Human resources management is never easy. Many times the talent management specialist of a company finds himself/herself in a soup with so many tasks at hand for the right management of time and priority of work. Whether it must be the talent acquisition, culture, talent retention, talent engagement, development programs or something equally important.
Anyone from the human resources management must segregate their time well and define that segregation to the work they would like to do in that time limits. Think:
- How much time does human resource planning- the talent acquisition, talent development, talent engagement, and the talent retention need?
- How much time does culture need? That includes the workplace environment, the goals, and the discipline and decorum maintenance.
It is not be anything new to say more time is devoted to the human resource planning and less to the culture implementation. The succinct statement about how the human resources management work these days is obvious- to fight for the talent acquisition like it is a war. Nobody talks about culture. The truth about talent acquisition is that culture is the important part for a workplace which will attract the talent automatically without much fuss. If the culture is right, talent acquisition and talent management becomes easy.
The collection is always greater than the parts of the collection and the talent management specialist must ensure that all the employees must be on the same page when it comes to their engagement and welfare. Dissatisfaction slowly and steadily consumes the whole of organization and with dissatisfaction comes disrepute for the organizations which makes it really difficult to attract more of talent.
Human resource planning must start from prioritizing value- addition to the life of the customers and the shareholders and investing the money in those capabilities and individuals who can fulfill the requirements. The talent management specialist must concentrate on the specifics of auditing the businesses for requisite answers to critical questions like:
Capabilities: Is enough emphasis given on the capabilities management? Will it add value to the stakeholders? Are the job descriptions emphasizing the capabilities and competencies required to meet the obligations of the designations?
Culture: Are enough practices put in place for right attitude, behavior, and thinking? Is organizational change communicated at all levels? Do employees feel comfortable to reach the talent management specialist if there is any problem at the workplace? Are there good practices on gender issues, cultural differences, multigenerational workforce, and sexual assaults?
Management Behavior: Do the processes and management practices support the kind of culture that is to be put in place? Is the management team role modeling the behavior?
Only a successful organizational culture will result in a stronger human resource planning policy. The creation of the dynamic systems will help in the leverage of great professionals with a great set of skills and talent. The war for talent must not weaken the organizational culture at any cost because culture is dependent on the talent and the talent on the culture.