Case Study 8.

Talent Management
TALENT MANAGEMENT AT SOLAR INDUSTRIES
The Task
As the HR Director, produce an aide-memoire as the basis for as
presentation to the board on what talent management could do for
Solar and how it might be organized.
Comments
Aide-memoire refers to a document which outlines the key points of
meetings during the planning process for an evaluation.
I.

Background

Solar Industries Ltd was founded over 50 years ago, and from
being a small entrepreneurial venture has turned into a large
engineering company based in Farnborough.
The company employs 1,500 staff, but skills shortages at all
levels in the organization are severe due to fact that there is a high
demand of people with the same sort of experience needed at Solar
ergo making it more difficult to find good replacements and causes
increase in labour turnovers.
The HR Department is headed by a young HR Director, whose
team consists of a Head of HR Services, a Head of Learning and
Development, and a Head of Resourcing.
A high-performance work system (HPWS) a model of its kind is
in operation.
In spite of all this, things are not going well, as indicated by the
rates of labour turnover, problems in recruitment and succession, and
some doubts about the leadership skills of the relatively inexperienced
people who had been appointed. Insufficient attention is being paid to
management development or succession planning is also noticeable.
In view of the foregoing, the HR Director wants to take this
opportunity to address the issues by establishing what talent
management could mean for Solar, which is an organizations
commitment to recruit, retain, and develop the most talented and
superior employees available in the job market.
II.

Objectives

The main objective of this activity is to pave the ground for the
adapting and development of talent management in Solar Industries
Ltd in the hope of enabling the company to develop and retain its top
talented employees.

III.

Target Group

Every employee must be included in the process.

IV.

Inputs

New employee welcome information and introductions.

Recruitment planning meeting.

Select appropriate employees who have superior potential and fit

your organizations culture, with an appropriate selection
process.

Develop clear job descriptions to know the skills, abilities, and

experience needed from a new employee.

Application materials review.

Credential review and background checking.

Negotiate requirements and accomplishment-based performance

standards, outcomes, and measures within a performance
development planning system.

Coaching and relationship building by the manager.

Provide effective employee onboarding and ongoing training and

development opportunities that reflect both the employees and
the organizations needs.

Provide on-going coaching, mentoring, and feedback so the

employee feels valued and important.

Conduct
quarterly
performance
development
planning
discussions that focus on the employees interests for career
development.

Design effective compensation and recognition systems that

reward people for their contributions.

Provide promotional and career development opportunities for

employees within a system that includes career paths,
succession planning, and on-the-job training opportunities.

Hold exit interviews to understand why a valued employee

decided to leave the organization.

The majority of these are squarely in the hands of the employees

manager. HR can provide support and backup but the day-to-day
interactions, supporting the new employees success, and developing
and coaching the employee come from his or her active, daily
interaction with the manager.

HR can take the lead in some of the activities in this list,

especially in recruiting and selecting. They may also be deeply
involved in the performance system, career planning and so forth
leading the development of the systems, but still, the managers are
the means to carry them out.

V.

Outputs

The company will have a deeper knowledge of talent

management and upon implementation will most likely enable
them to solve the recruitment and retention problems.

Superior workforce.

Talent management, when handled strategically, flows from the

organizations mission, vision, values and goals. This will enable
every employee to see where he or she fits within the
organization.

Enable employees to participate in the overall direction of the

company.

Will help crucial employees feel as if they are part of something

bigger than their current job.

VI.

Language
The presentation will be conducted in English.