1.Strategic Employee Resourcing and Talent Management

Over the years, I got to experience all possible gears of business management, but believe me, none was as captivating as strategic employee resourcing and managing talents. Competition for talent has become a huge part of the new business world and to stay on top, your organization needs to attract and keep the desired personnel. Hence, a relevant strategy to attract competent employees and train them to thrive in the organization is the pivotal HR concern today.

Strategic workforce management (SEM) comprises of planning and coordination of human resources so that it fulfills the organization's strategic objectives and goals (Sparrow et al., 2015). It is a comprehensive process of determination of the need and acquisition, dishing out and using of human resources in a tactical way that the organization has the right people on right skills, at the right time. This by the processes of determining and analyzing the organization's current resourcing shortages and integrating them into resourcing asset management systems is the prerogative of HR professionals. These might range from the internal promotions, to employing the external competence, to the employee training and development's investment.

Talent management is the opposite; it entails appraising and cultivating top talent, by retaining and developing high-potential individuals over a long period of time (Collings & Mellahi, 2009). It encompasses identification of individuals with special attributes, competences and wherewithal for excelling and, besides their timely assistance, open up avenues for their growth. Talent management includes processes like career counseling, leadership plan, performance review, and engagement programs. Organizations who succeed in keeping the best talents and nurturing them can build a strong succession plan for leadership, initiate innovative solutions, and thus have a superior performance.

Carrying out successful workforce resourcing and talent management techniques is conditioned upon conduct of due research on the company’s business strategy, culture, and value system. This also demands the use of different methods and approaches to attract, evaluate, train, and retain skilled workers as well (Hassanein & Ozturk, 2022). Competencies can be described in such a frame work as, psychometric assessment, performance management, mentoring, learning and development programs. In addition to that, using data analytics and technology can give many crucial details on workforce patterns, employees' preferences and areas where improvement can be made.

By putting in these organizational strategies, employer can stake benefits from several sides (Lewis & Heckman, 2006). One essential function of HR is ability to align employee skills with organizational needs, avoid reorganizing and ensure that right talent is in the right position. This results in more productivity and labor efficiency, which in turn bring about technologies, ideas, economy, and individual skills. The second reason is that the companies, in the case of a strong talent management system, stand a good chance to get the top performers, as talented people search for the most promising jobs, where progress and professional development are possible. Furthermore the inputs in the performance of the workers like training and a positive workplace can increase employee engagement and terminate the rate of turnover (Naim & Lenka 2017).

The workforce management and the talent is of significance in finally coming up with an organization that has high chances in succeeding. Organizations can develop a competitive advantage and experience sustainable development by creating an army that is aligned with strategic objectives and conserving the best people in the organization. Before starting MBA I want to tell about my presence in the area of study I'm fascinated with and my contribution to the development of effective strategies that guarantee high organizational results.

References

Sparrow, P., Hird, M., Cooper, C.L., Sparrow, P., Hird, M. and Cooper, C.L., 2015. Strategic talent management (pp. 177-212). Palgrave Macmillan UK.

Collings, D.G. and Mellahi, K., 2009. Strategic talent management: A review and research agenda. Human resource management review, 19(4), pp.304-313.

Hassanein, F. and Özgit, H., 2022. Sustaining human resources through talent management strategies and employee engagement in the Middle East hotel industry. Sustainability, 14(22), p.15365.

Lewis, R.E. and Heckman, R.J., 2006. Talent management: A critical review. Human resource management review, 16(2), pp.139-154.

Naim, M.F. and Lenka, U., 2017. Talent management: A burgeoning strategic focus in Indian IT industry. Industrial and Commercial Training, 49(4), pp.183-188.