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MBA英語論文范文：淺談人才管理的定義
The main body
About talent management
The definition of talent management
In the world, different experts have different understanding on talent management. But Compare these definitions, the definition which is written in CIPD (2012) is better. “Talent management is the systematic attraction, identification, development, engagement, retention and deployment of those individuals who are of particular value to an organisation, either in view of their ‘high potential’ for the future or because they are fulfilling business/operation-critical roles.”
The benefits of the talent management of the company.
(1) The company has a precise talent management programme. For example, The forecast increase in size is 15% in the coming year followed by 10% in two subsequent years. Staff turnover in the junior management population is 12% per annum. In the senior management population turnover is 10% per annum. Every year the company will provide business growth forecasts, these data is the basis of the employee resourcing of the company.
(2) Recruitment in the company has been focussed on graduates with science and / or technology degrees. Compared to other forms of learning and development, the talent recruitment plan not only saves time, ensure the quality of the talents, but also saves training costs.
The disadvantages of the talent management of the company.
By analyzing the case of the status of the company, we find that at present, the company have many defects in the aspect of talent management. We summarized the following shortcomings:
(1):The approach of the company is an exclusive talent management.
We can see that there are approximately 180 junior managers, 40 senior managers and 8 executive managers in each office. In the company, 8 executive managers in each office can make a big impact. We can refer to the previous information that employees are graded A to C: top 20% are A. and so resources are focussed upon them (Marchington & Wilkinson 2012:201). So the approach is exclusive. We all know that it has negative impact on equality of the company. And an exclusive talent management could decrease motivation among the other employee groups. Because The managers in the company always rely on only a small part people, they may make many mistakes, when they make decisions. At the same time, it also affected the long-term development of the employees.
(2) Staff qualification is not high, employee resourcing is in a single. We can know the main business of the company is offering professional services and consultancy in land usage. This includes land surveys and map making, land usage research, surveying land to investigate water and mineral resources and land investment services, and so on. These businesses are all very professional. The company needs to have very professiona
l technical team to do these things. But recruitment in the company has been focussed on graduates with science and / or technology degrees. Very few managers have business related undergraduate or higher degrees. And Recruitment in the company is only limited to technology professional talents, lack of senior management personnel. This kind of talent management programme approach is not conducive to the company's long-term development. they need a reasonable human resource management methods to improve the ability of the company's business.
(3) There are many shortcomings on employment relations.
Different country has many differences in culture and the legal framework. The company is registered in the UK and the company has subsidiaries in Germany, Holland, UK. But all parts of the company are a similar size and structure. They operate with common HR policies and procedures wherever possible.
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