THE IMPACT OF TALENT MANAGEMENT ON THE PROFESSIONAL

DEVELOPMENT OF NEW ENERGY VEHICLE INDUSTRY: BASIS

FOR EMPLOYEE RETENTION
Final Defense

Yongxing Tan

22-618434 1
Summary, Conclusion and

Recommendation

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Summary of Findings
The following are the findings of the specific problems raised in the study:
1.Talent management of new energy vehicles is rated as "Extent" in succession planning, talent
acquisition, performance management, employee development, and retention. Succession
planning effectively develops leaders. Talent acquisition aligns with diversity goals. Performance
management supports employee growth. Development programs align with organizational goals
and are accessible. Retention focuses on career advancement and a positive work environment.
Ratings were consistent across staff and managers

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Summary of Findings
2.The computed t-values for succession planning, talent acquisition strategies,
performance management system, employee development program, and talent
retention strategies were all below the critical value of 2.015 with 8 degrees
of freedom at the 0.05 level of significance. This suggests no significant
difference in talent management perceptions between managers and staff
regarding new energy vehicle. Thus, the hypothesis is accepted.

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Summary of Findings
3. Professional development in new energy vehicles is rated "Extent"
for skills acquisition, organizational support, managers' application of
new skills, and training opportunities. Career advancement, leadership
development, job satisfaction, and adaptability also received "Extent"
ratings. These findings indicate a generally positive perception among
staff and managers regarding professional development initiatives

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Summary of Findings
4. The r-values for skills acquisition, career advancement,
leadership development, job satisfaction, and adaptability all exceeded
the critical value at a 0.05 significance level. This indicates a significant
relationship between talent management and professional
development in the New Energy Vehicle Industry, rejecting the
hypothesis of no such relationship.

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Conclusion
Based on the findings of the study, the following conclusions are drawn:
1.The talent management of new energy vehicles highlights significant
strengths in succession planning, talent acquisition, performance
management, employee development, and retention strategies,
demonstrating a robust framework with only slight variations in evaluations
between staff and managers.

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Conclusion
2.There is no statistically significant difference in how managers and staff
perceive talent management in the context of new energy vehicles.
Consequently, the hypothesis asserting such a difference is accepted,
suggesting that both managerial levels share similar perspectives on talent
management strategies.

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Conclusion
3.A generally positive assessment among both staff and managers
regarding professional development initiatives in the realm of new energy
vehicles, indicating strengths and opportunities for improvement across
various aspects such as skills acquisition, career advancement, leadership
development, job satisfaction, and adaptability and innovation.

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Conclusion
4. A significant relationship between talent management and
professional development within the New Energy Vehicle Industry,
emphasizing the integral role of continuous skill enhancement and career
advancement opportunities in driving organizational success

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Recommendation
5.Based on the findings, recommendations include: 1. Strengthen
manager involvement in succession planning and resource allocation
for talent acquisition. Improve communication of succession plans and
align talent management with strategic goals. Expand support for
employee career development, diversity in recruitment, and enhance
performance feedback frequency and effectiveness. Develop targeted
retention initiatives to build on strengths and foster a cohesive talent
management system

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Recommendation
2.Both managerial and staff levels collaborate closely in the
implementation of talent management strategies. This collaboration
should involve joint decision-making processes and the integration of
diverse perspectives to optimize talent management practices within
the organization. Management teams and HR departments should take
proactive steps to facilitate this collaboration, fostering an environment
of inclusivity and shared responsibility for talent development and
retention initiatives.

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Recommendation
3. HR departments collaborate with senior management to enhance
programs and introduce new initiatives. This involves regular assessments
for improvement, refining training to align with industry advancements,
clarifying career paths, and fostering continuous learning through cross-
functional projects and feedback. They spearhead these efforts to
implement tailored professional development strategies in the new energy
vehicle sector.

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Recommendation
4. Both HR departments and senior management collaborate closely to
develop and implement comprehensive strategies, prioritizing continuous skill
enhancement and career advancement. HR designs tailored training and
performance appraisal systems aligned with industry needs, supported by
senior management. Regular evaluations and feedback ensure effective
strategy adjustments for organizational success in this dynamic sector

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Recommendation
5.To implement a robust employee retention program, focus on
offering competitive compensation and benefits packages, providing
ample opportunities for career advancement and skill development,
fostering a positive work environment, and implementing strategies to
recognize and reward employee contributions. HR departments, in
collaboration with senior management, should take the lead in
designing and implementing these initiatives to ensure the retention of
top talent and sustained organizational success within the New Energy
Vehicle Industry.

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 My report is complete
welcome the guidance of professors

Thank you very much

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