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Talent management strategy






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Talent management strategy
Envision an organiza$on (pro%t, nonpro%t, product-or service-driven) with 200 people in which 20 are
iden$%ed leaders.
With this organiza$on in mind, write a six to eight (6-8) page paper in which you:
1.Formulate a talent management strategy to encompass the en$re talent requirements of the

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2.Determine the key components of talent management, including iden$fying, assessing, and developing
3.Examine how the talent management process is a strategy for a compe$$ve advantage for your
4.Assess how the talent management strategy should change with the an$cipa$on of the organiza$on
doubling in %ve to six (5-6) years.
5.Use at least %ve (5) quality academic resources in this assignment. Note: Wikipedia and other Websites
do not quality as academic resources.
Your assignment must follow these formang requirements:
•Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides;
references must follow APA or school-speci%c format. Check with your professor for any addi$onal
•Include a cover page containing the $tle of the assignment, the students name, the professors name,
the course $tle, and the date.
•The cover page and the reference page are not included in the required page length.
The speci%c course learning outcomes associated with this assignment are:

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“Talent” was voted by 75% of 13 000 respondents in a “Key Business Priority” survey in
2008 as their foremost business concern/priority. In 2009, in the midst of the severe
economic downturn, a similar survey showed “Business Execution” (51% votes) as the
top concern while “Talent” was renegaded to third spot (29%) after “Operating Costs”
(42%). Market indicators showed that the HR flavor of 2008 aka “War for Talent” is
experiencing a period of truce amongst competing companies. On the contrary, this
session conducted by Mark Busine asserted that the war for talent will continue as
pockets of battles for the following reasons:
The experienced baby boomers are retiring from the workforce in droves and
succession planning is paramount for business survival,
Talents, an intangible asset, have significant contributions to profits in a knowledge
economy, and
Good talent management strategies beget positive business returns.
The current market downturn brings out the best and worst in corporate governance and
human nature, HR leaders notwithstanding. There are pressures to cut operating costs
while balancing the need to maintain morale, develop talents, experiment and innovate
to compete in the dwindling market. Together with the prevailing economic conditions,
these factors act as drivers sculpting
the business landscape. HR managers concern with their talent pipeline will do well to
take note and be in sync with the evolving business landscape.
The session showed statistics of corporate talent management efforts in Singapore and
concluded that whilst companies here are good at identifying high performing
employees many are not able to identify employees with high potential. Of the 62% of

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