Internal Talent
Talent management is often focused on building management and executive positions. Talent management should, however, build employees skills and knowledge at all levels. Building talent at all levels can contribute significantly to an organizations success. Organizations are then able to place the right people in the right jobs in order to have the greatest impact on the organization. Although building talent often occurs informally, it may also occur formally through a systematic process. This can help ensure that when an employee leaves an organization, his or her successor will be able to move into the role with less difficulty.
Respond by Day 5 to two or more of your colleagues postings in one or more of the following ways:
Ask a probing question.
Share an insight from having read your colleagues postings.
Offer and support an opinion.
Validate an idea with your own experience.
Make a suggestion.
Expand on your colleagues postings.
Classmate 1: (BreAnna)
Succession Planning Internal Talent
According to Everwise (2016), having a succession plan featuring high potential talent is crucial to staying competitive. The people who should be considered high potential are those who perform well but also learn quickly on the job. Some techniques that can help organizations build high-potential talent internally is creating a development program. These programs will help challenge and motivate employees to reach for the stars. On the job assignments, short skills courses, and more visible responsibilities are all examples of tactics companies can use to develop their high potential talent. Then you have long term strategies and training that most employees use year-round.
Every employee is different; you have employees who are motivated by financial rewards and those who are motivated by praise. It can be a challenge to create a systematic approach to developing talent. There are a few processes you can follow to build a healthy pool of high-potential talent internally. Start by defining the organizations goals then analyze employee needs, desires next determine parameters, create and gather materials and lastly evaluate the process (Schroeder,2017).
Many companies have not introduced the concept of succession planning in their organizations. My current job uses cross-training with each employee. The managers teach the employee how to do other jobs around the company; this is a form of succession planning. To manage succession planning in your organization, one must identify the organizations long-term goals and hire superior staff. Also, employers must focus on employee retention, and employees must understand their career paths and the roles they are being developed to fill.
Conclusion
Retaining high potentials in particular means giving them the right environment to feel stimulated, engaged, and connected. Following the processes, I mentioned above can help an organization create a process that can be repeated, systematically, and be useful for all employees and actively managing succession planning ensures that employees are continuously developed to fill each needed role in your organization.
Classmate 2: (Clarke)
Building High Potential Talent
The development planning process offers one of the greatest opportunities to systematically leverage experiences in a company (SIlzer & Dowell, 2010). There have been techniques created that are used to successfully build high potential talent within organizations. The ability to establish an employees strengths and weaknesses by conducting assessments is one method. The goal of this technique is to establish what an individual is good at so that their performance can be maximized. Another method would include offering advancement trainings. This will develop and advance an individuals skills, that will become a benefit for the organization.
The Systematic Processes
In order to build high-potential talent, a systematic approach has to be developed to advise the employees. One step would be to define the goals of the organization and have a clear understanding of what needs to be accomplished. Another would be learning the needs and desires of the employees which needs to be addressed to receive insight on their aspirations. Continuously reevaluating the process is another step that checks in on employee awareness of their specific program and if there are needs for improvements.
Succession Planning
The goal of succession planning is to have a pipeline of leaders that are already prepared for whats next to come. If experiences are where the majority of development occurs, then ongoing job assignments become critical development activities (Silzer & Dowell, 2010). Being able to prep someone to assume an important role can create a safety net around the talent in the establishment. This causes for looking for those employees who display the necessary skills to thrive in those higher positions. Overall these strategies can help the succession planning processes to help identify the areas to focus its recruiting efforts.
