Resourcing and Talent Management
1. Introduction
Talent management is another side of the HR process in an organization that includes developing, on boarding, attracting, motivating, and retaining high-performance employees. Talent management focuses on business performance and its effective practices for developing employees’ contribution and influencing them to more consistency in the work field. The study is mainly based on talent management and its strategies on the basis of the chosen company “AstraZeneca Plc”. It is a pharmaceutical company in the UK that looks for attractive talent management within its organization to create an effective business model.
2. Discussion
In order to build strong and potential talent management in “AstraZeneca”, several factors are involved such as recruitment of employees, the particular location from where employees are recruited and marketing strategy with a better perspective of the organizational managers. As a pharmaceutical sector, it has a great market reputation on the national stage and many customers are attracted by their products and customer services (Sparrow and Makram, 2015). Besides, a flexible firm operation can be possible if the human resource management (HRM) and talent management are properly organized within their business in an adequate manner (Krishnan and Scullion, 2017). They must ensure the skilful and experienced employees that protect the work field process and manage extraordinary business flow in customer services and their satisfaction. As a result, the supply and demand of their products can be delivered to local or specific regions of the UK as well as different countries by export and import systems.
Exclusive talent management is mainly based on the particular market segmentation and target audiences according to their objectives and whereas inclusive talent management focuses on employees’ activities on the basis of talent management policy within the organization (Khilji et al. 2015). After that, AstraZeneca Plc” can ensure their market segmentation and target audiences to implement their business by managing experienced, skilful, and productive employees. There are major four factors in talent management such as corporate learning, performance management, compensation management, and recruitment of employees.
“Person-organisation fit theory” of talent management can be useful for “AstraZeneca plc” and it states the compatibility between organizations and people (Zhang et al. 2017). A person also tries to identify the exact role within a company personally and professionally. That ensures the positive result of employees’ contribution to the workforce. Furthermore, an individual can develop itself with effective HR practices along with good communication skills, attitude, innovation, and creativity as well as good decision-making ability (McDonnell et al. 2017). Therefore, using the “person-organization fit theory” helps to understand the business process and their strategic development to identify marketing segments and best quality customer services in an appropriate manner.
3. Conclusion
From the above discussion this study it can be concluded that talent management plays an exceptional role to manage organizational growth and modelling of business through productive employee recruitment, the performance of employees, compensation, and their activities towards the work field. In this study “AstraZeneca plc ” is looking for the best talent management in their workforce and this can help the company to identify a target market and its segmentation over the UK as locally, nationally, and internationally. Apart from that, the “person-organization fit theory” is beneficial to achieve all activities within the organization and they can serve attractive customer services to meet their requirements. Thus, talent management and its practices can evaluate business organizational operations and its services over the UK.
Reference list
Khilji, S.E., Tarique, I. and Schuler, R.S., 2015. Incorporating the macro view in global talent management. Human Resource Management Review, 25(3), pp.236-248.
Krishnan, T.N. and Scullion, H., 2017. Talent management and dynamic view of talent in small and medium enterprises. Human Resource Management Review, 27(3), pp.431-441.
McDonnell, A., Collings, D.G., Mellahi, K. and Schuler, R., 2017. Talent management: a systematic review and future prospects. European Journal of International Management, 11(1), pp.86-128.
Sparrow, P.R. and Makram, H., 2015. What is the value of talent management? Building value-driven processes within a talent management architecture. Human resource management review, 25(3), pp.249-263.
Zhang, M., Yan, F., Wang, W. and Li, G., 2017. Is the effect of person-organisation fit on turnover intention mediated by job satisfaction? A survey of community health workers in China. BMJ open, 7(2), p.e013872.
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