Competency Mapping — A Road Map for Successful Organisations

2009 ◽  
Vol 34 (3) ◽  
pp. 434-441 ◽  
Author(s):  
R.M. Naidu
Keyword(s):  
Human Resources ◽  
Performance Management ◽  
Work Force ◽  
Talent Management ◽  
Corporate World ◽  
Road Map ◽  
Hr Managers ◽  
Innovative Approaches

Talent management is an issue which is engaging the attention of HR managers all across the globe. The amazing speed with which the corporate world is growing has put a great strain on managing human resources. This calls for innovative approaches in managing the work force. One of the means of achieving this is through Competency mapping. Identifying and nurturing competencies enables better performance management leading to successful organizations.

scholarly journals Human resources managers as custodians of the King III code

2015 ◽  
Vol 18 (2) ◽  
pp. 206-217
Author(s):  
Frank De Beer ◽  
Daniel Hercules Du Toit
Keyword(s):  
Corporate Governance ◽  
Human Resources ◽  
Performance Management ◽  
Ethical Decision Making ◽  
Structured Interviews ◽  
Main Research ◽  
Hr Management ◽  
Human Resources Managers ◽  
And Performance ◽  
Hr Managers

The objective of this research was to perform an exploratory study on the knowledge and understanding of the King III code among Human Resources (HR) managers in South African companies. The King III code is a comprehensive international corporate governance regime which addresses the financial, social, ethical and environmental practices of organisations. HR management plays a role in managing corporate governance by using the King III code as a guideline. The main research questions were: Does HR management know, understand, apply, and have the ability to use the King III code in terms of ethical decision-making? What role does HR management play in corporate governance? A random sample of available HR managers, senior HR consultants and HR directors was taken and semi-structured interviews were conducted. The results indicated that the respondents had no in-depth knowledge of the King III code. They did not fully understand the King III code and its implications nor did they use it to ensure ethical management. The themes most emphasised by the participants were: culture, reward and remuneration, policies and procedures and performance management. The participants emphasised the importance of these items  and HR’s role in managing them.

scholarly journals TALENT MANAGEMENT BY MEANS OF “TRAINEE PROGRAMMES”

2019 ◽  
Vol 2019 (4) ◽  
pp. 42-57
Author(s):  
Thom NORBERT ◽  
Keyword(s):  
Human Resources ◽  
Empirical Research ◽  
Present Author ◽  
Human Resources Management ◽  
Talent Management ◽  
Business Professionals ◽  
Resources Management ◽  
German Speaking ◽  
Hr Managers ◽  
Technical Studies

Talent Management is one of the most important instruments in Human Resources Management (HRM) worldwide. According to the assessment of thousands of HR managers it is not yet managed well. The present author has done a lot of empirical research in the German speaking countries. The result is that in the segment of young business professionals there exist well designedprogrammes, so called“Trainee Programmes” or “Graduate Programmes” especially for economists and similar technical studies. 130 trainee programmes could be analyzed systematically: which goals are followed by which activities and which results came out. Six hypotheses are tested. They give input for further research and help the HR managers to avoid mistakes. At least in this field of talent management efficient HR work is done.

scholarly journals Human resources for health talent management contribution: A case for health systems strengthening in the public health sector

2021 ◽  
Vol 9 (2) ◽  
pp. 192-201
Author(s):  
Bernard Nkala ◽  
Charles Mudimu ◽  
Angelbert Mbengwa Mbengwa
Keyword(s):  
Public Health ◽  
Human Resources ◽  
Performance Management ◽  
Health Systems ◽  
Health Workforce ◽  
Health Sector ◽  
Talent Management ◽  
The Public ◽  
Public Health Sector ◽  
Workforce Engagement

Talent Management is an essential component in transforming health systems if carefully implemented for the public sector especially in low income countries. In Zimbabwe public health sector, talent retention and engagement are viewed as amongst the challenges affecting the realisation of effective performance and productivity from the existing Health workforce. Largely, modern health care systems lack robust strategies to identify and utilize employee talent essential to help attain organisational citizenship. The study reviewed the relevancy and effectiveness of talent management practices in the public health sector using a case study of Parirenyatwa Group of Hospitals, one of the major referral hospitals in Zimbabwe. The study aimed at closing the talent pipe-line gaps as part of the Health Systems Strengthening initiative towards bringing about talent retention and engagement amongst the health workforce in public sector settings. The study assessed the impact of the existing talent management initiatives focusing on variables; recruitment and attraction perspective, compensation and rewarding component, health workforce succession management and implemented performance management system. The study obtained cross sectional data collected through a designed tool following a purposive (non-probability) sampling technique from a sample of n=200 existing health management team to assess the perception of implemented talent management approaches. The study further used responses from n=450 randomly selected health professionals recruited in the last 3 years prior to the survey to analyse the association between the variables on talent management practices namely (recruitment and selection, compensation and rewarding, succession management and performance management system) and the age of health workforce to employee engagement. The data on recruited cadres was obtained from the existing Hospital Human Resources for Health Recruitment Database. The research revealed that talent management in public health sector currently suffers from theoretical problems since the existing Human Resources for Health literature concentrates on anecdotal information. The human resource practitioners need to come up with more involving workplace activities to demystify the theory that millennials are generally finding it difficult to engage. In addition, the public sector succession planning strategies would need to be in place for the millennials well in time to adequately replace the considerable number of those at retiring stages. The Logistic regression analysis revealed recruitment and attraction perspective, and succession management positively influence health workforce engagement while adherence to implementing performance management system negatively affected employee engagement. Compensation and rewarding practices in a public health set up proved an insignificant variable to health workforce engagement hence study concluded further analysis on the impact on wider target group. The study revealed as the age increases, the health workforce become more engaged and self-motivated to develop their personal talent, thus theory suggests such are ‘Baby Boomers’ age group that do not need much push and are prepared to perfect their work talent for the benefit of the health system. The role of performance management system must be equally elevated within health system initiatives in order to achieve ultimate health workforce engagement. The study recommended the public health sector to incorporate in its human resources policy, a strategy for managing and utilisation of talent from the different health workforce generations within the health system. In improving the performance of public health systems, talent management need to be put forward in the health systems strengthening agenda in order to build highly engaged health teams. Talent management practices become essential and if carefully implemented, are likely to help public health systems retain rare skills especially in highly specialised functions. Furthermore, the organisations need to synchronise its strategic plan with the talent management strategy. There must be continuous capacity building of human resources departments to firstly own policies that influence talent management so as to ensure ultimate health workforce engagement.

scholarly journals Conceptualizing talent in public sector municipalities

2021 ◽  
pp. 002085232110651
Author(s):  
Daniel Tyskbo
Keyword(s):  
Public Sector ◽  
Human Resources ◽  
Public Service ◽  
Management Practices ◽  
Talent Management ◽  
Research Area ◽  
The Public ◽  
Actual Meaning ◽  
Hr Managers

While talent management is considered a top priority among practitioners and constitutes a major research area, the actual meaning of talent still remains largely undefined. In response to a lack of clarity and empirical basis regarding the notion of talent, various calls have been made for exploring how organizations conceptualize talent, particularly in the public sector context. This article answers these calls by adopting a qualitative in-depth case study to explore how senior Human Resources (HR) managers in public sector municipalities conceptualize talent in practice. The findings illustrate how HR managers use a variety of conceptualizations of talent. We analyze and theorize this variation and the ways of conceptualizing talent using two conceptualization categories: non-contextual conceptualizations, which are general and related to official practices (i.e. talent as future leaders and talent as a general commitment and drive forward), and contextual conceptualizations, which are specific and related to informal assumptions (i.e. talent as Trojans and specialists, talent as individual agility, and talent as public service awareness). Points for practitioners Human Resources (HR) managers use a variety of conceptualizations of talent in practice. Two conceptualization categories – that is, “non-contextual” (general and related to official practices) and “contextual” (specific and related to informal assumptions) – help us understand this variation and the ways of conceptualizing talent. HR managers are only partly shaped by the particularities of the public sector context, and some of the talent philosophies held by HR managers do not align with the existing and official talent management practices.

Electronic Employee Performance Management (EPM) Systems

2009 ◽  
pp. 307-313
Author(s):  
Thomas L. Case ◽  
Robert Hoell
Keyword(s):  
Human Resources ◽  
Performance Management ◽  
Employee Performance ◽  
Regulatory Compliance ◽  
Management Systems ◽  
Performance Management Systems ◽  
Online Recruiting ◽  
Strategic Value ◽  
Electronic Performance ◽  
Hr Managers

Performance management systems are tools that measure employee performance in terms of meaningful standards and goals, in a manner that aligns individual behaviors and efforts with organizational success. The advantages of employee performance management (EPM) systems are widely recognized today. EPM systems have been implemented by thousands of companies in order to obtain greater strategic value from their human resources (HR) and their HR divisions. As a result, EPM is viewed as a top priority by most HR managers and, according to a report issued by Lawson Software in 2006, is observed as being more important than other HRIS applications including payroll, time and attendance, benefits administration, online recruiting, and regulatory compliance (Business Wire, 2006c). According to a report issued by Forrester, corporate use of electronic performance and talent management systems is growing at a robust rate of 20% (Business Wire, 2006b).

The Role of Artificial Intelligence in the Automation of Human Resources

2022 ◽  
pp. 166-176
Author(s):  
Anjali Rai ◽  
Amar Kumar Mishra
Keyword(s):  
Artificial Intelligence ◽  
Service Delivery ◽  
Human Resources ◽  
Organizational Effectiveness ◽  
Talent Management ◽  
Corporate World ◽  
Back Office ◽  
The Way

Organizational effectiveness is dependent on how resourcefully and effectively people, process, and technology unite and bring value at best cost. Artificial intelligence facilitates to automate most of the back office transactional effort in that way enabling rapid service delivery. AI competencies are scaling new heights and changing the way employee work in this ever-changing corporate world. AI has the power to change various employee skill through quick and accurate processing of a large amount of the data from recruitment to talent management.

scholarly journals Artificial Intelligence a Revolution for HR in Talent Management in IT Sector

2020 ◽  
Vol 9 (4S) ◽  
pp. 163-171
Keyword(s):  
Artificial Intelligence ◽  
Performance Management ◽  
Work Force ◽  
Talent Management ◽  
Employee Motivation ◽  
Human Beings ◽  
Work Related ◽  
Related Stress ◽  
Talent Acquisition ◽  
Management Career

This research paper is based on the idea that artificial intelligence can do wonders for the HR sector of the company in terms of Talent Management. People tend to have a wrong notion of artificial intelligence being a threat to human beings in terms of jobs. This is not true as it is mankind who has created machines and not vice versa. This research will help clear out the fear in people’s mind in terms of artificial intelligence and would prove that artificial intelligence is such a revolution for human being and when handled properly, can prove to be a boon for HRM. In today’s world most of the IT companies are multinational, fully automated and undergo constant technology change and the work force is of distinct cultures and diverse mindsets. It becomes difficult for the HR Manager to cope up with so much change and go for effective Talent Management. Through artificial intelligence HR Manager can have help in developing effective Talent Management in terms of Talent Acquisition, Performance Management, Career Development and Retention of employees and this in turn would lead to employee satisfaction and employee motivation which is critical in the IT sector. The IT sector workers undergo so much work-related stress that it is the need of the hour that their morale should be always boosted. This can be achieved when artificial intelligence joins hands with HR.

Talent management: a burgeoning strategic focus in Indian IT industry

2017 ◽  
Vol 49 (4) ◽  
pp. 183-188 ◽  
Author(s):  
Mohammad Faraz Naim ◽  
Usha Lenka
Keyword(s):  
Performance Management ◽  
Design Methodology ◽  
Talent Management ◽  
Primary Data ◽  
Structured Interviews ◽  
It Industry ◽  
Content Type ◽  
Hr Managers ◽  
Practical Implications

Purpose The purpose of this paper is to examine the talent management (TM) system in an Indian IT organisation. Design/methodology/approach Structured interviews were conducted to collect primary data and then content was analysed to develop the case study. Findings Recruitment, talent development, knowledge management, social media, performance management, and rewards are the main practices associated with TM. Research limitations/implications The authors acknowledge that the scope of the study is limited to the IT sector and the study is not empirically tested. Practical implications HR managers should embrace the practices of TM of the case organisation to effectively manage their workforce. Originality/value This is a first study to unravel TM in the Indian IT industry context.

Characteristics and ingredients of an agile work force – a strategy framework

2020 ◽  
Vol 19 (5) ◽  
pp. 227-230
Author(s):  
Swaminathan Mani ◽  
Mridula Mishra
Keyword(s):  
Employee Engagement ◽  
Work Force ◽  
Content Type ◽  
Success Stories ◽  
North East ◽  
Road Map ◽  
Development Lifecycle ◽  
Mind Set ◽  
Hr Managers ◽  
Agile Teams

Purpose The purpose of this study is to provide a viewpoint on the characteristics and ingredients of what constitutes an agile team using the lens of progress made toward goals (with three sub-categories) and execution/a bias for action (with three sub-categories). Also, highlight the similarity of constructs between two different yet related concepts of employee engagement and agile workforce and how they can be a force multiplier for companies if leveraged right. Design/methodology/approach This study undertook literature review of key papers in the areas of building agile teams, its benefits and success stories largely popularized by the technology companies in the software development lifecycle and core constructs of employee engagement. The authors then build a framework of what constitutes an agile team, while briefly explaining the nine archetypes that emerge from the 3 × 3 matrix. Findings Employee engagement and agile teams, although different yet related concepts, have very similar underlying constructs. Companies can take advantage of the symbiotic and mutually reinforcing relationship between these two constructs to “futureproof” their business in these turbulent times. Adopting an agile mind-set to team development – experimentation, incremental, iterative progress, nimble and flexible to pivot as per changes in environment – has proven to be successful for many iconic companies. A 3 × 3 matrix plotted against progress toward goals and a bias for action (with three sub-categories each) has given nine team archetypes, with agile team occupying the aspirational, north-east corner of the matrix. Originality/value This paper provides insights into this important concept of building agile teams and offers a strategy model to be leveraged to build an agile mind-set in companies. HR managers now have a strategic framework to understand the characteristics and ingredients of agile team and understand the similarity of constructs between employee engagement and agile workforce. They can audit where their teams are at present and work on a clear road map to move them into agile mode.

BİLGİ YÖNETİMİ UYGULAMALARI KAPSAMINDA İNSAN KAYNAKLARI YÖNETİMİNDE MEYDANA GELEN DEĞİŞİMLER

2013 ◽  
Vol 1 (1) ◽  
pp. 83
Author(s):  
Ozan Büyükyılmaz
Keyword(s):  
Knowledge Management ◽  
Human Resources ◽  
Performance Management ◽  
Management Practices ◽  
Human Resources Management ◽  
Management Strategies ◽  
Resources Management ◽  
Management Philosophy ◽  
Management Processes

The development and expansion of knowledge management as an important management philosophy has a significant impact on human resources management as well as on organization as a whole. In this context, knowledge management processes have been used as a strategic tool within human resources management.Therefore, functions of human resources management must adapt itself to this change. The purpose of this study is to determine the role of human resources management in the management of knowledge and to reveal the effects of knowledge management practices on the functions of human resources byexamining the relationship between human resources and knowledge management. In this context, a theoretical investigation was conducted. It has been determined that significant changes occurred on the functions of human resources management such as selection and recruitment, performance management, remuneration and reward, training and development within the framework of the knowledge management strategies.

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