Employment Counselling and Career Development
Many firms across the globe have realized the necessity of employment counselling. One of the reasons is to create a quality workforce along with desired skills and competencies in order to utilize them to maximum possible extent. In today’s highly turbulent and ever-changing environment, keeping a pace with the latest developments and surviving the cut […]
The Importance of Data Driven Analytics and HR Scorecard Dashboards for Corporates
Data, Data Everywhere, But No Insights Yet Corporates generate much data on a daily basis that can include everything from data about performance of employees, payroll metrics, production figures, outage times, and just about any conceivable functions such as Sales and Marketing, Admin, HR, and the like. Of particular interest to corporates, and that too […]
Issues Related to Human Resource Management in the Hospitality Sector
Introduction Human Resource Management is a critical and crucial component or function in any organization and more so, for organizations in the hospitality sector which thrive on the customer service and other people related services as part of its USP or Unique Selling Proposition. Indeed, it can be said that HRM is the key function […]
Limitations of Participative Management
Participative management is undoubtedly one of the better approaches to management. But like any other style of decision making there are certain limitations. These limitations arise either externally or internally vis-a-vis the implementation. The following are certain limitations of participative management: Complexity of Technology and Organizations: Organizations and Technology are so complicated these days that […]
What is Career Path Mapping and Why Organizations Gain from Mapping Career Paths
What are a Career Path and a Career Map and Why Employees Need Such Plans Professionals join organizations in the knowledge that their career progress and journey through the organizational life would be guaranteed over the course of their stints in them. In other words, unless jobseekers know that they would be in such and […]
Organizations nowadays are becoming employee centric. Employees are asked to or assigned projects that pertain to their skills and abilities and what they are best at. To put it other words, jobs are designed around people now and not vice versa.
They is an ever increasing emphasis on developing training and development strategies in organizations. When such a strategy is developed and put in place, it is then called a talent marketplace. The purpose is to align people skills and extensive knowledge with the task at hand.
American Express and IBM are two very good examples of organizations that implement a talent marketplace strategy. The most productive employees are allowed to choose projects and assignments that are most suitable to their area of expertise.
Not many companies like the ones above mentioned are able to harness people skills in an effective way. Organizations in the name of talent management pay far more attention to searching for and recruiting people from outside. Little emphasis is laid on locating talent within. Even the work experience for such people is not enriching that helps them to feed and develop their expertise. This is in fact how most organization loose talent to rival organizations.
In the current business scenario it’s your intangible assets like people skills, people perceptions or reputation and relationships that count more than your tangible assets like the plant the machinery. More than anything else talent mobilization helps you unleash the power of people you have onboard. Providing them more opportunities to grow themselves and find work and skills that help them realize their potential counts far more than simply engaging them in repetitive jobs.
Talent deployment is another factor that needs to be taken care of well. Organizations have to be flexible in talent deployment across the length and breadth of their structure. Value creating initiatives need to be developed on a war footing in any organization if it wants to survive in the long run and therefore the need to developing talent.
In talent marketplace it is the internal talent mobilization that is the keyword. By mobilizing talent internally, organizations are offering freedom to their managers to use talent from across the length and breadth of organization for success. This also acts to increase the ownership of employees towards their work and get work done more effectively.
Hindrances to Talent Marketplace: Typically most organizations are structured such that managers find it difficult to locate a single individual from among a company’s talented workers for a single job.
The reason - companies are not prepared or flexible enough to accommodate anything that is new and seeks time. Again most of the companies spend lots of resources improving the quality of line staff. They are better off spending resources developing people for moving up the line management ladder. Formal job-rotation and career development policies are given precedence and the same organization gets stuck when a situation demands a cross job rotation.
The ‘push resources’ strategy of the conventional models may not survive long enough considering the inefficiencies involved. ‘Pull talent and knowledge’ on the other hand is gaining more weight in an era where uncertainty in business looms large.
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