HUMAN RESOURSE MANAGEMENT

SUBMITTED BY

ALI LIAQAT

(BAMM-f20-112)

Submitted to:

SIR IRTZA
Talent management is the full scope of HR processes to attract, onboard, develop, motivate, and
retain high-performing employees. Talent management is aimed at improving business performance
through practices that make employees more productive.

Talent Management Process:

Planning is the initial phase in the talent management process, as it is in every process with a defined
end. It consists of the following: determining where the gaps are – the human capital demand,
generating job descriptions for important jobs to drive sourcing and selection, and developing a
workforce strategy for recruiting activities

Attracting: Based on the strategy, the next logical step is to determine whether the talent
requirements should be filled internally or outside. In any case, the procedure would need drawing a
steady stream of applications. Job sites, social media, and recommendations are all common external
sources. To maintain the process as seamless and effective as possible, the talent pools that need to be
tapped into must be recognized ahead of time. This is where the employer brand that the company has
developed for itself comes into play, since it determines the quality of applications received.

Selecting: This is a series of tests and checks to identify the best candidate for the position – the
optimum person-organization fit. Written examinations, interviews, group discussions, and
psychometric testing, as well as a thorough examination of all publicly accessible information about the
candidate, aid in forming a complete picture of the individual. Recruiters may now employ software and
AI-enabled solutions to sift through a large number of CVs in order to zero in on the best candidates and
identify the perfect match.

Developing: Nowadays, many businesses work on the principle of recruiting for attitude and training
for skills. This makes sense since, while you may desire a proclivity towards particular skill sets, you are
hiring the person, not the CV. Employee engagement and loyalty are improved through developing
workers to help them grow with the organization and preparing them for the knowledge needed to
contribute to business success. This begins with an effective onboarding programed to assist the
employee in adjusting to their new role, followed by ample opportunities for the employee to improve
their skills, aptitude, and proficiency while also allowing for growth through counseling, coaching,
mentoring, and job rotation schemes.

Retaining: In order for any business to be genuinely successful in the long run, talent must be
efficiently kept. Most companies aim to keep their best employees by giving them promotions and
raises, providing opportunities for advancement, promoting participation in special projects and
decision-making, providing training for more advanced jobs, and implementing incentives and
recognition programs.

Transitioning: Effective people management focuses on the organization's collective change and
development via individual employee growth. This entails making each employee feel like they're a part
of something greater. Retirement benefits, departure interviews, and efficient succession planning may
appear to be unconnected career stages, yet they are all transition instruments that allow the shared
journey to take place.

Talent Management Model:

Acquire – Branding, recruiting, and onboarding for employers

Talent analytics, succession planning, and evaluations are all things to consider.

Develop – Workforce planning, workplace culture, and engagement and retention strategies

Deploy — Goal alignment, career path planning, learning and development, and performance
management are all aspects of the deployment process.

How Will Hunt Talented People:

Employees must be recognized and treated as people. They can no longer be considered as a hazy mass.
Personalization of human resource management is required to attract the right personnel for your
company, beginning with the job briefing, moving on to the job advertisement, the process, and on to
onboarding and beyond. It is evident that there is a need to test for talents outside of technical domains.
It broadens the applicant pool, assisting firms in identifying the best possible profiles, persons with the
cognitive and behavioral abilities that will evolve with the position and any future ones. To hire for the
future, hiring managers and recruiters must build a relationship centered on two main areas: finding the
appropriate personalities with a balance of emotional intelligence and cognitive skills, and changing
attitudes on what makes the greatest applicant via collaboration. Candidates and employees alike must
be handled with kindness and respect all throughout relationship, beginning with the recruiting process
and continuing throughout and beyond onboarding.