RELATIONSHIP BETWEEN MOTIVATION AND TALENT MANAGEMENT 

A wrong fit of employee will result in extra hiring, re-training and other wasteful activities (Hanif, and Yunfei, 2013). TM is favorable to both the firm and the employees. It will result in enhancement of employee’s motivation also (Altınöz,  Çakıroğlu, and  Çöp, 2013). 

Gitonga, et al., (2016) explained that attraction, selection maintenance of   the required manpower is a critical ingredient to organizational success and TM is a deliberate approach for an organization to attract, development of people in the organization with the requirement of appropriate skills to meet the exciting and future needs of organization (Mathew, 2015).

Wellins et al.  (2006) explained that talent is some special skills of employees which articulate the employee’s present performance towards future goals of organization.TM should provide some additional opportunities to talented employees to retain and motivate workforce (Blass and Ferris, 2007).  Rani and Kumar (2016) work to examine and investigate the issues faced during implementation of talent management practices.

Studying of entities of human capital of educational system, talents can be discovered, and managing and training of these talents correctly, the efficiency of employees of educational system can be increased (Kavianinia, 2010). Duttagupta (2005) believes that talent management originates from strategic management of talents flows in organization and its goal is to create an accessible source of talents for adapting the right individuals with the rights jobs and the right time based on the strategic purposes of business (Kaviani and Bahrami, 2013).

As Taleghani et al. (2013) expressed, talent development has a positive and significant effect on performance and this causes the improvement of employees’ performance in organization and the job satisfaction and motivation increase significantly. These findings are in line with the research results of Gorozidis et al. (2014).

If beneficial mechanisms and processes are used in all educational and job affairs, it will cause the needed tendency and motivation in employees. The findings of the research of Brown and Hughes (2012) confirm this relationship. According to the research findings, these suggestions are presented:

1) Managers have one-on-one meetings with their employees to identify the talented employees.

2) Governments plan for attraction and maintenance of talented, motivated, and professional employees and develop the needed instructions.

3) Managers communicate with innovative employees constantly and honestly and involve the employees in decision-makings as showing caring for them.

4) For participation of the talented employees, design and establishment of suggestion and criticism systems is necessary.

5) Managers must trust the employees and give them more responsibility and supervision in order to make motivation in them.

6) In future studies, it’s suggested to use other variables as the mediating variable and to review the relationship between the structures in a total model.

Example: At My current working organization which is a Business Process Management (BPM) company, there are domain universities that allow employees to upskill / reskill. There are multiple talent initiatives that nurture diversity and inclusion on-the-go, and more importantly, a cohesive work culture that allows for career growth. Eighty percent of my organization’s top leadership is home-grown, being a testimony for recognizing the importance of employee motivation and talent management. 

Reference

• Altınöz, M., Çakıroğlu, D., &Çöp, S. (2013). Effects of talent management on organizational trust: A field study. Procedia-Social and Behavioral Sciences, 99, 843-851.

• Blass, F. R., & Ferris, G. R. (2007). Leader reputation: The role of mentoring, political skill, contextual learning, and adaptation. Human Resource Management, 46(1), 5-19.

• Brown, T. L. and Hughes, G. D. 2012. Teacher and Administrator of Teacher. Motivation. Journal of Research in Education, 18: 46–57.

• Gitonga, G. A., Kilika, J.M., Obere, E. (2016). Generation Y Talent Management strategy and competitive advantage: Case of Commercial Banks in Kenya.  Journal of Human Resource Management, 4(2), 10-18.

• Gorozidis, G. and Papaioannou, A. G. (2014). Teachers’ motivation to participate in training and to implement innovations. Teaching and Teacher Education, 39: 1–11.

• Hanif, M.I. and Yunfei, S. (2013). The role of talent management and HR generic strategies for talent retention. African Journal of Business Management, 7(29), 2827-2835.

• Kaviani, A. (2010). The discovery of talents within the organization and producing motivation, Management, 2: 8–11

• Kaviani, E. and Bahrami, S. (2013). Talent management with global vision. Tadbir, 260: 23–27.

• Mathew, A. (2015). Talent management practices in select organizations in India, 16(1), 137-150.

• Rani, K., & Kumar, S. (2016). A Study of Problems Encountered by the IT Sector in Effective Implementation of Talent Management Practices. Pacific Business Review International, 8(7), 33-39.

• Taleghani, G., Amini, S., Ghafari, A. and Adousi, H. (2013). Study of the role on talent management on the performance of faculty members of University of Isfahan, 3: 83–102.

• Wellins, S; Smith, B & Rogers, W. (2006). "Talent Management". Pittsburgh, PA: Development Dimensions International Press.

IMPORTANCE OF HRM IN TALENT MANAGEMENT 

Innovative HRM practices provide a sustainable competitive advantage depending on how creatively and effectively they are interpreted and executed (Som Ashok 2007). 

The organization can achieve advantage through human resources only. It is the people who can provide the competitive edge which is the reason that Human resources systems have become crucial in conduct of business operations (Umesh R 2011).

Bethke-Langenegger, P., Mahler, P., & Staffelbach, B. (2011) In their research found that talent management strategies focusing succession planning only may not yield organizational performance in short term, as it is a futuristic strategy of the organization and a traditional view of HR operation.

In such situations, it is necessary for human resource managers to design and implement new talent and employee retention programs as a way of building a strong foundation to promote an organisational culture intended to groom the new business start-ups for success (Tsui & Lai, 2009, p.253). 

Another study by Sheridan (1992), found culture to have a stronger effect on employee retention than the combined influences of the labour  market  and employee characteristics. In addition to retention, however, organisational culture greatly influences and shapes HR strategy formulation, including such strategies as employee selection and placement, employee promotion and development, and reward systems noted Sheridan (1992).

Whereas it is possible to describe with clarity strategies used by HR managers in business organisations, there is little written to guide them, in a stepwise fashion about talent and retention programs (Stefan, Julian, Kathryn, Fredrik, & Till von Wachter, 2008, p. 205).

Organizations need to have robust processes in terms of Management support, career development and compensation and rewards strategy which engage employees in effective and efficient manner Alias, N. E., Noor, N., & Hassan, R. (2014).

As per the below video 01, Many business owners don’t realize why HR is important and why they should invest in improving their HR department. However, the reality is that talent management in HR is often neglected -- along with recruitment, discipline, and onboarding. The number one constraint holding businesses back is people. People are generally the biggest cost in a company. A strong HR department will help you optimize the efficiency of your employees so that you’re getting full value out of your team.

Video 01

(Source: Peter Boolkah - The Transition Guy, 2018)

Reference

• Alias, N. E., Noor, N., & Hassan, R. (2014). Examining the mediating effect of employee engagement on the relationship between talent management practices and employee retention in the Information and Technology (IT) organizations in Malaysia. Journal of Human Resources Management and Labor Studies, 2(2), 227-242.

• Bethke-Langenegger, P., Mahler, P., &  Staffelbach, B.  (2011).  Effectiveness of talent management strategies. European Journal of International Management, 5(5), 524-539.

• Lee, T. W., Hom, P., Eberly, M., & Li, J. (2017). Managing employee retention and turnover with 21st century ideas.

• Sheridan, J. E. (1992). Organizational Culture and Employee Retention. Academy of Management Journal, 35(5), 1036-1056.

• Som, Ashok (2007) 'What drives adoption of innovative SHRM practices in Indian organizations?', The International Journal of Human Resource Management, 18:5, pp 808 — 828.

• Stefan, B., Julian, L., Kathryn, S., Fredrik, A., & Wachter, T. (2008).  The Analysis of Firms and Employees: Quantitative and Qualitative Approaches. Chicago: University of Chicago Press.

• Tsui, A. P. Y., & Lai, K. T. (2009). Professional practices of human resource management in Hong Kong: Linking HRM to organizational success. Hongkong: Hong Kong University Press.

• Umesh R. Sharma research supervisor DR. D.G. Thakore, 2011. Impact of human resources systems on performance of the organization (A Study in Select Industries of Vapi, Silvassa And Daman) PhD thesis submitted to the Veer Narmad South Gujarat University, Surat.

TALENT MANAGEMENT 

Das, S.P. and Parikh, Prema (2007) defined talent management as “The managerial, and of creating and maintaining an atmosphere that supports people working together to accomplish, a mutually-agreed vision, mission and set of goals using minimum time, money and materials using their talent”.

Burkus and Osula (2011) believe that talent is innate and as such it can be identified and developed at an early stage. Garg and Rani (2014) affirm that talent management highly motivates the employee and cause him or her to be committed to the organization. As asserted by Garg and Rani (2014) talent management begins with identification and recognition of individuals for their unique strengths.

One distinction between HRM and talent management may be drawn based on the work of (Barney, 1991). Barney explains that Talent Management (TM) relatively focuses more on the human side of the work and considers talented workers as a competitive advantage of organizations while HRM takes all of organizational function into consideration. Talent Management (TM) aims at developing human talent of the organization whereas HRM is more technical and uses transactional approach. Blass (2009) developed a diagrammatical model of territory of Talent Management (TM) and how it is composed of different factors as given in the figure 01. 

Figure 01

(Source: Blass, 2009)

Tarique and Schuler (2012) have compiled a summary of the TM definitions mostly appearing across the spectrum of TM literature and the salient highlights of those definitions include:  

a. TM is merely an extension of the HR sub-functions, and the term is used interchangeably with HRM.  

b. TM is more strategic in nature, and it focuses on the future requirement in the workers’ capabilities that will meet future needs of the business.  

c. TM is selective and focuses on key positions, which are perceived by the management as vital for developing long term competitive edge for any business. 

d. TM is based on a capability and capacity building approach to strategic HRM.

Talent Management (TM) thus, emphasizes development and effective employment of corporate strategies for effective utilization of the talent pool to ensure a continuous supply of talent to meet its short / long term objectives, and overall activities of the organization are in harmony with its TM processes (Garavan et al., 2012).

As per the below video 01, Talent Management is a systematic cycle of activities that attract, retain, and engage talented employees. There are a wide variety of opinions on the definition and activities associated with talent management. The Talent Management model represents the cycle of the core activities (found in each of the pie-shaped segments) of talent management. The cycle (as indicated by the four arrows) is centered on learning and begins with recruiting, and moves through interviewing, selecting and onboarding. Represented by the large gray circle, these key talent management activities ensure organizations attract, retain, and engage talented employees.

Video 01

(Source: GreggU, 2018)

Example: In my current organization, led by digitalization, the WNS Open Talent Model creates a true boundaryless and collaborative workplace – building communities of domain experts and enabling enterprises to access best-in-class talent on demand. The WNS Open Talent Model is powered by the trifecta of open workforce, open workflow and open workspace.

Reference

• Blass, E. (2009). Defining Talent Management (pp. 24-36): Springer.

• Barney, J.  (1991).  Firm resources and sustained competitive advantage.  Journal of management, 17(1), 99-120.

• Burkus, D., & Osula, B. (2011). Faulty intel in the war for talent: Replacing the assumptions of talent management with evidence-based strategies. Journal of Business Studies Quarterly, 3(2), 1-9.

• Das, S.P. and Parikh Prema (2007). Concept and Best Practices Relating to Talent Management, Human Resource Management, Mohanty, R.P. (Ed.) Excel Books, New Delhi.

• Garavan, T.  N., Carbery, R., & Rock, A. (2012).  Mapping talent development: definition, scope and architecture. European Journal of Training and Development, 36(1), 5-24.

• Garg, D., & Rani, K. (2014). Talent management: Empirical research results. International Journal of Management and Commerce Innovations, 2(1), 289-295.

• Tarique, I., & Schuler, R. (2012). Global talent management literature review.  White paper: SHRM Foundation.

 EMPLOYEE RETNTION STRATEGIES

People leave the organization due to various reasons. The experience of job related stress (job stress), the range factors that lead to job related stress (stressors), lack of commitment in the organization; and job dissatisfaction make employees to quit (Firth, Mellor, Moore, Loquet (2007).

Some organizational cultures can be inspiring to their employees and provides an inductive environment to their employees. Organization with strong communication systems enjoy lower turnover of staff (Labov, 1997)

Effective retention management requires ongoing diagnosis of the nature and causes of turnover, a strategic approach to determining in what human capital markets retention has the largest impact on organizational success, and the development of an appropriately targeted and organized bundle of retention initiatives (Allen, Bryant, Vardaman, 2010). 

It is the responsibility of the employer to retain their best employees, if not; the organization will lose the star performers (good employees), (Gurumani, 2010). 

According to Vaiman (2008), retention management has become a major source of competitive advantage in the modern and rapidly globalizing business world. Whitt (2006) in his study mentioned that increased retention means reduced employee turnover. Research conducted by Agarwal and Ferratt (2002) in IT industry identified several retention practices.

Study conducted by Singh and Loncar (2010) revealed that pay satisfaction and job satisfaction affects turnover intention. Currivan (1999) conducted a study which examined four possible models of the causal relationship between job satisfaction and organizational commitment in models of employee turnover: (1) satisfaction precedes commitment, (2) commitment precedes satisfaction, (3) satisfaction and commitment have a reciprocal relationship, and (4) satisfaction and commitment have no significant relationship.

Hom and Griffeth (1995) described in a study that the process of encouraging employees to stay for a long period or till the project completion is termed as retention.  Wysocki, B (1997) pointed out the view of “The Society of Human Resource Management” that retention of employee is the hottest topic in the current scenario. Drucker (1999) explained that employees voluntarily quits their job is a potential retention issue.

Frankeiss (2008) discussed in this study that policies and practices on talent management, recruitment and retention policy can play an important role in decreasing the attrition rates.  Oracle white paper (2012), it is discussed that recruiting the right person in the first place would be the best practices for retention of employees. Beardwell and Wright (2012) emphasized in a study that organizations systematic approach to recruitment and selection which would help in decrease in turnover of employees.

Below video 01 describes the importance of employee retention, reasons for employee turnover as well as the outside factors. Video 02 describes the strategies for employee retention with the practical examples.

                                                                Video 01

(Source: Galton Collage, 2017)

Video 02

(Source: Galton Collage, 2017)

Example: At My current working organization which is a Business Process Management (BPM) company, there are domain universities that allow employees to upskill / reskill. There is multiple employee retention. Eighty percent of my organization’s top leadership is home-grown, being a testimony for recognizing the importance of employee motivation and talent management. 

Reference

• Agarwal, R. and T.W. Ferratt. (2002) “Enduring Practices for Managing IT Professionals.” Communications of the ACM, September 2002, Vol. 45, No. 9, 7 3-79.

• Allen, D.G., P.C. Bryant, and J.M. Vardaman. (2010) “Retaining Talent: Replacing Misconceptions with Evidencebased Strategies.” Academy of Management Perspectives. 48-63.

• Beardwell, J., and Wright, M., (2012) Recruitment and Selection: Human resource management: A contemporary approach, Harlow, Pearson Education Limited, 189-229. 

• Currivan, D. B. (1999). The Causal Order of Job Satisfaction and Organizational Commitment in Models of Employee Turnover. Human Resource Management Review, 9, 495-524.

• Drucker, P., (1999) Management for the 21st century, New York Harper Collins.

• Firth L., D.J. Mellor, K.A. Moore, and C. Loquet. (2007) “How can Managers reduce Employee Intention to quit?” Journal of Management Psychology. 19 (2), 170-187.

• Franckeiss, A., (2008) Mining the good from the goodbyes. Human resource management international digest. 

• Gurumani,V.S. (2010) “Invaluable Tools for Talent Retention.” Human Capital. April, 54-55.

• Hom, P.W., & Griffeth, R.W., (1995) Employee turnover. Cincinnati, OH: South-Western. 

• Labov, B. (1997) “Inspiring Employees the Easy Way.” Incentive. 171(10), 114-18.

• Oracle white paper (2012) 

• Singh, P. and N. Loncar. (2010) “Pay Satisfaction, Job Satisfaction and Turnover Intent.” Département des relations industrielles. Université Laval, 65-3, 470–490.

• Vaiman, V. (2008), “Retention Management as a means of Protecting Tacit Knowledge in an Organization: A Conceptual Framework for Professional Services Firms.” International Journal of Learning and Intellectual Capital. Vol.5, No.2, 172–185.

• Whitt, W. (2006) “The Impact of Increased Employee Retention on Performance in a Customer Contact Center.” Manufacturing and Service Operations Management. Vol.8, No.3, Summer 235–252.

• Wysocki, B (1997) Retaining employees turns into a hot topic. Wall Street Journal, September 8, B1.