Two approaches to talent management, learning, and development typical to most organizations are developing job descriptions and providing development opportunities to the employees (Boudreau & Ramstad, 2006).
Developing job descriptions
Developing a job description is important in talent management, learning, and development. It helps the company avoid high turnover rates as people clearly understand the job particulars. When posting a certain job position, all the necessary duties and requirements about that job should be clearly stated whether the job is posted internally or externally. When all the job requirements are clearly stated, only the eligible candidates will apply, saving the recruiting team the time to go through many application letters. Thus, proper job descriptions should be posted when advertising any job position.
Providing development opportunities
This entails providing employees training opportunities to improve their skills and equipment with the necessary knowledge to perform better. An organization can organize in-job training for entry-level employees to allow them to acquire knowledge and experience regarding their newly acquired positions. Also, an organization can organize a three-day seminar and engage the employees to allow them to learn new skills required to perform particular tasks in their daily duties in the organization. Training employees will allow them to acquire all the necessary skills and become more productive.
- FAST HOMEWORK HELP
- HELP FROM TOP TUTORS
- ZERO PLAGIARISM
- NO AI USED
- SECURE PAYMENT SYSTEM
- PRIVACY GUARANTEED
A balanced scorecard is a performance and management tool used by organizations to check, analyze, and improve internal and external outcomes (Balance Scorecard Mapping, 2017). It checks the performance outcomes using four categories financial, internal processes, customers, and innovation. Here only two categories are discussed.
The financial perspective analyzes the organizational outcomes using the net income, return on investment, and profits. Financial measures enable an organization to compare with other companies when identifying the external outcomes. The information is gathered to enable the organization to decide whether it is profitable to invest in the organization after comparing the financial performance. Also, the balanced scorecard enables an organization to utilize financial information, gather historical data, and predict its future performance. For example, cash at the hand of a business may determine the amount to be invested in profitable activities for future purposes.
This perspective enables an organization to identify its customers and profitable market segments it needs to focus on to attain a high market share. To identify this, a company utilizes customer satisfaction, retention rate, customer acquisition, and profitability. Usually, an organization will concentrate on profitable market segments to deliver a value proposition to the customers, and in return, the company achieves profits as the customers are satisfied and willing to make purchases.
No role assignment. In a holacratic organization, employees are free to take and perform various tasks as they are not assigned to specific roles.
Unlike traditional structures, in a holocracy, title allocation does not exist. Instead of titles, employees have the freedom to take up different roles clearly defined based on the way they contribute to their organization.
In holacracy, top-down management does not exist. Chief Executive Officers ( CEO) positions do not exist; instead, employees-employees cooperation is used, and everybody has a right to contribute. This is because one person( a leader) cannot make better decisions than all the employees in an organization.
Big data impact organizational design. Firstly, when an organization can gather large data sets from its computing power and analytical methods, the organizational workflow, procedures, systems, and structures will be affected (Korhonen, 2014). This is because an organization will be forced to devise and improve its structures and systems to handle the big data collected for accurate results. For example, an organization may be forced to implement a complex information system to integrate and streamline the business processes. Secondly, big data impact organizational design in that an organization will be forced to alter its structure of power to handle the complexity of the big data analysis (Korhonen, 2014). An organization will be required to include positions of data analysts and chief data analysts to handle data analytics functions. An organization will also be forced to add a new stratum (products and services) to handle the data and analyze it properly. Employees will be required to be trained to have the necessary skills to handle the new data.
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Balance Scorecard Mapping. (2017). Balance Scorecard Mapping. School of Information Systems. Retrieved 24 April 2022, from https://sis.binus.ac.id/2017/01/23/balance-scorecard/.
Boudreau, J., & Ramstad, P. (2006). Talentship and HR Measurement and Analysis: From ROI to Strategic Organizational Change. strimgroup. Retrieved 19 April 2022, from https://www.strimgroup.com/wp-content/uploads/pdf/TalentshipHRMeasurementAnalysis.pdf.
Korhonen, J. (2014). Big Data – Big Deal for Organization Design?. Journal Of Organization Design, 3(1), 31. https://doi.org/10.7146/jod.13261