BUS7B35 Resourcing and Talent Management Assignment Sample
Introduction
In this new era of modernisation and digitalisation Human Resource Management plays an important role in the growth and development of the organisation. HRM manages the various functions and activities of the company. Microsoft is one of the American multinational technology companies that mainly manufactures personal computers, computer software, consumer electronics and also offers the related services. The firm was founded in the year 1975 and its headquarters is in Washington, United States. This report outlines the key aspects of employment markets and their impact on resourcing and talent management strategies. The talent management and resourcing theories related to employee turnover will also be discussed. Talent management strategies and resourcing, holds huge importance for Microsoft which competently advances scope diversely. Research will shed light on the employment market and impact of talent management strategies and theories in strengthening the best framework for talent management.
The key aspects of employment market and their impact on talent management strategies and resourcing
Employment market is widely growing globally, with various aspects within national and international working standards which signify the dynamic need to resource the best talents and talent management strategies diversely. Microsoft has been heading on towards best talent management and employment market terms for strengthening its best resourcing and talent management strategies for competitive growth (Wiblen and Marler, 2021).
Employment in recent times diversifies demand to have best HR strategies, which resources best corporate standards and engages goals to achieve long term advanced productivity perspectives diversely. Talent management strategies are further critically focused on business activities at Microsoft, which further adds transformational vision to be achieved based on new determinants. Also nationally and internationally employment scenarios hold huge practical importance for connecting on new strategies and strengthening training potential goals fundamentally (What is Talent Management? Definition, Strategy, Process and Models, 2021)
Figure 1: Talent management
(Source: Talent Management Strategy – The Gateway To Great Performance, 2021)
Standardizing talent review and on boarding process: HR at Microsoft aims to standardize best HR talent review activities and on boarding process, for engaging best talents as demanded in the international competitive framework. This enables business to expertise workforce with best talent diversity and primitively built up new activities for on boarding higher strategic growth competencies actively. It can be also analyzed that talent review and on boarding procedure at HR, Microsoft has been advancing to build up new functional pathways for retained efficiency based on working operations. Standardizing best talents in HR at Microsoft enables us to employ actively strategies for building motivational growth rapidly on new grounds. On boarding is done as per best international standards for strengthening practical growth for larger technical growth based on, larger scale advancement (Vatousios and Happonen, 2021).
Recognising best Top performers: The HR at Microsoft aims to recognize best talents and top performers diversely within the business framework, for developing rapport and competitive engagement. It has been evaluated that HR recognizes best talent top performers, to maintain best international competitive standards and leverage higher functional accuracy diversely on new scenarios functionally. By strengthening best talents and new career growth strategies, HR at Microsoft holds a huge competitive vision for training best strengths innovatively among the workforce (Pagan-Castaño et. al. 2022). This also adds value, goodwill and revenue growth among company employees for determined edge standards. Recognizing best talents, motivational aspects further enhances Microsoft company HR standards for determined growth actively to retain best talents on board. Furthermore, cultivating motivational working pace enhances functional optimum efficacy to be worked on profoundly. Microsoft, as one of the fastest rapid company expanding aims to connect on new motivational grounds based on determined priorities.
Providing career development paths: The career development paths are innovatively focused at HR in Microsoft for retaining best talents and growth, which shapes a positive business environment actively. Also, Microsoft is able to extensively work towards career development strategies, by strengthening active working efficacy for dynamic business engagement on working platforms fundamentally (Pagan-Castaño et. al. 2022). Managers and leaders at Microsoft, work with vision to transform accurate working standards and determine wider edge goals. This further paces strength to diversify, wider practical competitive abilities and restores motivation on new fundamental working grounds. Career oriented training further extensively builds motivation aspects, and technically opens up scope for competitive vision oriented growth in employment parameters.
Tracking measure performance: The brand HR strategies are also pertaining tracking measure performance actively, for connecting towards diverse talent management exposure criteria. It further adds on competitive level engagement and critically keeps monitoring on working pathways among employees’ performance actively. Furthermore, retaining best talents in employment market terms enhances business diversity extensively and also adds technical diversity parameters for competent quality growth domains. Also by adding functional measure performance tools, international HR standards are functionally worked on for larger working expertise diversely. This enables Microsoft to transform activities pertaining to a new extended vision oriented mechanism. and larger technical priorities. There is productive usage of tools such as KPI and 360-degree feedback methods for strengthening profound enrichment abilities based on determined growth standards. HR at Microsoft has been fundamentally developing best strategies, targets for building accurate functional goals and harnessing larger active synergies (Kwon and Jang, 2021).
From the above analyzed factors of employment, HR talent management at Microsoft has been vividly growing in terms of active working scenarios for determined competitive abilities. This has been found to be an accurate and widely essential aspect, which signifies competitive engagement, wider edge goals for connective abilities and transforms new abilities vividly for motivated growth. There has been extended growth witnessed in Microsoft leadership strategies, in Hr strategies for employment diversity paradigms enhancing functional growth of retained workforce. Microsoft, as one of the best global brands, aims to deliver best focus on retaining HR standards and connecting on larger working avenues for determined accurate results.
Talent management and resourcing theories and the impact on organisation’s strategic goals
Talent management refers to the process that involves the activities such as retaining and attracting the high quality employees, continuous improvement in their performance by motivating them and also the development of their skills (Khoreva and Vaiman, 2021). The main purpose of the talent management is to provide and create quality and motivated employees in the firm and that will stay in the long run. In other words, it refers to the process of planning and the strategies made by the organisation in order to meet the needs and the requirement of the human capital (What is Talent Management? Definition, Strategy, Process and Models, 2021).
The resourcing and talent management theories are mainly given emphasis on the management of the employee’s procedures that are fair and also ensure the improvement of the performance of the workers that increases their outcomes. The theory of talent management also includes the imaginary situations that are better than the current situation of the employees. The self-interest theory and referent cognition theory are the two relevant theories that defend the same idea to increase the outcomes of the employees (Khoreva and Vaiman, 2021).
Corporate learning: Microsoft has adopted best corporate learning, resourcing theory for optimizing wellness and strategic training efficacy among employees for strengthening its resource management fundamentally. Organization strategic goals, and corporate learning has enabled business to diversify company working scope for larger talent management workforce growth (Jooss, 2021). It has been also investing on best trainings, corporate learning extensive abilities for strengthening higher edge vision growth among its employees. Microsoft HR abilities are effective, to adhere to resourcing best talents in industry and building stronger effective abilities for transforming growth strategies. Corporate learning and extended business efficacy has transformed company HR business strategies for retained business abilities based on extended domains, as it further adds profound goodwill. Microsoft has been investing on best learning parameters to invest on new extended paradigms for generating fundamental growth aspects actively.
Figure 2: Microsoft Dynamics 365 Human Resources
(Source: Microsoft Dynamics 365 Human Resources, 2020)
Performance management: The Company has been diversely using performance management, to harness best talents and build motivation grounds for motivating abilities extensively among employees. Talent management and resourcing, is primitively used in performance management for competitive abilities for evolving on best HR benchmarks. Microsoft being one of the best brands uses talent management and resourcing functionally among the workforce for motivational growth and higher competitive growth diversity extensively. Microsoft functionally advances scope on performance management, by training best skills and brainstorming session abilities for connecting towards larger benchmarks actively. Resourcing best talents, within performance management aims to determine improved abilities for determined extensive motivation grounds (Gurusinghe et. al. 2021). Performance management extensively builds motivation grounds for strengthening retained growth targets based on diverse determinants to cultivate business growth. Microsoft has been strategically investing on new brainstorming sessions, performance growth aspects to generate rapid improvement based on business targets for larger technical benchmarks (Rogers, 2021).
Compensation management: Microsoft uses best HR strategies for compensation management, to build functional rapport on extended new business resourcing grounds for connective growth. The brand aims to provide best rewards systems, motivational theories to motivate competent abilities among the workforce for connecting towards new dimensions. HR professionally builds best management strategies, for retaining transformational growth and building best retaining surge among functional pathways in resourcing of employees (Gallardo-Gallardo and Collings, 2021). Talent management and active transformational aspects, enhances working expertise at Microsoft for stringent abilities based on diverse scale growth. The brand uses best models to motivate working culture informatively, for planning best HR strategies to harness extensive creative advancement based on accurate working determined priorities.
Succession planning: The HR talent and resourcing management at Microsoft has been headed on towards succession planning for extended empowerment growth parameters. Microsoft has been heading towards succession planning for building best workforce diversity towards determined paradigms based on competitive HR strategies. Succession planning further transforms and motivates HR at company for extensive diversity enhancement for extensive growth diversely (Talent Management Strategy – The Gateway To Great Performance, 2021)
The talent resourcing and HR functional succession planning has evolved growth to be worked on for wider extended paradigms diversely. Role of succession planning has been found to be stringently crucial towards adhering to stronger HR international frameworks and extensive motivation parameters, for positive growth in workforce. Microsoft is one of the best brands using succession planning, for evolving on new HR strategies to build best talents expertise diversely based on wider edge platforms. The company HR strategies practically aim to adhere to diverse functional benchmarks, for larger succession planning in terms of building a stronger framework competitively (Al-Dalahmeh and Héder-Rima, 2021).
From the above analyzed aspects, it can be analyzed that Microsoft has been innovatively building best HR theories and stringent strategies to develop extensive motivation on talent management. The above analyzed strategies have been found to be practically crucial for primitive growth in HR business management for larger functional expertise growth framework abilities (Efendi, 2021).
Figure 3 Talent Management Model
Source: (Toolbox, 2021)
Talent management theories with regard to employee turnover, and the impact it can have on Microsoft strategic goals are found to be effective where the company aims to keep turnover accurately less. The HR aims to retain talented workforce actively and keep turnover widely less, with its effective talent management strategies diversely. Microsoft vision and extensive priorities for retaining best talents on business framework, has enabled the company to deliver best growth synergies variedly on diverse domains.BUS7B35 Resourcing and Talent Management Assignment Sample
Conclusion
From the above report, it can be concluded that there are various factors that directly affect the employment market as well as the demand and supply are influenced by international and domestic market dynamics. Microsoft made several strategies in order to manage the talent and resourcing that facilitates various benefits to the firm. However, it can also be concluded that talent management and resourcing theories related to employee turnover help the firm to manage the overall functions as well as the activities of the employees and also give a positive impact on the strategic goals of the organization and ensure their success and growth. Organization has been investing on best HR strategies for harnessing talents and expanded best framework, for gaining larger talents growth diversely.
References
Al-Dalahmeh, M. and Héder-Rima, M., (2021). The effect of talent management practices on employee turnover intention in the Information and Communication Technologies (ICTs) sector: case of Jordan. Problems and Perspectives in Management, 18(4), p.59.
Efendi, S., (2021). June. Implementation of Talent Management as an Effort to Improve Employee Performance. In 2nd Annual Conference on blended learning, educational technology and Innovation (ACBLETI 2020) (pp. 537-542). Atlantis Press.
Gallardo-Gallardo, E. and Collings, D. G. (2021). Talent Management for the Future of Work. In New Directions in the Future of Work. Emerald Publishing Limited.
Gurusinghe, R.N., Arachchige, B. J. and Dayarathna, D (2021). Predictive HR analytics and talent management: a conceptual framework. Journal of Management Analytics, 8(2), pp.195-221.
Jooss, S., Burbach, R. and Ruël, H. eds (2021). Talent management innovations in the international hospitality industry. Emerald Group Publishing.
Khoreva, V. and Vaiman, V (2021). Talent management: decision making in the global context. In The Routledge Companion to Talent Management (pp. 81-93). Routledge.
Kwon, K. and Jang, S (2021). There is no good war for talent: a critical review of the literature on talent management. Employee Relations: The International Journal.
Pagan-Castaño, E., Ballester-Miquel, J.C., Sánchez-García, J. and Guijarro-García, M., (2022) What’s next in talent management?. Journal of Business Research, 141, pp.528-535.
Rogers, B (2021). HR and Talent Management. In Demystifying AI for the Enterprise (pp. 91-120). Productivity Press.
Vatousios, A. and Happonen, A (2021). Renewed talent management: More productive development teams with digitalization supported HR tools. International Journal of Engineering & Technology, 10(2), pp.170-180.
Wiblen, S. and Marler, J. H (2021). Digitalised talent management and automated talent decisions: the implications for HR professionals. The International Journal of Human Resource Management, 32(12), pp.2592-2621.
Online
Toolbox, (2021). What is Talent Management? Definition, Strategy, Process and Models. [Online]. Available Through https://www.toolbox.com/hr/talent-management/articles/what-is-talent-management/
Talent Management Strategy – The Gateway To Great Performance. (2021). [Online]. Available Through :< https://www.tmi.org/blog/talent-management-strategy-the-gateway-to-great-performance>
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