User:Merry May, PGD Leadership/sandbox

Publication Article : Relation Between Talent Management and Organizational Behavior regarding cross functional management

Introduction about Talent

Talent is about an outstanding characteristic of human who beings to do something different potential or a higher order of difficulty and complexity in the current, for future time and during crisis periods. It involves special experts than ordinary such as engagement potential, leadership and power potential, decision making, key contributors and technical expertise which build with special groups who are senior level and middle level management or leadership. As consequence, in today’s highly competitive and turbulent business environment all modern organizations are operating in dynamic changing scenario, due to increasing complexities and cut throat competition running organizations effectively become challenge for organization such as employers and employees. Expect to gain competitive advantage, organizations need to implement or modify in unique talents and strategies. However, the effectiveness of Talent (Management), its added value to organization and careers of employees which has not been evaluated at length.

Talent Management (TM) and Organization development!

Talent Management is the one of the biggest challenges in organization for today. The world has full of challenges and changing rapidly under different situations, and fall over an unseen obstacle in the path. Furtherance, Talent Management have become the most critical aspect and common term in the managerial management for every type of organization for managing where to run efficiently and effectively. For example: telecommuting industry is becoming increasingly vital and prevalent due to the potential benefits which can provide both employers and employees, and it changes in the current business environment, especially during the world pandemic and crisis, who want more extra earn from home. However, telecommuting which must address a critical problem if it is going to be successful. The problem is that employee connectedness in a company’s corporation has decreased as telecommuting has increased, on the other hand decreased morale and productivity. Although all organization members put best efforts, a possible cause of this problem is that employees who telecommute can feel isolated, unsupported, and experience a decreased commitment to the organization. As an author, have for over two years of telecommuting experience who being focused on researching individual experiences impacted by cross functional management of organizational behavior based on the culture of telecommuting organization, creating a positive work environment and, customer and employee engagement. Furtherance, researched about how to extend cross functional management of creating a positive work environment to drive high employees and stakeholders engagement for a telecommuting workforce. The problem is not only shortage of scarcity or skill-based employees but also leaving the employees who have abilities that will affect services and outcomes of the organization. Find out talent management and engagement of employees with workable effective planning of talent and complete support by using leadership and also the factors of environment to gain the retention of talented employee. In fact, talent management will be helpful for this the conditions which involves the attraction development strategies, the finding of talent to gain success in the business, expansion of knowledge, retention of the talented employees, improvement in career of employees, increase motivation of employees, satisfaction of employees towards organizations and employee turnover rate decreases. Talent Management which makes sure to motivate and retain employees. Talent management is the process of managing complete employee cycle from hiring of employees to the promotion of employees and successful person also after retirement. According to Business Process Management Forum (2007) (cited in Nankervis (2013)) viewed TM as ‘Soft TM’ that focus only on “Hearts and Minds of people” rather than their ‘Bodies’ (as ‘Hard TM’). On same lines, Powell and Lubitsh (2007) characterized five major perspectives of TM, i.e., • Process (for optimized people within an organization) • Cultural (more of a mindset than a set of activities) • Competitive approach (by identifying talented employees, finding out what they want, and giving it to them) • Developmental (accelerated development paths for the highest potential employees), and • Identifying human resource planning (assign right people to the right jobs at the right • Time and doing the right thing).

Cappelli (2008a) said, it criticized the above perceptions about TM by stating that TM exists only to support the organisation’s overall objective, which essentially amounts to making money rather than developing, succession planning, and retention.

Talent Management and Career development  A lack of qualifications can be a major obstacle to career progress. Nowadays, employees are career conscious and they demand more for the growth and development of their career than only focus for salary. It is necessary for the organization to retain employees, employers who gave training to their employees so that talent remains in the organization and perform well in the organization. Nowadays market of employees is facing challenging with high talents in each ageing and level, on the other hand most of employers give positive response for career and development, and also create promotion opportunities for employees by creating career management programs for the development career of their employees. However, some of organization control with irrelevant policies, rules and instructions which might be impact to retain their employees who possess and align with in Talent Management. For example, some Top managers think employee retention method is based on compensation issues such as wage and salary levels, incentives and training only but the key drivers go much deeper into the individual spirit to the actions and attitudes that make employees feel successful, secure and appreciated. It is one of the foremost responsibilities of the HR manager and Senior Management to develop and retain the employees even though training and development given to employees is helpful for the career development of the employees and retaining the talented employees in the organization. Employee career development is one of the most significant factors and expect of employees who want to improve, also it can influence in retention program of employees and all levels constantly searching for career development opportunities in any type of organization. As consequences, training and coaching to employees which can give the improvement of the employee’s confidence level, furtherance, those employees show improvement in performance, greater level of employee engagement, and they get satisfy and will remain with the organization for long term. Organizational efforts in order to ensure career management practices always help to fulfill the expectation of the employees. Also, those organizations are much successful, as improve their performance with their full potential employees at work despite they are in stressful condition and it is a difficult challenge, that could be gained by motivating employees. Another thing that employees get high motivation and will perform well and work in each objectives and goals achievement of the organization with high performances and optimum level. As the organization and employer point of view which will workable to retention and retain for talents and skill-employees. If employees are motivated and satisfied, it will reflection to organization which can gain the success shortly and hit any challenges timely by employees. Motivated employees possess in ability and quality such as more talented, more proactive and more innovative and they always focus and look for better and better way for jobs completing with productively. They are goal easily in oriented and targeted with high quality, high talents, high performance and achievement of organization objectives.

Eldridge & Nisar, 2011; Terera & Ngirande, 2014 who presented with three types of challenges that organizations face towards retention of their employees. First one is stiff competition from rivals, second is brain drain, and third is that organizations are unable to predict their future requirements of manpower. Scott, McMullen, & Royal, 2012 said, similar view point has also been expressed in other research work where authors foresee shortage of talent due to increased global demand for talent. Organizations also feel that rise in the size of ageing population may increase the demand for skilled and talented employees, according to Kyndt, Dochy, Michielsen, & Moeyaert, 2009.

Talent Management and Customer Satisfaction

The term of talent is referred to an increasing emphasis on having and using knowledge as a power of handling certain aspects pertaining to recruiting and retaining talented employees, engagement initiating and satisfaction. Further, Customer Loyalty and Customer Commitment are effective on satisfaction level of customers which is more influence with Customer Loyalty than Customer Commitment. As research, the Talent Management has a positive long-term relationship with Quality of services and products which influence to customer satisfaction. According to finding, the result of customer satisfaction is meditated with qualities of service performance and products. As additional, employee’s satisfaction which closely aligned with keep on delivering high-quality services and achieve with organizational goals. Trends in today’s workforce diversity demand major technology advances which are vastly referring for different techniques to optimally attract new talents and better engagement approaches. In this relationship, Talent Management is a mediating role between Customer Satisfaction and Quality of Services or products to build the positive long-term relation. However, the relationship between service quality and customer satisfaction is ongoing debatable question in theory, according to authors. Normally, Satisfaction factor arises when there is a discrepancy between consumer expectations and their perception toward the services provided, customers who developed a models or dimensions for perceived service quality based on the gaps between all parties, partners and suppliers. Service quality is the differences between expectations and performance along the quality dimensions. Parasuraman, Zeithaml & Berry (1988 & 1990) who developed the SERVQUAL model, this model consists of 22-items for assessing consumers’ perceptions and expectations regarding the quality of services, the model proposed that consumers evaluate the quality of service based on five dimensions such as Reliability, Responsiveness, Assurance, Empathy and Tangibility. Some authors defined customer satisfaction as the perception of customers that compares their pre-purchase expectations with post-purchase perception whereas satisfaction is the difference between expectations and actual performance. Moreover, customer satisfaction can reflect customer involvement in workable decisions, and in an increasingly competitive market, customer relation management must focus and utilize talents on how to achieve the highest ongoing customer satisfaction to enhance and improve the quality of services and product delivered due to as customers become more and more aware of their requirements and demanding higher standard of services, their perception and expectations are continually evolving. Therefore, customer satisfaction depends on a number of methodology, psychological and physical variables which correlate with customer satisfaction behaviors. As an advantage, it is beneficial for delegation drivers or managers to understand between stakeholders/employees’ perceptions and regarding Customer’s expectations and perceptions. And also helps us to understand if there are gaps between stakeholders/employees and Customers in terms of quality services and satisfaction and how to bridge the gap through training and amendments.

Source:

1)	The mediating role of service quality, Nov- Dec, 2020, International Journal of Management (IJM), vol-7.

2)	Research paper on exploring talent management practices, December 2020, International Journal of Management (IJM), vol-11.

3) Challenging Role of Strategic Talent Management, October 2020, International Journal of Management (IJM), vol-11.

Edited by: Merry May (PGD, Leadership)

http://linkedin.com/in/may-zin-phyoe-han-1a8123152

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