Taking staff members for granted used to be a rather common occurrence, especially in larger organizations, yet the importance of human capital has finally been recognized recently. As a result, HR strategies have been shifted rapidly and unequivocally toward quality talent management (TQM). The observed trend can be linked to the discovered connection between the strategies aimed at TQM and the extent of organizational performance (Lussier & Hendon, 2019). Nonetheless, a range of companies, especially those that have recently been created, encounter a variety of problems when setting up their HRM framework with a focus on TQM (Lussier & Hendon, 2019). By introducing tools for assessment, management, and retention of quality talent with the help of increased benefits and equity-based treatment, the HR function will serve to increase organizational performance.
Theme 1: Quality Talent Assessment
Since creating a team of highly talented and qualified experts, who are ready and willing to expand the range of their competencies, is essential for a business, as an HR manager, one has to introduce tools for measuring the said extent of talent. Online questionnaires have been regarded as advanced methods of determining quality talent and assessing the extent of employees’ professionalism (Lussier & Hendon, 2019). The suggested tool allows collecting data mot effectively no within a relatively short amount of time, at the same time keeping the scope of the analysis rather large. However, the limited number of questions due to time constraints results in some of the information being disregarded, which causes HR managers to overlook some of the effective talent management strategies.
In connection to the organization’s performance, the use of observations appears t have the best effect on the assessment results and increase the scope of the data collection process. Since observations are not bound by a rigid set of themes that they need to cover, unlike questionnaires, they can provide unexpected results. Therefore, the inclusion of observations in the assessment of talent quality and the extent of the strategies used by HR to boost talent management should be viewed as advisable (Lussier & Hendon, 2019). Particularly, the study by Wiblen (2016) shows an increase in performance along with a rise in retention rates in the IT sphere When addressing specific tools for assessing the extent of TQM and the overall level of talent in staff members, one may have to consider using the web-based talent assessment platform (TAP) application (Lussier & Hendon, 2019). According to Mohapatra and Patra (2017), “Cluster analysis helps in data-driven market segmentation which helps to identify potentially useful market segments based on common interests and priorities” (p. 460). Therefore, the inclusion of digital tools for managing the assessment process, especially at the stages of data collection and evaluation, is critical for maintaining the levels of talent management through timely HR function.
The significance of quality talent assessment is critical to organizational performance since it allows noticing the dents in the current performance rates shown by employees, as well as the related talent management problems. Consequently, corrections can be made immediately to the selected talent management approach to ensure that TQM practices are reinstated and adhered to in the corporate setting. However, when considering the tools for assessing the talents employed at an organization, as well as the efficacy of the HR strategy used to boost the levels of the said talent, one should give particular credit to the use of performance appraisals. The incorporation of performance appraisals into the TQM process is central to the identification of emergent problems, as well as their appropriate management and the provision of an adequate response.
The example provided by Uddin and Arif (2016) shows that the integration of appraisals as tools for being aware of the key changes that the talent management process is undergoing is indispensable. For example, the company in question has managed to increase its profit margins significantly with the reinforcement of its performance appraisal technique, as a recent case study shows (Lussier & Hendon, 2019). Likewise, the inclusion of performance appraisals has become instrumental for the increase in the levels of objectivity when conducting the assessment of talent in the workplace. Another example of 360-degree appraisals indicates that the provision of anonymous information from multiple sources allows for maximum honesty and at the same time helps to exclude the information that may have been provided in bad faith or to discredit some staff members (Lussier & Hendon, 2019).
Theme 2: Quality Talent Management
The choice of effective management of quality talent is indispensable for a company that is willing to increase its human capital and, therefore, allow a company to improve its organizational performance. In addition, when assessing the needs of staff members, a manager has to keep in mind that the demands of people belonging to different age groups and, thus, different cultures, are likely to have little in common. For example, Lussier and Hendon (2019) posit that, for effective talent management, the HR function needs to differentiate between people belonging to different generations. Namely, the close focus on the specifics of behaviors in Millennials and Generation Z is considered to be one of the major requirements. Specifically, while Millennials tend to prefer teamwork, Gen Z employees are expected to be geared toward individualism (Lussier & Hendon, 2019). Thus, talent management techniques need to be shaped accordingly.
However, at this point, one should mention the importance of challenging staff members’ expectations and perceptions. While teamwork is traditionally preferred by Millennials, it is also reasonable for HR managers to focus on fostering collaboration in Gen Z staff members. Indeed, since effective organizational performance hinges on collaboration, the ability to participate in teamwork is central to the successful management of workplace tasks (Lussier & Hendon, 2019). Thus, to help the target demographic to expand the range of their skills and assist them in building new competencies, the HR function may need to center interdisciplinary cooperation.
Likewise, the weaknesses of Millennials, particularly, the lack of technological prowess and the fear of change, will need to be challenged in the corporate environment. Thus, organizations will be able to provide staff members with growth opportunities. As the case of an IT industry has shown, employees need to be taken out of their comfort zone to learn new strategies and skills, as well as develop new attitudes toward their workplace outline (Leicht-Deobald et al., 2019). As a result, staff members can develop the willingness to participate in lifelong learning as a way of remaining relevant in the workforce market.
The importance of promoting the active development of new talents and skills aligns with the foundational ideas comprising popular learning theories traditionally used in the HR context. For example, the Social Learning theory, on which the HR function relies substantially when developing an appropriate strategy, suggests that initiative and the willingness to continue learning as a lifelong process is an essential outcome that an HR manager should foster in an employee (Lussier & Hendon, 2019). Namely, in a diverse team of cross-disciplinary nature, Social Learning is inevitable due to the differences in experiences and perceptions, which is why the inclusion of learning through knowledge sharing is central to employee training.
In addition, when managing the needs of employees, an HR manager must recognize the biases that have been taking their toll on the industry for decades and introduce additional career development opportunities for marginalized groups. The described idea harkens back to the principles of equity, which suggests that equal opportunities require offering extensive support to the team members belonging o minority groups.
Therefore, the introduction of opportunities for improving the effects of QRN is critical. Specifically, a company may need to consider using outsourcing as the fastest way to increase the range of employees’ competencies and prompt professional development in them. Indeed, by definition, the use of outsourcing embodies the principles of knowledge sharing and learning from experience since it implies that the workforce is outsourced from other companies (Lussier & Hendon, 2019). With the focus on cross-disciplinary collaboration, as well as cooperation within a team, a firm can expect a rapid rise in the rates of staff members’ competence. For instance, Lussier and Hendon (2019) assert that the incorporation of outsourcing into the company’s HM methods may benefit an organization substantially: “If the company can reduce costs for training and development as well as improve the quality of the development function, it may make sense for the organization to consider outsourcing of these functions” (p. 736).
At the same time, the authors admit that the proposed tool may have a detrimental impact on the company’s organizational performance unless applied correctly. Therefore, extra opportunities for improving the staff’s professional skills and allowing them to acquire relevant knowledge must be sought. The adoption of a combination of formal education and experience-based frameworks may help in building the willingness to participate in lifelong learning in the target audience. The implementation of the described strategy may take place along with the application of the transformational and Charismatic Leadership models, which will help to maintain the employees’ engagement rates ta the needed level.
Theme 3: Quality Talent Retention
The task of retaining staff members is, perhaps, one of the most challenging ones for HR managers due to the necessity to foster loyalty, attachment, and devotion to the company and its philosophy in employees. Research indicates that there is direct causation between the use of retention strategies, particularly, those aimed at keeping high-quality experts willing to develop as professionals, and the rates of corporate performance in a firm (Lussier & Hendon, 2019). Namely, the study by Uddin and Arif (2016) confirms the crucial role of using opportunities-based retention strategies in increasing the efficacy of TQM in an organization.
In addition to reinforcing the notions of unity and collaboration along with corporate values, managers need to offer staff members opportunities for professional development and upgrade in their workplace status, which includes career development. Research proves that the focus on quality talent retention increases a company’s performance substantially since it proves that the company is interested in mutually beneficial relationships with its staff members by investing in their performance (Lussier & Hendon, 2019). Moreover, offering employees training opportunities serves as a gesture that recognizes their agency and their need for self-actualization (Lussier & Hendon, 2019). The outcomes of the analysis align with Maslow’s Hierarchy of Needs as the cornerstone framework for understanding the development of motivation in employees (Lussier & Hendon, 2019). In turn, the correlation and causation between the levels of employee motivation and the quality and extent of their performance have been documented in the studies by Nabi, Syduzzaman, and Munir (2016) and Jamjumrus (2019), to name just a few (Lussier & Hendon, 2019). Thus, the combination of financial rewards and training options can be considered a perfect tool for increasing the levels of employee retention in the organizational setting.
Theme 4: Effective Organizational Performance and Quality Talent
As emphasized above, the efficacy of organizational performance hinges on the selection of the talent management strategy and how it is implemented in the target setting. Therefore, each of the three concepts mentioned above, namely, retention, assessment, and management of talent are instrumental to the increase in organizational performance in any market for any company.
In addition, there is substantial theoretical support for the cause-and-effect connection between TQM and the extent of organizational performance. The connection and, most importantly, positive correlation between TQM and the factors listed above, including retention, motivation, and engagement, becomes obvious when considering some of the key motivational theories. For example, the Two-factor Model suggested by Hertzberg leads to the conclusion that specific job characteristics produce a positive effect on employees and the extent of their motivation, thus boosting their performance rates (Lussier & Hendon, 2019). As Lussier and Hendon (2019) put it in fairly simple terms, Herzberg’s motivation theory confirms that “if workers are more motivated, they will produce more work” (p. 496). Therefore, after assessing the unique factors that motivate a particular team of workers, HR management can produce the conditions that will contribute to the employees’ satisfactory experience in the workplace, incentivizing them to deliver better results.
Overall, applying the principles of TQM to the coordination of organization performance issues is expected to have a positive result. Due to the interconnected nature of the concepts such as TQM assessment, retention, and management, as well as their intersection with the notion of organizational performance, the levels of the latter are expected to rise once an appropriate talent management technique s applied.
With the adoption of the strategies based on increased benefits and the use of fair, equity-based principles in managing the needs of employees, a company will witness a rise in the levels of organizational performance. The suggested tools may vary depending on the context in which they are applied, yet the general principles of equity and fairness along with the emphasis on creating a comfortable setting for all employees are instrumental in setting the pace for change. Overall, it is critical to offer staff members an opportunity to evolve professionally and gain skills linked to the development of critical thinking, quality management, and relevant competencies. For this reason, the use of workplace benefits and compensations needs to be utilized after performing a 360-degree appraisal to locate key problems in the target environment. With the active promotion of stakeholder-oriented strategies, companies will be able to build their staff members’ loyalty, increasing their motivation and creating an impetus for continuous learning. Thus, the performance output will rise consistently since the four factors under analysis, namely, assessment, management, retention of quality talent, and organizational performance are connected not only through correlation, but also through causation.
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Leicht-Deobald, U., Busch, T., Schank, C., Weibel, A., Schafheitle, S., Wildhaber, I., & Kasper, G. (2019). The challenges of algorithm-based HR decision-making for personal integrity. Journal of Business Ethics, 160(2), 377-392. Web.
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Nabi, M. N., Syduzzaman, M., & Munir, M. S. (2016). The impact of human resource management practices on job performances: A case study of Dhaka Bank Pvt. Ltd., Bangladesh. Human Resource Management Research, 6(2), 45-54.
Uddin, R., & Arif, A. (2016). Talent management and organizational performance: an empirical study in retail sector in Sylhet City, Bangladesh. IOSR Journal of Business and Management, 18(10), 11-18. Web.
Wiblen, S. (2016). Framing the usefulness of eHRM in talent management: A case study of talent identification in a professional services firm. Canadian Journal of Administrative Sciences/Revue Canadienne des Sciences de l’Administration, 33(2), 95-107. Web.