Talent Mgt Abstract

8/2/2019 Talent Mgt Abstract

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ABSTRACT

Despite a significant degree of academic and practitioner interest the topic of

talent management remains underdeveloped. A key limitation is the fact that

talent management lacks a consistent definition and clear conceptual

boundaries. The specific contribution of the current paper is in developing a clearand concise definition of talent management. We also develop a theoretical

model of talent management. In so doing we draw insights from a number of

discreet literature bases. Thus, the paper should aid future research in the area

of talent management through:

(1) Helping researchers to clarify the conceptual boundaries of talent

management.

(2) Providing a theoretical framework that could help researchers in framing

their research efforts in the area.

(3) It aids managers in engaging with some of the issues they face with regard to

talent management.

OBJECTIVES OF THE STUDY:

• To understand the entire procedure of Talent management

• To understand the need of Talent Management

• To study the accuracy and quality of work of employees by talent management

procedure.

• To suggest possible improvement in Talent Management process.

REVIEW OF LITERATURE:

Since a group of McKinsey consultants coined the phrase the War for Talent in

1997 (see Michaels et al., 2001; Axelrod et al., 2002), the topic of talent

management has received a remarkable degree of practitioner and academic

interest. This relatively recent emphasis on talent management represents a

paradigm shift from more traditional human resource related sources of

competitive advantage literature such as those that focus on organizational

elites, including upper echelon literature (Ham brick and Mason, 1984; Miller,

Burke and Glick, 1998), and strategic human resource management (SHRM)

(Huselidetal., 1997; Schuler, 1989; Wright and McMahon, 1992) towards the

management of talent specifically suited to today’s dynamic competitive

environment. While the context may have shifted significantly since the latter

part of the last century, the notion of talent management remains important.

Arguably the challenge of maximising the competitive advantage of an

organisation’s human capital is even more significant in the recessionary climate

of the latter part of the opening decade of the twenty first century. We define

strategic talent management as activities and processes that involve the

systematic identification of key positions which differentially contribute to the

organization’s sustainable competitive advantage, the development of a talent



pool of high potential and high performing incumbents to fill these roles, and the

development of a differentiated human resource architecture to facilitate filling

these positions with competent incumbents and to ensure their continued

commitment to the organization. In 3this regard, it is important to note that key

positions are not necessarily restricted to the top management team (TMT) but

also include key positions at levels lower than the TMT and may vary betweenoperating units and indeed over time.

This review is motivated by two key factors. First, despite the growing popularity

of talent management and over a decade of debate and hype, the concept of

talent management remains unclear. A recent paper concluded that there is “a

disturbing lack of clarity regarding the definition, scope and overall goals of

talent management” (Lewis and Heckman, 2006: 139), a view which also

prevails in the practitioner literature. In this regard, a UK survey found that 51

per cent of HR professionals surveyed undertook talent management activities,

however only 20 per cent of them operated with a formal definition of talentmanagement (CIPD, 2006). Thus, the field would benefit from a clear and

comprehensive definition of the concept. Second, the current state of talent

management literature is exacerbated by the fact that, in addition to ambiguities

around the definition of the concept, there has also been an alarming lack of

theoretical development in the area (for notable exceptions see Boudreau and

Ramstad, 2005; 2007; Cappelli, 2008; Lewis and Heckman, 2006).

The above highlighted shortcomings in the literature on talent management

have limited both scholarly work on the topic and its practical usefulness. This

weakness is significant for a number of reasons. Most notably, a significant body

of strategic HRM literature has pointed to the potential of human resources as a

source of sustainable competitive advantage (Becker and Huselid, 2006; Schuler

and Jackson, 1987), and argued that the resources and capabilities that underpin

firms’ competitive advantage are directly tied to the capabilities of talented

individuals who make up the firm's human 4capital pool (Cheese, Thomas and

Craig, 2008; Wright, McMahan, and McWilliams, 1994). Further, a recent study

of 40 global companies found that virtually all of them identified a lack of a

sufficient talent pipeline to fill strategic positions within the organization, which

considerably constrained their ability to grow their business (Ready and Conger,

2007). Finally, talent management activities occupy a significant amount of

organizational resources. Indeed, a recent study found that Chief Executive

Officers (CEOs) are increasingly involved in the talent management process, with

the majority of those surveyed spending over 20 per cent of their time on talent

issues, while some spent up to 50 per cent of their time on talent issues

(Economist Intelligence Unit, 2006). The economic climate at the time of writing

(2009) means that for firms trying to weather the current economic crisis, the

challenge has shifted from organisational growth to organisation sustainability.

The issue of talent management is thus of interest to a wide range of

stakeholders beyond human resource (HR) academics and professionals. Indeed,

the Economist Intelligence Unit (2006) found that most CEOs explicitly arguedthat talent management was too important to be left to HR alone, while a Boston



Consulting Group (2007) report identified talent management as one of five

critical challenges for HR in the European context. The BCG findings were based

not only on those capabilities that executives expect to be most important in

managing human capital, but tellingly are also those they perceive their

organisations to be weakest at. Thus, the area is likely to be relevant, inter alia

for scholars and practitioners in the fields of strategic management, humanresources and organizational behaviour.

SUMMARY AND OVERVIEW OF THE REVIEW:

In conclusion, talent therefore appears to depend on genetics, environment,

opportunity, encouragement, and the effect of these variables on physical and

psychological traits. The question is no longer whether genetic or environmental

factors determine behaviour, but how they interact. It is extremely unlikely that

there is such a thing as a 'poetry gene' or a 'music gene', since complex human

behaviours typically have a polygenic basis. Furthermore, such abilities are not

inherited in a simple fashion. It is true that genetic factors are likely to contribute

not only to specific abilities, but also to traits such as persistence, the capacity to

concentrate and confidence (Liken, 1998, in Howe et al., 1996). It also is likely

that psychological qualities are indirectly influenced by genetic influences known

as quantitative loci that affect human characteristics in a probabilistic rather

than a predetermined manner

(Palomino & Thompson, 1993, cited in Howe et al., 1996). In other words,

psychological factors are affected by an individual's genetic makeup, albeit not

in a stable rigid manner. Genetic factors will affect an individual's response to

training and tuition, as genetics appear to underpin exposure to nurturing socialand physical experiences (Liken, 1998 cited in Howe et al., 1996). However,

without the ‘correct' environment, namely one in which the individual is

encouraged and supported, and has opportunity to learn and practise, optimum

performance will never be obtained. Consequently, talent detection and

identification programmes not only need to be able to identify relevant

psychological, physical and physiological characteristics, but need to be capable

of identifying potential and developed talent. Underpinning such programmes

with science can enable objectivity and aid in recognising individuals who have

not yet received training in a certain domain.

Lastly, it is difficult and possibly immoral to separate the processes of talent

detection and development. Talent detection should be a continuous process,

and should not be dependent on an individual’s performance during any single

audition, competitive event or performance test.

It must be recognised therefore that the identification of talent is complex, with

many factors that must be catered for if the process is to be optimally effective.

Accordingly, this report considers both the characteristics of effective talent

detection and identification processes and the efficacy of current procedures.

The review is subdivided into 7 main parts:

(a) Talent detection and identification research.



(b) Conceptual models of talent detection and identification.

(c) Talent detection and identification practices in sport.

(d) Talent detection and identification practices out with sport.

(e) The dichotomy between empirical evidence and talent detection and

identification practices.

(f) Theoretical models of talent development and current practices.

A brief outline of each of these sections follows:

Talent Detection and Identification Research (Section 2):

This section considers research that has contemplated the importance of

performance determinants in the talent detection and identification process.

Many have emphasised the need for processes to focus on innate factors.Accordingly, initial consideration is given to the possible use of anthropometrical

and physiological measures as indicators of potential. However, it is argued that

researchers and practitioners incorrectly have taken innate as tantamount to

stable. Due to the instability of anthropometrical and physiological factors during

maturation, the limitation of employing these factors to identify talent is

highlighted.

Following on from a consideration of innate determinants of performance, the

importance of fundamental movement skills (e.g., balance) to an individual l’s

potential within sport is considered. Unlike anthropometrical factors, an

individual’s performance on fundamental movement skills will be partly

influenced by the environment. Consequently, the importance of ensuring that

all children have appropriate movement experiences prior to being tested on

these skills is highlighted.

Finally, the role of psychological and behavioural factors in obtaining and

maintaining world-class performances is considered. It is argued that, initially at

least, psycho-behavioural factors are key in facilitating an individual to acquire

skills and develop into a world-class athlete. Since experiences and the

environment shape these behaviours, the importance of providing opportunities

for individuals to develop the required skills is highlighted.

Conceptual Models of Talent Detection and Identification (Section 3):

A number of conceptual models of talent detection and identification are

reviewed. Whilst the importance of recognising multiple determinants of talent is

highlighted, in the majority of cases, no distinction is made between

determinants of performance and determinants of potential. One exception is the

multidimensional model proposed by Simonton (1999).

Talent Detection and Identification Procedures in Sport (Section 4):



This section analyses both British and worldwide talent detection and

identification practices in sport, including the Australian Talent Search. The

empirical weaknesses of both British and Non-British models are apparent.

Where models have been reported as being successful, alternative explanations

for sporting success are considered.

Talent Detection and Identification Procedures out-with Sport (Section 5):

Due to the complex problem of talent detection and identification, this section

considers procedures that have occurred out-with sport. Particular emphasis is

given to recent developments that have distinguished between determinants of

performance and potential. Dichotomy between Empirical Evidence and Talent

Detection and Identification

Practices (Section 6):

This section emphasises and provides a possible explanation for the dichotomythat exists between current talent detection and identification procedures and

efficacious procedures as indicated by research. The optimum environment for

developing individuals who have the capacity to develop in sport is considered.

Theoretical Models of TD and Current Practices (Section 7):

This section, recognising the influence of the environment on developing

potential talent, contrasts theoretical and practical models of TD.

Conclusions (Section 8):

The final section of the review provides an "action plan" for the future of TID.

Future directions in terms of:

(a) Research.

(b) Funding and direction of talent detection and identification schemes.

(3) Potential outcomes of TID schemes are suggested.

EMENT V/S TRADITIONAL HR APPROACH

Traditional HR systems approach people development from the perspective of

developing competencies in the organization. This can actually be a risk-prone

approach, especially for companies operating in fast evolving industries, since

competencies become redundant with time and new competencies need to be

developed. Thus, over time, the entire approach to development of people might

be rendered obsolete calling for rethinking the entire development initiative.



Talent management on the other hand focuses on enhancing the potential of

people by developing capacities. Capacities are the basic DNA of an organization

and also of individual potential.

D Point of Departure N Navigation A Point of Arrival

In fact, the following appropriately describes the role of talent management:

(1) Translating organizational vision into goals and mapping the required level of

capacities and Competencies to achieve goals aligning individual values and

vision with organizational values and vision.

(2) Clear understanding of the varied roles within the organization and

appreciation of the value-addition from self and others leading to building a

culture of trust, sharing and team orientation.

(3) Assessment of talent to profile the level of capacities and set of

competencies possessed within the organization.

(4) Enhancing capacities to learn, think relate and act through developmentinitiatives. Individual growth to meet and accept varied incremental and

transformational roles in an overall scenario of acknowledged need for

change.

(5) Gap analysis and identification of development path helping individuals

realize their full potential through learning & dev. Developed individuals

enabling breakthrough performance.

Questionnaire:

1) Do you feel satisfaction while you complete your work?

Yes No

2) Can you complete your work within a time?

Yes No

3) Can you perform work with interest?

Yes No

4) At any time do you feel that you wasting your time?

Yes No

5) Anywhere do you feel that, you doing a bullock work?

Yes No

6) Do you feel that you select wrong field to work?

Yes No



1. Talent management: upcoming trends and challenges“Talent management – broadly defined as the implementation of integrated strategies or systems designed to improve processes for recruiting developing and retaining people with required skills and aptitude to meet current and future organizational needs.”

1. ORGANISATION

2. NAME

3. DESIGNATION

4. Does your organization have any specific talent management initiatives in place?

5. Are talent management initiatives a top priority for your organization?

6. How does your organization identify talent?

7. What are the areas your organization needs to improve in terms of talent management initiatives?

Yes No

YES

NO

Bycompetences

ByresultsBypotential

Aligningemployeeswiththemissionandvisionof your organization

Assessingcandidatesskillsearlier inthehiringprocess

Creating aculturethatmakesemployeeswanttostaywiththeorganization

Creating aculturethatmakesindividualswantto jointheorganization

Creating aculturethatvaluesemployeeswor k

Cre

atinganenvironmentwhereemployeesareexcitedtocometowor keachday

Creatinganenvironmentwhereemployeesideasarelistenedtoandvalued

Creatingpoliciesthatencour agecar eer growthanddevelopmentopportunities

Identif yinggaps incurr entemployeesandcandidatecompetencylevels

Noone

Department

head(excludesemployeesupervisor)

Hr staf

f

Internalcoach(exclude

semployeesupervisor)

Mentor (excludesemployeesupervisor)

Outside

consultant

others

Recruitingindividuals

Further developingemployees

Retainingemployees

Yes, atthemanagement/executivelevelNo

Acquiringnewtalents

Leveragingexistingtalents

Retainingthecurr entpotential

1(ver

ycritical) 2 3 4

5(notcritical)

sales

mar keting

Businessdevelopmentfinance

Fieldoperations

Resear chanddevelopment

innovation

Businessunitleader ship

Senior management

Programmemanagement

Buildingclassroomwor kshops

Coaching

Mentor ing

Education

Developmentalexperience

Shortter msassignments

Actionlear ningOthers

Str onglydisagr ee

disagr ee

agr ee

Str ongly

agr ee

Aligningemployeeswiththemissionandvisionof your organization

Assessingcandidatesskillsearlier inthehiringprocess

Creating aculturethatmakesemployeeswanttostaywiththeorganization

Creating aculturethatmakesindividualswantto jointheorganization

Creating aculturethatvaluesemployeeswor k

Cre

atinganenvironmentwhereemployeesareexcitedtocometowor keachday

Creatinganenvironmentwhereemployeesideasarelistenedtoandvalued

Creatingpoliciesthatencour agecar eer growthanddevelopmentopportunities

Identif yinggaps incurr entemployeesandcandidatecompetencylevels

Identif yingvacanciesthatwillbecreatedasthecompanyadvancesandexpands

Rewar dingtopperf ormingemployees

1(mosteffective) 2 3 4

5(leasteffective)

Basepay

Healthcar ebenefits

Retirement/educationbenefits

Shareoptions/equityparticipation

Childcar ecosts/arrangement

Jobsecurity

Providingtraining

Workingwithemployees todevelopindividualcar eer path

Providingmentor ingandfasttrackadvancementopportunities

Providingacollaborativewor kingenvironment

Providingtheopportunitytowor kwithleadingedgetechnologies

Fundingeducationalneeds

Encour agingrisktakingandinnovation

Maintainingthereputationof theorganization

Providinginternationalopportunities

Other pleasespecify……

1(Highly

Accurate) 2 3 4

5(Not

Accurate)

Weacquirecompaniestoobtaintalent.

Wemoveprocesses/operationsoffshor e toaccesstalent.

Weincr easinglyrequirenoncompleteagr eeme

ntsfromstaf f( inaddition toonesfrombusinessunitleader sandsenior mangers).

Wepartner withuniver sities/consultanciestoimprovecurr icula.

Wepartner withuniver sities/consultanciestoexecuteinternaltraining.

We

usecertificationtoenhancethevalueof our traininganddevelopmentalofferings.

Wehavemovedprocesses/operationsoffshor e toreducecosts.

Providingtraining

Workingwithemployees todevelopindividualcar eer path

Providingmentor ingandfasttrackadvancementopportunities

Providingacollaborativewor kingenvironment

Providingtheopportunitytowor kwithleadingedgetechnologies

Fundingeducationalneeds

1(mosteffective) 2 3 4

5(leasteffective)

Basepay

Healthcar ebenefits


Shareoptions/equityparticipation

Childcar ecosts/arrangement

Jobsecurity

1(ver

ycritical) 2 3 4

5(notcritical)

sales

mar keting

Businessdevelopment

Decrease

Incr ease

Nochange



4. How long have youbeen working for thecompany?

Less than a year

1-2 years

2-5 years

5-10 years

More than 10years

5. Have you been made aware of the policies and procedures? Do you know and understand th

Not at all aware of this Aware of this but needmore information

Know and understand

The organisation missionstatement?

The structure of thecompany?

The aims of the company?

Our health and safetyprocedures?

Our equal opportunitiespolicy?

Professional associationmembership?

Policy on handling anylegal problems?

Policy on handlingcustomer problems?

Staff disciplinaryprocedures?

Policy on holidayentitlement?



Policy on absence?

Policy on maternity/paternity leave?

Organisation car policy?

Organisation travel to workpolicy?

Policy on expenses?

Performance payments?

Other entitlements?

6. Do you know how you can help the organisation to achieve its aims?

Yes, I feel quite clear about this

I think so, but would like to discuss it further

No, I am not at all clear about this

7. What do you know about your job, and what would you like to know more about? I know enough about thisI know a little, but need to

know moreI need to know a lot m

about this

Your position in theorganisation

Management - to whomyou are responsible

The people you are directlyresponsible for

The people you areindirectly responsible for

Your hours of work

Your pay

Other benefits you areentitled to

The telephone system

The organisation computer systems



The staff canteen

The managing director or CEO

The shop floor sales staff

The organisation directors

The team you work within

The machinery you willoperate

8. Please rate your satisfaction with the employee benefits and policies.

Extremelydissatisfied

Dissatisfied

Neither satisfiednor

dissatisfied Satisfied Extremelysatisfied

Accuracy of jobdescription

Salary review

Adequate informationprovided about any

job changes /promotion

Leave of absence

Health care benefits

Retirement benefits

9. In the next three years how effective will the following elements of compensation be in termsattracting and retaining top performers? 1(most effective) 2 3 4 5(least effect

Base pay

Health care benefits


Share options/equityparticipation

Child carecosts/arrangement

Job security



10. Excluding financial compensation which of the following do you believe are your organizatiomost effective means of rewarding motivating and retaining talent?

Providing training

Working with employees to develop individual career path

Providing mentoring and fast track advancement opportunities

Providing a collaborative working environment

Providing the opportunity to work with leading edge technologies

Funding educational needs

Encouraging risk taking and innovation

Maintaining the reputation of the organization

Providing international opportunities

11. Would you benefit from further training in any of the items specified in your job description?

Yes

No

12. Please rate your satisfaction with the salary and benefits package you receive.

Extremelydissatisfied

DissatisfiedNeither satisfiednor dissatisfied

SatisfiedExtremelysatisfied

Medical insurance

package

Company savingsplan

Retirement plan

Holiday Entitlement

Job marketcompetitiveness of my salary

Share option plan



Company car

13. Overall, how satisfied are you with your company's personnel policies?

Extremely Dissatisfied

Very Dissatisfied

Neither Satisfied nor Dissatisfied

Very Satisfied

Extremely Satisfied

14. Overall, how satisfied are you with this company as a place to work compared to other placeyou have worked?

Extremely dissatisfied

Dissatisfied

Neither satisfied nor dissatisfied

Satisfied

Extremely satisfied

How many employees does your organization have? _________________

Answer yes or no

Do you experience high employee turnover rates in a year? _____________________

Are you recruitment methods efficient and suitable? _________________



Is your organization losing some of its best employees to your competitors?

________________________

Does the HR department use the most effective and efficient system? _______________

Is your organization attracting the right kind of personnel that will help it grow?

______________________

How does the company plan to help employee development?

_______________________________________________________________________

Do employees know how to get into the talent pool? _______________

How easy is it to enter into the talent pool?

* Quite easy * Easy * Difficult * quiet difficult

Who is in the talent pool?

* Just a few people * Everyone

What level of support do you provide to your talent pool? _____________

How transparent is your talent management system? ________________



How much risk is the organization willing to put into the talent pool?

______________

How does the organization enhance talent progress?

* Differentiated route * Accelerated route

How many in the first team and reserve team squad are own developed players?

0-10% 11-20% 21-33% 34-50% 51-75% 75-100%

don’t know other

How many first team managers has this organisation had over the last ten years?

How long has the current first team manager been at his position (years)?

Please indicate the extent to which you agree or disagree with the following

statements:

Strongly Agree Agree Neutral Disagree Strongly Disagree Don'tknow

The current first team manager’s style differs considerably from his predecessor

The current first team manager’s objectives differ considerably from his

predecessor.

The club will finish top three in the league/division at least once within the next

three years.

Strongly Agree Agree Neutral Disagree Strongly Disagree Don't

know

Our number one recruitment priority is to develop young non-established

inexperienced talent into mature players.

Our number one recruitment priority is to persuade the best established talent to

come and play for us.

We have a very loyal fan base.

It is a priority to increase our total fan base.



Please estimate how many of your existing fans are derived:

0-5% 6-10%11-25% 26-50% 51-75% 76-100% don’t know

Locally (born locally and/or live within 1 hours drive)

Regionally (born regionally and/or live within 2-3 hours’ drive)

Nationally (born and/or live in the country, but outside the region)

Internationally (people with other nationalities who live abroad)

Please estimate how many of your fans in the year 2020 will be derived:

0-5% 6-10%11-25% 26-50% 51-75% 76-100% Don't Know

Locally (born locally and/or live within 1 hours drive)

Regionally (born regionally and/or live within 2-3 hours’ drive)

Nationally (born and/or live in the country, but outside the region)

Internationally (people with other nationalities who live abroad)

The following four sections deal specifically with questions regarding talent

development.

This section focuses on questions regarding organisational structure.


statements:


know

We have made significant changes to our organisational structure within the last

ten years to cope with the demands of the modern sports business industry.

The first team manager has the best overview of the human resource needs of

the squad.

Our first team manager is heavily involved in the search for talent.



We have intentionally appointed a “general manager” to oversee the long-term

strategies for renewing our squad of players.

Yes No don’t know

We have intentionally appointed a “ general manager” to oversee the short-termdecisions for renewing our squad of players.

Yes No don’t know


statements:


know

We use the same playing system/philosophy throughout the whole club, from the

youth team up to the first team squad.

We primarily pick talent that will fit into a certain role in the playing system.

Our playing system gives our scouts a “check-list” of fundamental physical

attributes to look for in a talent.

Our playing system makes it harder for us to find suitable players.

The majority of our stock is owned by less than 5 people/families/institutions

Yes No don’t know


know

We are dependent on our majority owner(s) underwriting of new player

purchases.

Our owner(s) is primarily involved in this club as a long term investment.

Roughly, how many years has the existing major stock owner(s) been the

majority owner(s)?

0-2 years 3-5 years 6-10 years 11-15 years 16-25 years

More than 25 years don’t know other


statements:


know

Our organisation emphasises the individual.

Our organisation emphasises the group.



We have a systematic approach to detect exceptional talent in our youth teams.

We have a systematic evaluation process for the development of young players.


statements:


know

Our club is well known in European football (strong brand name).

Several of our players throughout the history of the club were national

"household" names.

We pay better salaries to our players than our direct competitors.

Our club is one of the most desired clubs in England for a young inexperienced

player to start his career in.

Our club culture consists of certain values that only players who have been

developed internally fully understand.

In the last 24 months, my organisation has conducted activities intended to:

Yes No don’t know

Change old training routines

Change how we motivate our players and coaching staff.

Listen to dissenters, doubters, and bearers of warnings inside the organisation.

In the last 24 months, my organisation has conducted activities intended to:

Yes No don’t know

Evaluate what we did to be successful in the past.

Evaluate what has caused us not to reach our full potential in the past.

Evaluate young players' off the pitch behaviour, before signing them.


statements:


know

Our first team manager has an important part in the long-term (5-10 years)planning of the team’s human resources.



During the present first team manager’s appointment:


know

We have been successful in identifying and signing domestic younginexperienced talent.

We have been successful in identifying and signing international young

inexperienced talent.

During the last five years, we have been successful in making "margins" by

identifying and signing established players below their market value.

Roughly how long has this club's present first team manager been in a

management position in the football industry?

0-2 years 3-5 years 6-10 years 11-15 years 16-25 years

more than 25 years don’t know other

Is this club's present first team manager a former professional player?

Yes No don’t know


statements:


Our present first team manager has been pivotal for the development of young

players during his time at the club.

Our present first team manager is heavily dependent on his coaching staff for

development of players.

We have had a significant increase in promotions from the youth team to the

first team with the current first team manager in charge.


know

We primarily appointed our first team manager for his proven track record of

developing inexperienced talent in other clubs.

First team managers tend to bring their preferred coaches to the club they get

appointed to.


know



Our first team manager has a paternalistic approach to the young in-experienced

talent.

Our first team manager works closely with the youth team to follow the young

talents’ development.

Our first team manager leaves the development of young inexperienced talent to

his coaches.

Our first team manager is at his best when he gets to work with seasoned

players.

This section is about physical facilities (training ground, club house, stadium etc.)


statements:


We have spent a considerable amount of effort and money on designing and

building our physical facilities.

Outstanding training facilities are important when convincing an established

player to join us.

Outstanding training facilities are important when convincing a non-established

player to join us.

We are located in a desirable geographical location to which players want to

move.

About the respondent.

This information is for administrative use only, but it is vital since it enables us to

tick off your club's name on the list of recipients when your questionnaire is

completed. It will be kept confidential and will not be revealed to anyone outside

the research group.

Which club do you represent?

What is your role/title in the club?

How long have you been with the club (years)?

Finally...

...do you want us to send the final report of our results at the end of this project

to the club indicated above? *

Yes No



1. Is your HR or Personnel Department organized and staffed for efficiency and

effectiveness? Your HR Department is charged with Human Talent Management

function. The effectiveness will affect every facet of your organization. Consider

outsourcing if you think there is some serious deficiencies.

2. Does your HR function use the most effective technology and software tomanagement your HR function? There is a lot of software out there that can help

simplify and improve the efficiency of your recruitment, and development and

other HR practices. Take a look at them once in a while even if you believe the

system you have now is sufficient. Check out SHRM.org for what’s out there.

3. Do you have an HR strategy? Is it tied to your organization’s long-range plans?

No matter how good your organization’s planning processes, nothing can be

achieved without an effective HR strategy that is forward looking, and tied to

your plans. The plans once made must be implemented otherwise you get

nothing.

4. Are you attracting the right kind of personnel that will help your organization

grow and retain a good market share? The most effective vehicle for this is your

employees, more than your clients, your funders/supporters. If they consider

your organization a good place to work, they will be your evangelists.

5. Is your organization loosing good employees to the competition? If your

attrition rate is higher than the market rate, look at why your employees are

leaving, and take what they say in the exit interviews seriously. Not acting on

exit interview data, can only make the situation worse and send the signal that

you don’t care.

6. Are you using competency-based recruitment practices (competency

identification and behavioural assessment) to hire the right staff? The standard

process of recruitment is hit-or misses. Using competency based recruitment

practices ensures that you hire for the right skills and abilities, attitude and

behaviour.

7. Do you have a system in place to identify and groom high potential employees

for higher future roles in the organization? This doesn’t need a comment. Your

high potential employees are the most likely ones to leave for better

opportunities elsewhere unless they find it in your organization. You organizationneeds to groom this group to ensure availability of capable talent in future roles.

8. Do you have organization-wide and individualized employee development

plans? Employees need to be trained and have their skills upgraded not only to

improve their performance in their job but also to keep them up to date with

developments in their fields. If you have not paid adequate attention to this

either because of money, or the workload, your performance will stagnate (at

best) or worse still regress.

9. Does your compensation system pass internal equity and external

competitiveness test? Simply put, is there serious disparity in compensationbetween roles within your organizations. How do stack up against ruling market



structure? A sense of internal inequity will drag down morale, and employees will

leave for better pay elsewhere if your compensation package is not competitive.

10. What do you need to begin to focus on to ensure that you have a future

oriented talent management system in place? What resources do you need?

Where and how can you get them? What will it take? Have a prow-wow withexecutive staff, do a compensation study, and Have your Board look at your

needs. Do something!

Talent Mgt Abstract

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