User:Korina-NP/sandbox

Article Evaluation : Talent Management
While there are many facts to be said there are the same amount of of reliable references. Not all facts and references correlate with each other, but there is plenty of information. Being said there really just one big reference, there isn't much of a variety. When they mentioned the military, it was sort of confusing because although the military is an organization, the article seems to really focus on companies.The claims seem to be neutral, but because of the heavily information about one company can seem a little bias. Additionally, once the article goes further into the topic the bias side seems to disappear.The resources comes from books, articles, and other websites. The sources are neutral, but can be seen as bias if it is coming from an article. Also, going through the references some of the websites were no longer available. The bias part of the article is when on specific company is mentioned and seems to be the only type of "history" they found. I would personally look into other companies to not seem so bias. The viewpoints are neutral. not very over-represented nor under. I believe more viewpoints should be added though. Some do work, but some do not. When i clicked on the website was no longer available.There isn't any plagiarism or close paraphrasing that I can tell. There probably is because of the websites that are no longer up and running. I think more examples and facts about Talent Management are missing and could be added into a revised article. Additionally, the definition can also be worked on and elaborated more. Overall, the article was interesting and I look forward to working with this article.

Annotated Bibliography
Saadat, Vajiheh, and Zahra Eskandari. 2016. "Talent management: The great challenge of leading organizations." International Journal Of Organizational Leadership 5, no. 2: 103-109. Business Source Ultimate, EBSCOhost (accessed March 3, 2017).

Garr, Stacia Sherman. 2016. "Talent Management Maturity: High-Performing Organizations Invest in a Relationship with their Talent." Workforce Solutions Review 7, no. 4: 26-28. Business Source Complete, EBSCOhost (accessed March 3, 2017).

"A TALENT MANAGEMENT TIMELINE." Harvard Business Review 94, no. 10 (October 2016): 64-65. Business Source Complete, EBSCOhost (accessed March 3, 2017).

2015. "TALENT MANAGEMENT ORIENTATION GUIDE." Workforce 94, no. 3: 30. MasterFILE Complete, EBSCOhost (accessed March 3, 2017).

Toulson, Paul K. 2016. "Recruitment and Talent Management." Human Resources Magazine 21, no. 2: 34-35. Business Source Complete, EBSCOhost (accessed March 3, 2017).

I chose this 5 resources because of the information they provide. They all vary on what they offer; the first one offers the overview on organizations and how they deal with Talent management. The second one, helps me figure out how to perform Talent management and what type of maturity is involved. My third choice of article is short, but I liked the examples and the timeline it provides. I believe, the timeline would be a great example resource. My fourth source is a guide that seems helpful to me with what talent management is and how it is used in a workplace, company, or any organization. Lastly, my last resource is a business related article that just seem interesting to me and my personally use. Overall, I chose these articles because they weren't too long or too short and provided efficient information.

= Initial revisions = Talent management refers to the anticipation of required human capital for an organization and the planning to meet those needs. The field increased in popularity after McKinsey's 1997 research and the 2001 book on The War for Talent. Talent management in this context does not refer to the management of entertainers.

Talent management is the science of using strategic human resource planning to improve business value and to make it possible for companies and organizations to reach their goals. Everything done to recruit, retain, develop, reward and make people perform forms a part of talent management as well as strategic workforce planning. A talent-management strategy should to link to business strategy to function more appropriately.

History
The term was coined by McKinsey & Company following a 1997 study. The following year in 1998 "talent management" was entered in a paper. Written by Elizabeth G. Chambers, Mark Foulon, Helen Handfiled-Jones, Steven M. Hankin, and Eduard G. Micheals III. However, the connection between human resource development and organizational effectiveness has been established since the 1970s.

The profession that supports talent management became increasingly formalized in the early 2000s. While some authors defined the field as including nearly everything associated with human resources, the NTMN defined the boundaries of the field through surveys of those in corporate talent management departments in 2009–2011. Those surveys indicated that activities within talent management included succession planning, assessment, development and high potential management. Activities such as performance management and talent acquisition (recruiting) were less frequently included in the remit of corporate talent management practitioners. Compensation was not a function associated with talent management. Lastly, he strategy of using talent management help organizations with workforce during WWII.

Implementation
A talent management system is suggested to be used in business strategy and implemented in daily processes throughout the company as a whole. It cannot be left solely to the human resources department to attract and retain employees, but rather be practiced in all levels of an organization. The business strategy must include responsibilities for line managers to develop the skills of their immediate subordinates. Divisions within the company should be openly sharing information with other departments in order for employees to gain knowledge of the overall organizational objectives. The issue with many companies and the military today is that their organizations put tremendous effort into attracting employees to their company, but spend little time into retaining and developing talent.The talent management strategy may be supported by technology such as HRIS (HR Information Systems) or HRMS (HR Management Systems).