Talent Management Inclusive Vs Exclusive

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Why Talent Management An Issue?

The talent management approach within a business seeks to develop, acquire, and retain talented and highly potential employees. The forward looking, improvement expecting organisations must develop an integrated approach to talent management to best harness talent. Retaining talented employees is one of the critical issues facing organisations today and the biggest challenge faced by organisations in modern economy (Lathitha, 2012).

Many surveys illustrate that HR leaders and business executive rate talent management as their top people issue, believing it has a very high impact on business performance (Reilly, 2012). In today’s highly complex business environment organisations are focusing hard to survive and to gain competitive edge, talent management has the enormous potential of retaining and developing the most valuable assets of an organisation to gain key competitive advantage. 

One good example of mismanage talent is the Kenya Airways has lost its well-trained pilots and cabin crew to competitors both the bases of basis of pay and working conditions (Nyanjom, 2013).


Figure 01

What Is Inclusive Vs Exclusive In Talent Management?

Exclusive talent management is aimed at a specific set of employees in the business while inclusive talent management includes each & every employee of the business when implementing the talent management policy. The inclusive subject approach stresses the added value of the human resource for the organisation in the current knowledge level and makes no distinction between groups of employees. The notion of talent in this approach can be exchanged with the notion of employee of the organisation (Lewis & Heckman, 2006). No value addition is created under this approach.

The exclusive subject approach of talent is aimed at a specific set of workforce. An HR policy with specific knowledge upgrade programs and actions are developed for this set of employees. In most organisations this group addressed as ‘high performers’ or ‘high potential’ set within the organisation. Only this group is considered as talents for that organisation.

References:

Lathitha, C (2012) Managing employee attrition-The HR role and challenge, International journal of research in management, economics and commerce
Lewis, R E and Heckman, R J (2006) Talent management a critical review, Human resource management review
Nyanjom, C R (2013) Factors influencing employee retention in the state corporations in Kenya, Unpublished thesis Nairobi, University of Nairobi
Reilly, P (2012) International Talent Management, Global HR Challenges facing the function, Gower
Figure List:

Figure 01: https://peoplestrategists.com/program/certified-talent-management-analyst-ctma/ accessed on June 06, 2018 at 4:12AM

Comments

  1. UpulJuly 5, 2018 at 12:20 PM

    A very good research on Talent management.

    ReplyDelete
  2. SachithraJuly 5, 2018 at 7:11 PM

    Good structured essay. Keep up the good work.

    ReplyDelete
  3. Shanuka HerathJuly 5, 2018 at 7:11 PM

    Good research done. You have found some good sources here

    ReplyDelete
  4. SivaArunJuly 5, 2018 at 10:54 PM

    Can obtain Clear idea about talent-management. Good article



    ReplyDelete
  5. UnknownJuly 10, 2018 at 9:51 AM

    Well explained essay..

    ReplyDelete

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