...Attracting and Retaining Talent in Corporate America GB 540: Macroeconomics Randy Worthy Graduate Student February 8, 2011 “….companies were increasingly dependent on the knowledge worker..the new worker who worked not primarily physically with his body doing physical labor, but with his mind…all workers were of significant actual and potential value to the firm…labor was not an expense; labor was added value, a resource, potentially the greatest resource that an organization possessed” William A. Cohen, Ph.D. One of the most difficult challenges that employers are currently facing is finding excellent and talented employees to work for their companies. For one, resume falsifications has become notoriously rampant in the employment world. Moreover, it is now hard to find people with integrity, people whom you can have absolute trust in. An equally difficult task is to keep the bad kinds of employees out of your company. You may be very cautious with your hiring process but you will still sometimes end up with employees that give you nothing but bouts of headaches which creates employee discontent and morale issues. To help you attract and retain good employees and repel bad ones, the organization should have in place the following characteristics: a. solid reputation; b. provide clear job objectives; c. present challenges and learning opportunities; d...
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...Assumption list | 1. Assume * The thickness of topsoil is 150mm. | * pagepaax is all the same length which is exceeding 500mm thick. | * The designed concrete is grade C25, * Cement to BS12, * 20mm aggregate to BS882, * Minimum cement contact 120kg/m3 | Red line indicates the contour line. Blue line indicates the area of retaining wall. Yellow indicates the area to be fill. Green indicates the area to be cut. Cutting Point | Ground level | Depth of cut (x) | weighting (y) | xy | 4B | 99.80 | 0.150 | 1 | 0.150 | 5B | 100.38 | 0.380 | 2 | 0.760 | 5C | 100.48 | 0.480 | 4 | 1.920 | 5D | 100.35 | 0.350 | 4 | 1.400 | 5E | 100.20 | 0.200 | 4 | 0.800 | 5F | 100.00 | 0.150 | 3 | 0.450 | 6B | 102.10 | 2.100 | 2 | 4.200 | 6C | 101.96 | 1.960 | 4 | 7.840 | 6D | 101.95 | 1.950 | 4 | 7.800 | 6E | 101.80 | 1.800 | 4 | 7.200 | 6F | 101.50 | 1.500 | 4 | 6.000 | 6G | 101.03 | 1.030 | 4 | 4.120 | 6H | 100.80 | 0.800 | 1 | 0.800 | 7B | 105.09 | 5.090 | 2 | 10.180 | 7C | 106.00 | 6.000 | 4 | 24.000 | 7D | 106.03 | 6.030 | 4 | 24.120 | 7E | 106.05 | 6.050 | 4 | 24.200 | 7F | 104.02 | 4.020 | 4 | 16.080 | 7G | 103.00 | 3.000 | 4 | 12.000 | 7H | 101.8 | 1.800 | 2 | 3.600 | TOTAL | | | 65 | 157.620 | Average depth of cut = 157.62/65 = 2.425 Average depth of cut excluding topsoil = 2.425 - 0.15 = 2.275 Filling Point | Ground level | depth of fill (x) | weighting (y) | xy...
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...geomechanical design principles to buildings Assessments up to three storeys Assignment 2 Outline. Introduction & Tasks: In this document, it shall be discussed and understood to apply knowledge of soft soils, ground improvement, embankments, slope stability and retaining walls to a practical example of earthworks construction. An embankment at the rear of a residence, 2.5m high is to be constructed. The existing soil profile in the area consists of a thick layer of soft clay with a shallow depth to groundwater, over dense sand less than 10 metres in depth. Explain the nature of the problems with embankment construction that maybe expected on this site, and discuss at least three engineering techniques by which the embankment construction and/or performance of the foundation soils can be improved. For the same site and proposed construction, explain how earth retaining systems can be used to limit the embankment side slopes from encroaching onto neighbouring property. Discuss at least three options for earth retaining systems that may be used, including the relative merits of each. Illustrate the report with drawings or images of the various ground improvement techniques and earth retaining systems that are discussed. Apply footing and geomechanical design principles to buildings Assessments up to three storeys Assignment 2. Overview and Review. To begin with, and looking...
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...Formulate a talent management strategy to encompass the entire talent requirements of the organization. Epperson Fit Factory is a wellness center consisting of 200 employees in which 20 of those employees are in leadership positions. The talent management strategy of the wellness center is that employee engagement is the organization’s first priority because without the motivation of employees productivity goals will not be met and the customers we serve will not be loyal. In order to motivate employees Epperson Fit Factory not only formally and informally recognizes employees; we also offer a competitive benefits package, competitive salary and an effortless sense of family. In order to offer a competitive salary and benefits package, Epperson Fit Factory will research other wellness centers in the region. We will offer at least a 5% increase in pay and ability to increase pay through higher productivity and exceeding goals. The organization will offer vacation pay, sick pay, discounted child care and monthly after hour gatherings where employees may bring family members and mingle amongst one another. Epperson Fit Factory will also work with employees to find out what their goals are and how we can help them meet them through tuition reimbursement, on the job training, networking and shadowing. Determine the key components of talent management, including identifying, assessing, and developing talent. Talent management is defined as the implementation of integrated...
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...Talent Management Strategy Formulate a talent management strategy to encompass the entire talent requirements of the organization. When discussing and planning your organization’s future, it’s important to consider not just the goals, objectives, and initiatives, but clearly how to accomplish them. The most important contributor is undoubtedly your employees. Aligning the organization’s business strategy with its employees is called talent management, and it encompasses aligning the right employee with the right position in the organization. Talent management is a business strategy and must be fully incorporated within all of the employee connected practices of the organization. Retaining and attracting talented employees, in a talent management system, is the responsibility of every tier of management in the organization, but especially the Human Resource managers who are in charge of hiring, training, and development. A successful talent management strategy also engages in the practice of sharing data about high profiled employees and their employment history and accomplishments to all divisions of the organization. This process of sharing openness makes it possible for a range of departments to recognize available talent when opportunities open and become available. The charting of people’s skills and strengths enable the organization to appraise the manpower that is not being utilized properly and to its highest potential. This is critical from the standpoint of...
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...Assignment # 1: McDonald’s Case Study June N. Lewis Dr. Waldo, Instructor Talent Management - HRM 532 Strayer University July 21, 2013 Assignment #1: McDonald’s Case Study Outline the talent management program that led to success for the company. In the fourth quarter in 2002, McDonald’s had their first profit lost and the company began to ask themselves what went wrong because they had a history of outstanding performances until then. Upon reviewing some of their key components, the organization realized that they had to revamp their Talent Management process so that it would become aligned with the company’s business objectives and policies. Talent management is defined as “a subset of human resource (HR) processes, programs, and tools designed to identify, assess, develop, and retain talent (Silzer & Dowell, 2010, p.75). The company’s first two steps in achieving success was to restructure their performance development system (PDS) throughout the organization for all of the staff positions along with coming up with a talent review process for all of the officer-level positions in the company. Next on the list was creating and implementing a sequence of enhanced development programs, such as, Leaders at McDonald’s Program (LAMP), the McDonald’s Leadership Institute, finally, the launching of the Global Leadership Development Program. When McDonald’s had originally rolled out their strategy for the performance development system (PDS) in 2001 for all of the staff...
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...|BUSINESS |[pic] | ASSIGNMENT FRONT SHEET |Student Name: | |Certification : I certify that the whole of this work is the result of my individual effort and that all quotations from books, periodicals etc. | |have been acknowledged. | |Student Signature: |Date: | |Student Registration Number: | |Student email address : | |Programme :MBA |Year/Level : | |Academic Year : 20012/13 |Semester : 1 | |Module title : People Resourcing |Assignment...
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...TALENT MANAGEMENT AT GOVERNMENT -LINKED COMPANIES (GLCs) Transformation • Innovation • Partnership © August 2009 Malaysia Productivity Corporation Talent Management at Government Linked Companies (GLCs) Page 2 Table of Content Preface Introduction 3 4 Talent Management at Government-linked Companies (GLC) Transformation • Innovation • Partnership Talent Management and GLC defined 5 Insights on TNB (Tenaga Nasional Berhad) 8 Insights on MAS (Malaysia Airlines) Summary 11 15 Talent Management at Government Linked Companies (GLCs) Page 3 Preface In today’s global business environment, talent becomes the potentially powerful source of competitive advantage. Talent management is the fundamental building block to creating an organisation that is capable of learning, innovating and changing, as well as executing new processes. Finding, acquiring and retaining the right talent complemented by correct management and support are necessary for sustainable competitiveness. This research explores the aspects of talent management among Government-linked companies (GLC) in Malaysia. The Government’s Orange Book on Strengthening Leadership Development of December 2006 provides insights into the transformation processes of GLC in talent management. The Orange book sets out a framework to assess and strengthen company-wide leadership development through talent management. With these in mind, initiatives were taken to research talent management initiatives...
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...the growing popularity of talent management and over a decade of debate and hype, the concept of talent management remains unclear’ (Collings and Mellahi, 2009) This assignment will explore this statement by conducting a literature review of the current commentary on the definition of ‘talent management’. Furthermore the impact any lack of clarity around the concept of talent management may have on the national and international markets which organisations source ‘talent’ from and any impact of Human Resource Management practices in terms of employee retention and exit strategies being managed fairly and ethically will also be looked at. After careful analysis of the academic literature on talent management and what it actually is, it becomes apparent that there is a ‘fundamental lack of consensus’ about the definition of talent management. Despite various attempts of countless academics to define and describe the concept of talent management, there doesn’t seem to be any consensus on what exactly TM entails. Before looking at the concept of ‘talent management’ as a whole, one must look at the definition of ‘talent’ first to gain a better insight into this confusion and lack of clarity. Here are some examples of some definitions that have been put forward in recent years: * ‘Talent’ is essentially a euphemism for ‘people’ (Lewis and Heckman, 2006:141) * The best and the brightest (McKinsey in Beechler and Woodward, 2009:274) * ‘Talent consists of those individuals...
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...-----------------------6-7 Inside Apollo------------------------------------------------------------------------------------------------8-9 The need for change---------------------------------------------------------------------------------------9-10 Talent management practice Findings----------------------------------------------------------------10-11 Apollo’s Induction program----------------------------------------------------------------------------11-14 Suggestions--------------------------------------------------------------------------------------------------14 Conclusion------------------------------------------------------------------------------------------------14-16 Appendix------------------------------------------------------------------------------------------------------17 References----------------------------------------------------------------------------------------------------18 Introduction Going forward, companies are faced with an array of challenges. They have to focus on costs cutting, evaluating and reevaluating business strategies and developing leadership competencies for top executives. To keep employees happy and for a company to thrive, employers must manage their talents; implement effective compensation and rewards strategies. Apollo Information Services, Inc. (AISI) is the largest medical coding and billing company in Southwest Florida. It is recognized in the community as a...
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...Assignment Three Talent Management Strategy Strayer University Talent Management – HRM 532 Dr. Mary D. Tranquillo February 17, 2013 Formulate a talent management strategy to encompass the entire talent requirements of the organization. My organization is Common Grounds Coffeehouses. Common Grounds are specialty coffeehouses that support the community by offering a place to gather while enjoying specialty brews in a neighborhood setting that facilitates social networking in a friendly and safe environment. Common Grounds seek satisfied customers and committed productive employees. Common Grounds have an organizational structure of internal orientation/differentiation strategy. Common Grounds operations look to develop its own talent and keep that talent within the organization for extended periods of time (internal) while offering a valuable product and service that surpasses competitors (differentiation). Talent management can be used to gain and maintain a competitive edge. According to Silzer and Dowell (2010), having a formidable talent base will lead to increased financial success. Common Grounds look to develop a formidable talent base by having a talent management strategy that focuses on recruiting, selection, placement, onboarding, rewards/training development and retention. Each component of the talent management strategy will help the organization achieve its mission, vision and goals. Recruiting is important because it sets the stage for the talent pool that the...
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...ambitious populations who are eager for education, telecommunications, electricity, and mobility. Companies operating in frontier markets like much of sub-Saharan Africa, along with some countries in Central Asia, Latin America, and Southeast Asia face hurdles more challenging than anything they have seen in the BRICs, especially in recruiting, retaining, and developing employees. The frontier markets are at the heart of Etisalat’s long-term strategy and although telecommunication and technology are their main-business their biggest challenge lies in their talent management strategy. The nature of our industry and the dynamics of the market these days dictate that companies need people who are not just very capable but very adaptable to changing financial times and various geographic environments. Also, robust retention packages and incentives are required to retain talent. Etisalat has been able to attract, retain, and manage executive talent not just based on the compensation package, but also on their ability to create a long-term relationship and opportunities for professional development. They create a snapshot of each individual in their talent pipeline in terms of the three Es: education, experience, and exposure. And then they create the opportunities to make sure that they are well rounded. Etisalat maintains employee loyalty by offering not only competitive compensations and benefits but also by providing them with safe and interactive work environment. Employees in challenging...
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...Talent Management Strategy Dr. Daniel Frost HRM532- Talent Management May 15, 2015 Companies have always had a focus on talent management; however, it was a very basic focus on acquiring, hiring and retaining employees. As companies evolved, their focus began to shift to create a higher performing workforce. They found that the key to igniting optimal performance is aligning the company strategy with talent management. Formulate a talent management strategy to encompass the entire talent requirements of the organization. According to Nancy Lockwood, talent management is the primary driver for organizational success. It is the implementation of integrated strategies or systems designed to increase workplace productivity by developing improved processes for attracting, developing, retaining and utilizing people with the required skills and aptitude to meet current and future business needs (Lockwood, 2006). By implementing an effective talent management process the company is more prepared to compete and improve their recruiting process. An effective talent management strategy consists of the following: Align the talent management plan with the company’s strategic plan and overall business need. By aligning this goal, it allows management to clarify job roles for individuals and add value to the employees in the organization by engaging them and taking ownership in the success of the company. All the employees in the organization understand what is expected of...
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...Talent Management Strategy Assignment 3 HRM-532 Contemporary Business Submitted by: TJ McPhail Submitted to: Dr. Daniel C. Frost May 18, 2015 Formulate a talent management strategy to encompass the entire talent requirements of the organization. When discussing and planning your organization’s future, it’s important to consider not just the goals, objectives, and initiatives, but clearly how to accomplish them. The most important contributor is undoubtedly your employees. Aligning the organization’s business strategy with its employees is called talent management, and it encompasses aligning the right employee with the right position in the organization. Talent management is a business strategy and must be fully incorporated within all of the employee connected practices of the organization. Retaining and attracting talented employees, in a talent management system, is the responsibility of every tier of management in the organization, but especially the Human Resource managers who are in charge of hiring, training, and development. A successful talent management strategy also engages in the practice of sharing data regarding high profiled employees and their employment histories and accomplishments with all divisions of the organization. This process of sharing and transparency makes it possible for a range of departments to recognize available talent when opportunities become available. The charting of the staffs skills and strengths enable the organization...
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...• Reluctance to Invest: Majority of the small and medium enterprises (SMEs) in Pune are reluctant to invest in human resources (HR) services in their respective firms. They seem to have failed to realize the importance of having an HR department, which has a vision for retaining talent, developing skills and also managing hidden and known talents in the workforce. They do not gather that an HR department can help with all issues faced by SMEs – in managing everything within a holistic framework of their organization. • Constraints involved in investments HR consultancies and industry representatives are of the opinion that physical and psychological barriers are the biggest constraint in investment in these initiatives. Moreover, SMEs in Pune lack the mechanism needed to collect the structured inputs to manage HR challenges. Financial constraints are also a major hindrance stopping SMEs to appoint HR personnel. Small firms do not have enough funds to make substantial investment in HR initiatives. • Lack of segregation Many SMEs do not have department separations, hence lack chartered policies. Several employees in such industries are also reluctant in contributing to statutory contributions such as ESI, PF from their salaries. They are aware of their statutory right but are reluctant to share their income. Recently, ESI also reduced hospital facilities and these hospitals are not equipped enough to treat patients. Hence, the employees feel that it is a wastage of money...
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