Talent management

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Talent management

What and how talent explained?

According to (M. Christina Meyersa, 2013), an organizations position on the continuum entails important implications for its design of the process of talent management practices. The author discusses the process of talent management, posing to ask the question; is talent predominantly an innate construct, is it mostly acquired, or does it result from the interaction between nature and nurture components. Talent management is a process or practice that can be shaped to suit the HR practices of any organization.

(M. Christina Meyersa, 2013) also explains that talent management happens to be more than just a language in human resource work. It has converted an important aspect for many companies. (M. Christina Meyersa, 2013)Carried out research which showed that 75%of the corporate officers were concerned about the talent shortage. The talent management is crucial for factors like the growth of new cycles in business. With the emergence of new inventions in business, there is need of people with different talents. The change of workforce demographics with reducing labor pools leads to squeezing of talents. Another factor which calls for expert talent management is the emergence of more complex economic conditions. The complex economic conditions require segregated talent and talent management. There is also a global focus on leadership which is currently permeating in many levels of organizations. For this process to bear the desired results there needs to be talent management.

What’s talent in a (security/police/ army) environment?

(Orrick, 2009) Stated that talent in a police environment is the ability of an individual to make a difference in the organizational performance either through their immediate contribution or in demonstrating a high degree of potential. In a police environment, the talent management is a systematic attraction, progression, retention engagement selection development of the people who have the potential to make a significant impact. The talent management policy in police supports all the staff to make sure there are improvements in the general organizational performance. The policy also identifies the people with higher potential for a significant difference in the organization for both immediate and future effects.

(Orrick, 2009) Also explains that the process of building an effective organizational leadership is a significant aspect of ensuring that the climate of the organization is conducive to a rational, sensitive, and flexible working environment that takes account of employee needs as well as high-quality performance in fulfilling the agency’s mission. Part of organizational leadership is focusing on the core values of the organization. These core values should be made clear in recruitment, selection, policy development, decision-making, exercise, and conflict resolution so that those working in the organization will not experience tension between their personal values and those of the organization.

What and how performance explained?

(Motowidlo & Van Scotter, 2016) Explains that talented police officer performs differently from other who is not talented. The performance of the police is measured and explained differently from those employees of other organizations. With the help of the training, they can develop their skills and drive performance at an individual’s level. Talent training enables the individuals to reach their potential to contribute fully to the organizational success. The talent management policy help the police by ensuring that the officers are aware of what is readily available for them. This is regarding their ranks or grade which helps in creating consistency of development. The officers also develop a proactive development culture in which they become self-directed and can come up with alternative methods whenever they are faced with difficulties.

How is performance implemented in (security/police/ army)?

(Elliott S. Fisher, 2012) Explained that the implementation of performance the talent management model has three bands. The first band represents an access level in which all officers in the organization gets proposed development resources. This band covers development in role promotion and lateral promotion. The second band highlights an access level for identified underrepresented groups which offers additional resources tom support development. The third band entails a small group of officers and staff who have been identified as talented.

What’s improvement in performance? How can this be measured?

According to (Brijesh Kumar Bhardwaj, 2012), performance improvement in organizations or learning institutions is depends mostly on the availability of data that is stored. The data is stored in the database that contains information regarding the improvement of students or workers performance. The academic or organizational performance improvement is influenced by many factors and issues. Therefore, it is important to come up with a predictive data mining mechanism for students’ or employees performance so as to note the difference between great learners and reluctant learner’s student. In the present investigation, an experimental methodology was adopted to generate a database. The raw data was preprocessed regarding filling up missing values, transforming values in one form into another and relevant attribute/ variable selection.

How can talent improve the performance?

(Rodríguez, 2010) Explains that talent improves performance in that the management training offers the most competitive advantages new technologies and innovations. Talent is the biggest lever of driving the success of an organization. The collective skills of a talent employed in an organization comprise of the organizations core capabilities. The talents in an organization inject capabilities which happen to be difficult for competitors to replicate band bench mark. In his paper, the author explains that the offshoring of knowledge services has materialized to a fact that is multiplying importance for organizations, even though its effects have not yet been discussed exhaustively. The author goes on to analyze and explains R & D offshoring contributes to enhancing organizations innovation capabilities. The results of the study allow a researcher to confirm our hypotheses and highlight the strategic importance of R&D offshoring. The empirical confirmation shows a positive relationship between offshoring and discovery performance, with a larger effect on product than on process innovations. The results for another governance models show that captive offshoring has a greater effect on addition outcomes than offshore outsourcing. These conclusions lead us to reason that firms that look abroad can benefit from location-specific and specialization choices to improve innovation performance.


Brijesh Kumar Bhardwaj, S. P. (2012). Data Mining: A prediction for performance improvement using classification. Cornell university library , 136-140.

Elliott S. Fisher, S. M. (2012). A Framework For Evaluating The Formation, Implementation, And Performance Of Accountable Care Organizations. Health affairs , 2368-2378.

M. Christina Meyersa, M. v. (2013). Talent — Innate or acquired? Theoretical considerations and their implications for talent management. Human Resource Management Review, 305-321.

Motowidlo, S. J., & Van Scotter, J. R. (2016). Evidence that task performance should be distinguished from contextual performance. . Journal of Applied Psychology , 475-480.

Orrick, D. (2009). Retaining police talent. Law and order , 44-49.

Rodríguez, M. J. (2010). Offshoring of R&D: Looking abroad to improve innovation performance. Journal of international business studies, 345-361.