A discussion of the qualitative results: Talent management

Top PDF A discussion of the qualitative results: Talent management:

Talent and Talent Management Insights

Talent and Talent Management Insights

Understanding of the context within which talent management and employee engagement are taking place is important to deal with both ‘linear’ and discontinuous aspects of today’s and tomorrow’s challenges. For successful talent management to take place one should ‘know the company’s business environment and plans—the competitive climate: Know plans for growth, merger, divestiture, new products or technologies and project their impact on immediate and longer-term talent needs. ‘ (Lockwood 2006) The sentiment behind this observation applies equally to the NHS and there are several points for further discussion. First, what will be the key requirements of future NHS leaders to deal with the new ‘business’ environment; how does current leadership supply match up to these? This will involve close alignment of the talent strategy with the NHS organisational strategy. Then, how can the identified leaders be developed to undertake the challenge of workforce engagement in a multi- generational, multi- disciplinary, multi- unit environment. This latter point is critical since high levels of employee engagement drive organisational performance.
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Objective and strategic talent management approaches to increasing human resources results

Objective and strategic talent management approaches to increasing human resources results

McDonnell, Lamare, Gunnigle and Lavelle (2010) also bring to discussion a similar difference in approach as they identify two types of employee groups which are targeted by talent management strategies. They refer to internal development – based on knowledge which sights the contribution of employees in reaching organizational objectives – as they have more chances of developing internally due to their knowledge and abilities needed in specific departments and the development of future leaders, namely, according to the authors, those few employees which show the highest potential and performance and reach the criteria of uniqueness.
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Talent Management: Empirical Research Results

Talent Management: Empirical Research Results

Page | 295 as-needed basis—will become more common. To benefit from the knowledge, skills and corporate memory of mature workers, phased retirement will become prevalent. Keeping workers engaged—particularly the next generations—may call for HR to redesign the workweek, benefits packages and reward programs. Scenario planning and talent-match databases will become essential planning tools. In closing, to sustain outstanding business results in a global economy, organizations will rethink and reinvent their approaches to talent management. Effective talent management calls for strong participatory leadership, organizational buy-in, employee engagement and workplace scorecards with talent management metrics. Companies that master talent management will be well-positioned for long-term growth in workforce performance for years to come.
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Strategic Talent Management Survey Results 2014

Strategic Talent Management Survey Results 2014

However, the nature of talent management has changed dramatically since its inception. Factors such as technological advancement, the global economic downturn and an increased emphasis on data-driven decision- making have led to the development of new approaches and priorities within the talent management arena. Talent management practice has diversified so that organisations have the opportunity to manage their talent in different ways. A younger generation of employees has become a big part of the workforce, bringing with it a revised set of attitudes and work preferences. With this generation has emerged a focus on organisational justice and social responsibility that has led to many employers incorporating these ideals into their corporate cultures.
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The Role of Talent Management in Human Resources Management: A Qualitative Management in Aviation Industry

The Role of Talent Management in Human Resources Management: A Qualitative Management in Aviation Industry

payroll, benefits and fringe benefits were more. Managerial roles have come to the fore in the process that has evolved towards human resources management. Thus; selection and placement, training and development, compensation and rewarding, performance evaluation, career planning, orientation and motivation functions have been added. The roles have evolved in a different direction and strategic human resources management has come to the fore in the process that assumes a strategic role. Thus, strategy oriented practices, learning and development, organizational design, compliance and integration with business strategies were included in the process. Later, talent management came to the fore in human resources management with new roles such as competence based human resources applications and diversity management. Here, with the talent pool, leadership and development, creating an appropriate organizational environment with adaptive processes, human resources management; talent hunting, inter unit harmonization and integration roles were added to the process [8]. At the last point, human resources management, in which the role of harmonizing employees and business objectives comes to the fore, has gained a dynamic structure. It has made a transformation in human resources management, which focuses on the development of employees that are more available due to internal efficiency and intrinsic motivation tasks. It has gained another visionary feature with talent management. Along with these features, the human resources management process, which progresses in a deeper perspective, including activities of discovering, attracting and retaining potential talents, has gained a new role. In order to better understand the role of talent management in human resources management, it is necessary to understand which tasks are performed by known functions of human resources management.
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Drive Results with Talent

Drive Results with Talent

Candidate Briefcase Summaries (continued) Zoe Washburne Zoe has been employed as the Customer Service Manager for a home warranty call center for the past 5 years. In this job she manages a team of 5 customer service representatives receiving inbound service support calls. Last year she was awarded with a company technology innovation award for her implementation of a 3rd party support inquiry management software application. This project resulted in a considerable decrease in customer wait times for issue resolution. Zoe values opportunities to generate fresh ideas to solve problems and coach her employees to grow and succeed. While she does not have significant food industry experience, she did work as a restaurant server for a summer while attending college.
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MANAGEMENT S DISCUSSION AND ANALYSIS OF FINANCIAL RESULTS

MANAGEMENT S DISCUSSION AND ANALYSIS OF FINANCIAL RESULTS

Company’s assets into CGUs requires significant judgment with respect to use of shared infrastructure, existence of active markets for the Company’s products and the way in which management monitors operations. Exploration and evaluation expenditures relating to activities to explore and evaluate oil and natural gas properties are initially capitalized and include costs associated with the acquisition of licenses, technical services and studies, seismic acquisition, exploration drilling and testing, directly attributable overhead and administration expenses, and costs associated with retiring the assets. Exploration and evaluation assets are carried forward until technical feasibility and commercial viability of extracting a mineral resource is determined. Technical feasibility and commercial viability of extracting a mineral resource is considered to be determined when proved and/or probable reserves are determined to exist. E&E assets are tested for impairment when facts and circumstances suggest that the carrying amount of E&E assets may exceed their recoverable amount, by comparing the relevant costs to the fair value of CGUs, aggregated at the segment level. The determination of the fair value of CGUs requires the use of assumptions and estimates including quantities of recoverable reserves, production quantities, future commodity prices and development and operating costs. Changes in any of these assumptions, such as a downward revision in reserves, decrease in commodity prices or increase in costs, could impact the fair value.
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Talent and Talent Management Insights

Talent and Talent Management Insights

are most committed are 87% less likely to resign) and hence preserve the investment that has been made in them through inclusive talent management. Furthermore, a study by the US Society for Human Resource Management (2012) found that it was possible to increase employee engagement through focused talent management initiatives. In particular, it was argued that line manager relationships as well as the opportunity to use knowledge and skills were two of the key drivers of employee engagement. Hence the conclusion was reached that focusing talent management initiatives in these two areas would yield results. The suggestion was a ‘talent management framework in which employees and managers can work together to establish clear measurable goals, competencies, and career development activities that align with corporate objectives.’ And it was noted that:
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Results and discussion

Results and discussion

The main problems identified for local organic food chains in the present study have earlier been reported for organic supply chains generally. These are imbalance between supply and demand; high ope- rating costs; lack of cooperation and incompatibility of values and goals of actors, not least due to the different strategic roles of organic food for companies; poor information flow; and poor supply reliability (Baecke et al., 00; Hamm et al., 00; Wycherley, 00; Finfood, 00; Franks, 2003). Kottila et al. (2005) have, in accordance with the present study, identified two important things: closer collaboration and exchange of information within the chain and involvement of actors outside the chain in, for example, management and delivering of information on values of organic food. Likewise, cooperation and deeper understanding of the customer value creation process have been found to play a crucial role in the development of local food supply chains (Forsman and Paajanen, 2002). In the case studies of Vergunst (2003), the reinforcement of the local stock of social capital was perceived ultimately to facilitate and reinforce the local economy. Local partnership in food systems require new structures for communication and collaboration (Guptill and Wil- kins, 2002), but has greater potential and feasibility than partnership within national and global food chains and more potential for feedback from ecosystems to actors for the change (Vergunst, 2002; Sundkvist et al., 2005). Further, conscious efforts to find common features of a value base promoting commitment to the partnership network might have more potential in local than in larger systems.
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Management Discussion and Analysis of Financial Position and Operating Results

Management Discussion and Analysis of Financial Position and Operating Results

Readers are cautioned that the foregoing list of factors that may affect future growth, results and performance is not exhaustive. Undue reliance should not be placed on forward-looking statements. Although the Company believes that the expectations conveyed by the forward-looking statements are based on information available on the date such statements were made, there can be no assurance that such expectations will prove to be correct. All subsequent forward-looking statements, whether written or orally attributable to the Company or persons acting on its behalf, are expressly qualified in their entirety by these cautionary statements. Unless otherwise required by applicable securities laws, the Company expressly disclaims any intention, and assumes no obligation to update or revise any forward-looking statement, whether as a result of new information, future events or otherwise.
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Management Discussion and Analysis of Financial Position and Operating Results

Management Discussion and Analysis of Financial Position and Operating Results

Readers are cautioned that the foregoing list of factors that may affect future growth, results and performance is not exhaustive and undue reliance should not be placed on forward-looking statements. Although the Company believes that the expectations conveyed by the forward-looking statements are based on information available to it on the date such statements were made, there can be no assurance that such expectations will prove to be correct. All subsequent forward- looking statements, whether written or orally attributable to the Company or persons acting on its behalf, are expressly qualified in their entirety by these cautionary statements. Unless otherwise required by applicable securities laws, the Company expressly disclaims any intention, and assumes no obligation to update or revise any forward-looking statements, whether as a result of new information, future events or otherwise.
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Management Discussion and Analysis of Financial Position and Operating Results

Management Discussion and Analysis of Financial Position and Operating Results

General Economic Conditions Unfavourable economic conditions may adversely affect the Company’s business. For example, the large civil aerospace industry has experienced considerable uncertainty in prior years, especially the market for planes with more than 100 seats. In fiscal 2006, the regional jet market was negatively impacted by lower demand. Furthermore, the industrial power generation market, which collapsed in 2002, is now recovering slowly. This could adversely affect the Company’s financial condition and results of operation. Although long-term growth will likely eventually resume, the timing of that resumption is uncertain, and these sectors will remain cyclical. In addition, curtailment of production activities due to unfavourable economic conditions could result in the Company incurring significant costs associated with temporary layoffs or termination of employees.
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Management Discussion and Analysis of Financial Position and Operating Results

Management Discussion and Analysis of Financial Position and Operating Results

This compares to $60.5 million at an average exchange rate of 1.5063 held at March 31, 2003. RISKS AND UNCERTAINTIES Héroux-Devtek operates in industry segments that have a variety of risk factors and uncertainties that could have a material adverse effect on the Company’s business, financial condition and results of operations. Such risks and uncertainties include, but are not limited to, those mentioned below, which are more fully described in the Company’s MD&A for the year ended March 31, 2003.

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Management Discussion and Analysis of Financial Position and Operating Results

Management Discussion and Analysis of Financial Position and Operating Results

100% 100% Héroux-Devtek is structured around four divisions: landing gear, aerostructure, gas turbine components, and logistics & defence. The Landing Gear Division designs, manufactures, repairs and overhauls landing gear and has built a strong and recognized design engineering team. The Aerostructure Division manufactures very large airframe components. While they continue to report as separate divisions, landing gear and aerostructure were grouped under a single management team in the fall of 2002 to take advantage of operating and administrative synergies. The Gas Turbine Components Division manufactures aircraft engine components and large components for the power generation and other industrial markets. Logistics & Defence manufactures small arms for the defence market. Each division is assigned responsibility for its own market development and operating results in order to foster entrepreneurship and employee involvement. The Company’s corporate head office provides support to the divisions and retains responsibility for such areas as global strategic development, financing, legal counsel, human resources and public relations.
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Talent management

Talent management

The sort of training required to create mastery, as per Ericsson, isn't just doing work. It is a psychologically effortful movement in which one is contemplating what one is doing. It includes an intelligent segment, in addition to the chance to get criticism on the nature of one's execution through a specialist mentor. Ericsson likewise has contended that to report the improvement of skill, one must have unmistakably determined learning results against which one can equitably gauge its advancement.

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Talent management

Talent management

The contribution describes the methodology of work with human assets, and namely talent manage- ment representing a system of work with employees having over-average potential and representing the source of competitive advantage for the company. The work introduces methodological tools for imple- menting the system of talent management in the following fields: defining the talent, identification of talents, creating the conditions, care at the side of management, individual or group related technical education, development by way of key competences and evaluation of results, both regarding the abi- lities and skills of individuals through key competences, and by way of indicators of working perfor- mance. Describes evaluation using key competences minimal, optimal and actual competence profile and the way of describing competences by behavioural scale. The paper is the part of the research grant MSM 6215648904.
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TALENT MANAGEMENT

TALENT MANAGEMENT

The TM team takes input from the Talent Plan, looks at the possible positions available in the coming months/year, consults with the EB to identify their talent needs and creates a recruitment and promotion plan based on this input. And you can probably see that the Global Competency Model comes into play here as you will need to assess competencies and skills required of members moving into certain roles against the members you have. (This could then be used to do another recruitment based on these needs, here you see how all the processes of Talent Management are interlinked). This results in a plan that shows: the talents that will be needed, when they will be needed and in what team they will be needed. It will depend on the goals and strategies of the LC. If you know where your members are in the Pipeline and in the past where they have been and identify trends in the flow of members through the AIESEC Experience you can identify possible bottlenecks (ie many members enter the TR stage of the @XP but not many then pass to X or LR) and come up with possible solutions to increase the flow of members through the pipeline more efficiently.
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Talent Management

Talent Management

Engagement calls for employee devotion to serving the organization, as they take it to be a place where they can work, purchase from or invest. It is one of the results of employee satisfaction and morale to employee commitment. It is measured through the way employees put more commitment to the organization other than the least requires of them. Studies have shown that satisfied employees are more engaged in the organization as compared to those unsatisfied, through improved performance, customer satisfaction and low turnover cost (Schiemann, William and Susan, 2009).
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Keywords: TALENT, TALENTPOOL, TALENT MANAGEMENT

Keywords: TALENT, TALENTPOOL, TALENT MANAGEMENT

Effective recruitment results in hiring the right candidate for the rightjob and plays a strategic role in a company‘s ability to develop new products and services and expand into new markets. Having the right resources to identify new sources of talent, efficiently screen out mismatched candidates and build a strong talent pipeline is critical to the success of every organization‘s recruiting efforts. By optimizingthe talent pool, organizations can gain access to skills that support business goals, build bench strength and recruit effectively to enhancecompetitive advantage (Peiker, 2010).
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Management s Discussion and Analysis of Financial Condition and Results of Operations

Management s Discussion and Analysis of Financial Condition and Results of Operations

Under our quantitative assessment, the fair value of the reporting unit is calculated using a market approach and a discounted cash flow method. The market approach includes the use of comparative multiples to corroborate discounted cash flow results. The discounted cash flow method is based on the present value of two components-projected cash flows and a terminal value. The terminal value represents the expected normalized future cash flows of the reporting unit beyond the cash flows from the discrete projection period. The fair value of the reporting unit is calculated based on the sum of the present value of the cash flows from the discrete period and the present value of the terminal value. The discount rate represented our estimate of the WACC, or expected return, that a marketplace participant would have required as of the valuation date. The application of our goodwill impairment test required key assumptions underlying our valuation model. The discounted cash flow analysis factored in assumptions on discount rates and terminal growth rates to reflect risk profiles of key strategic revenue and cost initiatives, as well as revenue and EBITDA growth relative to history and market trends and expectations. The market multiples approach incorporated significant judgment involved in the selection comparable public company multiples and benchmarks. The selection of companies was influenced by differences in growth and profitability, and volatility in market prices of peer companies. These valuation inputs are inherently uncertain, and an adverse change in one or a combination of these inputs could trigger a goodwill impairment loss in the future.
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