Modest Growth - Human Resource - Report Writing Management Assignment Help

Assignment Task:

A CASE STUDY

The war for talent shows no sign of letting up, even in sectors experiencing modest growth. According to a global study we conducted, only 15% of companies in North America and Asia believe that they have enough qualified successors for key positions. The picture is slightly better in Europe, but even so, fewer than 30% of European companies feel confident about the quality and amount of talent in their pipe-lines. Moreover, in the regions where many companies are focusing their growth strategies – emerging markets – the supply of experienced managers is the most limited and the shortage is expected to continue for another two decades. 

One popular battle strategy is to institute programs aimed at "high potentials"-the people that companies believe may become their future leaders. The appeal is clear for both sides: Promising managers are attracted to companies known for strong development opportunities, and a well-managed talent pipeline dramatically increases the odds that a company will appoint great leaders at the top. 

But these programs aren’t simple to execute. The selection criteria are often confusing. Employees are frequently mystified by who's included and who's excluded. Company leaders have to weigh the upside of putting top performers into developmental opportunities against the downside of temporarily distracting them from an enterprise's immediate needs. Firms risk demoralizing solid contributors who are not anointed as high potentials; the vast majority of managers, the people who keep the trains running on time. Sometimes the chosen few don't stick around or don’t live up to expectations. And too often, the programs fail to maintain momentum, leaving companies unsure they have paid off and fuelling worker cynicism. 

There are exceptions, of course. Companies such as GE, Unilever, PepsiCo, and Shell have long been known for their careful attention to talent management. But those companies are not the norm. As far as we know, no one has yet studied the process of managing high potentials from end to end. In order to fill this void, in 2007 we launched a joint research project with the executive search firm Egon Zehnder International, conducting a large-scale cross-sectional and longitudinal analysis of how companies assess and manage their rising stars. We also interviewed executives from 70 companies that have programs for high potentials - firms of all sizes, located around the world. From this research, we identified a set of cutting-edge practices.

Questions 

1. What really is potential? Define in your words, giving three examples of people you know, who have potential. Describe the potential of each person and how was this assessed?  

2. In the ‘War for Talent’, what are the main strategies that organizations can use to ‘attract’ talent, when they are searching and recruiting? Then describe how they could identify this talent during recruitment and selection.  

3. Retaining talent is another challenge. Describe some strategies organizations can use to hold onto and retain talented employees. These would include ways to motivate them continuously throughout their career. 

4. Talent can differ for lower level employees, compared to leaders, senior executives or top managers. Describe what to look for in each level. Contrast their potential talents and the differences.

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