration by human talent management
to overcome the instrumentalization of the worker in the realisation of goals and objectives of
the organisation”.

1.2 Pre covid era

The definition of talent is something that “refers to an intelligent or suitable person for a
specific occupation; intelligent in the sense that he understands and comprehends, and that he
can solve problems given that he has the necessary abilities, skills, and experience for it; apt
in the sense that he can operate competently in a particular activity due to its capability and
disposition for good occupation performance” (Aguinis et al. 2021). In the Pre -covid era, a
particular set of systems was in place in order to conduct talent management. The systems
were

Developing the human talent of the company itself

One of the most crucial elements in sentient talent management is the approach that major
firms like "General Motors" take to develop the workers that the business already has (Lee et
al. 2022). Any leader must develop quality assurance and quality plans that provide the group
with a road map of professional opportunities, allowing people to see how they can progress
in the corporation by getting promoted to hierarchical structure positions or acquiring various
options.
Strengthening and sharing the organisational culture

Hierarchical organisational culture is comprised of essential aspects including the goal,

vision, principles, and strategic vision. This symbolises how the actions and principles that
underpin the company's team members' behaviour are conducted out here in the company.
Efficient leaders share this same objective and foresight with the entire squad, attempting to
determine and foster employee loyalty to the business's ideologies (Haak-Saheem, 2020). It is
important because it encourages both individually and collectively effort when organization
members realise why the job stands, the targets they aspire to accomplish, and how their
involvement contributes.

Recruiting, developing and retaining key talent

It all begins with hiring the best candidates for the job. The human resource must be attracted,
developed, and retained as part of the organization's strategy. Preparedness of the industry's
employee needs, the skill sets that each individual really should have premised on the
potential employee, and the desired outcome of the organization's future needs are the
foundations of recruitment and development (van et al. 2020) There are visible patterns and
best practises in recruitments that enable this strategic exercise to be performed out much
more successfully and effectively to achieve better performance by ensuring that individuals
integrate the most adequate and congruent aspirants into their corporation.

Evaluating fairly and objectively the performance of the collaborators

It is a fact that each of the employees uniquely performs their duties, and that not all of them
achieve the same standard of achievement and goal achievement. As a result, evaluating and
prioritising personal effectiveness based on established benchmarks and targets is becoming a
more standard procedure in businesses. (Burrell et al. 2020).

Incentivizing and motivating employees through compensation plans

One practice that arises from the efficiency appraisal system and is presently gaining
prominence as a good creativity management practice is the application of reward systems
and bonuses or equality of opportunity, through which associates can obtain added
advantages to their salaries based on their productivity and achievement of organizational
goals. (Chatterjee et al. 2022). This is a method of encouraging effort and keeping employees
motivated. Similarly, it is a method of encouraging competition among members of the same
organisation.

1.3 Post Covid era

Most people believe that we are on the verge of the Post-COVID era; others, though not as
many, believe that we will recover 95 per cent of our previous habits; but practically all of us
believe that there will be a few things that, rather than changing, will have resulted in a quick
trip from the future to the present (Tomcikova et al. 2021). Necessity has driven us to make a
round trip to the year 2025 to bring technologies and, with them, new habits that, in another
situation. Therefore it has become more important for High performing Organisations to
manage their talents in order to increase their organisational productivity. There are a few
points where employees and talents are focusing a lot more than before (Al et al. 2020).
● Employees are becoming more interested in doing “challenging” and “meaningful”
work.
● They are more committed to their profession than to the organisation.
● Traditional structures and authority are less accommodating.
● Work-life balance is becoming more important to individuals.
● They are prepared to take charge of their careers and personal development.
Responding to these numerous challenges makes capturing the "hearts" and "minds" of
today's workforce difficult. However, doing so is critical because there is a large body of
evidence demonstrating how the cultures the companies build within their organisations are
critical to attracting and retaining key talent (Caligiuri et al. 2020).
There are also a few suggestions to improve the effectiveness of the talent management
process during and after this COVID-19 pandemic, talent managers are advised to,
● Take care of their collaborators' physical health.
● Be aware of their employees' mental health.
● Improve communication with their workforce.
● Make certain that their collaborators are at ease while working.

1.4 Conclusion

The role of Talent Management departments has evolved into a unique work dynamic,
requiring broad flexibility to adapt and the intention of providing a positive experience for
contributors, not only when it emerges to meet new requirements in the face of work from
home, but also to maintain the connection between the organisation and its collaborators, that
is, not to lose the organisations' identity, mitigating the ambiguity and pressure of this
situation.
Reference List

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beyond: Performance management to the rescue. BRQ Business Research Quarterly, 24(3),
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Lee, J.Y., Yahiaoui, D., Lee, K.P. and Cooke, F.L., 2022. Global talent management and
multinational subsidiaries' resilience in the Covid‐19 crisis: Moderating roles of regional
headquarters' support and headquarters–subsidiary friction. Human Resource Management.
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Haak-Saheem, W., 2020. Talent management in Covid-19 crisis: How Dubai manages and
sustains its global talent pool. Asian Business & Management, 19(3), pp.298-301.
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van Hoek, R., Gibson, B. and Johnson, M., 2020. Talent management for a post ‐COVID ‐19
supply chain—The critical role for managers. Journal of Business Logistics.
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Burrell, D.N., 2020. Understanding the talent management intricacies of remote cybersecurity
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Review, 25(3), pp.232-244.
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management by multinational enterprises post‐COVID‐19: The role of enterprise social
networking and senior leadership. Thunderbird International Business Review.
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Tomcikova, L., Svetozarovova, N. and Coculova, J., 2021. Challenges and priorities in talent
management during the global pandemic caused by COVID–19.
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Caligiuri, P., De Cieri, H., Minbaeva, D., Verbeke, A. and Zimmermann, A., 2020.
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