Analysis will includes:
Identifying the talent management; recruitment and retention; globalization; employee engagement and the retaining millennial.
· Globalization and Human Resource Management.
· Attracting Retaining Millennial and Millennial Workers and the Employee Engagement Phenomenon.
· High levels of Employee Engagement, The Leaders Role in Employee Engagement and Measuring Employee Engagement.
· Trends and Future of Talent Management.
· Soldier for Life – Transition Assistance Program.
· Conducting a presentation on an assisted topic.
Learning Domain: Cognitive
Level of Learning: Analyzing
ASSIGNED STUDENT READINGS
(1) S301RA: Human Resources Management, Issues, Challenges and Trends “Now and Around the Corner” Chapters 2, 8 and 9, pp. 33-52, pp.163-184-160 and pp. 185-200 (51 pages) [127.5 minutes]
(2) S301RB: Employee Engagement, Creating positive energy at work, Chapters 1, 6 and 7, pp. 1-24, pp. 145-182 and pp.184-206 (82 pages) [205 minutes]
(3) S301RC: Trends and Future of Talent Management, pp. 212-241 (27 pages) [67.5 minutes]
(4) S301RD: Soldier for Life – Transition Assistance Program, Army Regulation 600-81, pp. 1-27 (27 pages) [67.5 minutes]
Reflection Questions during readings:
(1) Why does a company need talent management?
(2) Why is trust so important for a manager/team leader?
(3) Is servant leadership the answer?
(4) What is the mission of the Soldier for Life Transition Assistance Program?
View the short video, while watching the video take a few minutes to reflect on previous interactions that you have had with HRC in your career. The Human Resources is a huge field that affects several different areas of business and even other personal aspects of employees. HR managers must tackle issues within Technology, Talent management, Labor Relations and on how to keep employees develop and engage.
Keep in mind HR management applies across
· Consider reflecting and think about “How has human resource management changed in the workforce from the 20th to the 21st Century?
· What do you think the workforce will look like in the future for Soldiers and Family members?
· What do future generations have to look forward to in the workforce?
Human Resources Management,
As there is a growing recognition of the importance of human resources in the organizations by the employers, they have started to invest more time and money on the talent management departments of their enterprises. The trends in the talent management field have been growing and changing with a rapid pace in the recent past years, the managers have started to employ better methods to look after the employees and their skill sets.
After reading sections 9.1 and 9.3 of Chapter 9 of Reading A.
Ask yourself, what are so of the reasons an organization needs talent management?
Some possible reasons could be:
· Right person at right place
· Timely rotation of employee
· Hiring of the right people
What are some of the other reasons you can think of?
Consider some trends associated with Talent Management and it’s impact on an organization.
· Talent promotion
· Pool of talent
· Technology and Talent Management (how doe technology impact talent management?)
· Population growth/ demographics
Reflection Point: How does the Army manage talent?
What is it? It’s the unique intersection of skills, knowledge and behaviors in every person. Talent represents far more than the training, education and experiences provided by the Army. The fullness of each person’s life experience, to include investments they’ve made in themselves, personal and familial relationships (networks), ethnographic and demographic background, preferences, hobbies, travel, personality, learning style, education, and a myriad number of other factors better suit them to some development or employment opportunities than others.
Who has it? Talent is not some “top 10 percent” of workers. Everyone has talents that can be extended and liberated, provided those talents are recognized and cultivated. Doing so creates optimal levels of performance in a much larger segment of an organization’s workforce.
TALENT MANAGEMENT.
Talent management is a deliberate and coordinated process that aligns systematic planning for the right number and type of people to meet current and future Army talent demands with integrated implementation to ensure the majority of those people are optimally employed.
Talent management extracts the most productivity and value from an organization’s greatest asset – its people. Army talent management integrates people acquisition, development, employment and retention strategies. It begins with entry-level employees and aligns their talents against the demand for them during their entire careers, to include positions at the very top of the Army.
A trusted and open system for managing Army talent will incentivize a culture of development, strength and service
1. Sustains Long-Term Readiness: Talent Management delivers readiness for this fight while preparing for the next.
2. Managing People As Individuals: Talent Management recognizes that everyone has talent strengths, and great organizations maximize individual talents to meet organizational needs by placing the right person in the right job at the right time over time.
3. Better Data leads to Informed Decisions: Talent Management strives to give people and organizations more relevant information to drive better decisions.
4. Empowers Leaders & Individuals: Talent Management allows individuals to define career success for themselves, advertise their talents, seek opportunities in line with those talents, and employed by leaders with direct hiring authority and understanding their team’s specific needs.
5. Tech-Enabled, People Focused: Technology is a compliment to, but not a substitute for, the human dimension of talent.
6. Influences Behavior: Talent Management uses markets and incentives to drive behavior.
7. Fosters a Culture of Assessments: Talent Management promotes organizational, leader and self-awareness through rigorous assessments of individuals and teams
8. Builds Trust: Talent Management builds trust over time through consistency, transparency, balancing individual and family needs with the needs of the Army and honoring commitments made through the management process.
9. Retain Talent: Talent Management reveals granular information about people leading to better and more focused retention decisions of high demand talent.
10 Personal Accountability. Talent Management requires every officer to take ownership of their own personal and career decisions.
11. Flexibility. Talent Management builds flexibility into our career models to better accommodate personal and professional choices to apply to the needs of the Army.
12. Enhances Organizational Agility. Talent Management Army promotes increased organizational agility and innovative out-of-the-box thinking in response to new challenges and opportunities.
Globalization and Human Resource Management:
Human Resources Management Issues, Challenges, and Trends “Now and Around the corner” Chapter 2. During this section the challenge is to link your understanding of the Globalization and Human Resource. Could you explain what is the “global village”. pp. 31-35( Reading A). This chapter discusses globalization and implications and impacts on HRM in the future.
Reflection Point for Chapter2:
· Why do you think companies need to understand the global environment?
·
· Political: • New state tax policies for accounting • New employment laws for employee handbook maintenance • Political instability in a foreign partner country.
· Economic: • International economic growth • Changes in interest rates.
· Sociocultural: • Shift in educational requirements and changing career attitudes • Population growth rate.
· Technological: • Automated processes in the industry • Rate of innovation • Changes in technology incentive.
Consider the millennial generation, who are they and why are they important to Human Resource management?
Something to consider; According to the Pew Research Census Bureau, more than a third of workers today are millennials, born between 1981–2000 (Fry, 2015). Research shows that this large and growing sector of the workforce expects a different work experience than their predecessors, such as GenXers and baby boomers.
As a senior leader, think about why having a fundamental understanding of millennials are important to Army Talent Management and Human Resources?
Human Resource departments exist to find the right people and to keep the right people once they are found. Among other objectives, this mission relates to three specific strategies:
Recruiting, Rewarding and Retaining high-performing employees.
All three strategies are integrated, and, in fact, there are significant overlaps among them (see Figure 8.1). Pp.172-178.
This fundamental strategy holds true for the US Army.
Employee Engagement
Chapter 1 Employee Engagement Creating Positive energy at work (Reading B) by Joan Peters. pp. 2-4.
As you re-read and reflect upon the readings consider the below areas for deep reflection and processing
· What we mean by the term “employee engagement”.
· Is employee engagement the same as employee satisfaction?
· The term “Employee Experience” is used often. Is that the same as employee engagement?
· Is “engagement” just another term for “workaholism”?
· Can the impact of employee engagement on company performance be quantified?
· How important is it to employees that they feel highly engaged at work?
· How does work contribute to well-being?
· How well are companies doing when it comes to employee engagement?
How or what does employee engagement mean within the Army? Does some of the same principles apply based upon your readings?
The concept of employee engagement has become ambiguous, a work-related psychological measure influenced by factors that scholars and researchers have focused on identifying. While the realm of research scholars seeks to identify it, the obvious effects of employee engagement, or, rather, disengagement are consistently
observed in the workplace.
Employee engagement has thus become a high priority for all organizations, as for a company to be successful in a tough business environment, it needs highly competent and highly engaged employees who can meet the employer’s high expectations of them.
The general belief is that when people are engaged and love their work, they do better work. According to a survey conducted by HR.com, over 90% of respondents believed that there is solid evidence linking engagement to performance, and that engagement
has the strongest impact on customer service and productivity.
There is no single definition of employee engagement, but there is wide agreement that it is an emotional commitment to one’s work and a willingness to give of one’s best at work. It is how people feel about their work that determines their levels of energy, ownership, persistence, commitment and initiative.
Does this concept hold true for the Army? Why or why not?
The challenge for leaders is to provide a work experience that brings out the best in all their people, which means more focus on the intangible factors that affect the way people feel about their work. This is often not familiar territory for many leaders, and is certainly an important aspect in our development and growth as leaders.
According to Army Doctrine leader development must foster the cognitive, social, and physical competencies associated with the human dimension. War fundamentally remains a human contest of wills, despite the advances in technology. Producing a professional NCO corps demands a comprehensive Human Dimension Strategy oriented on the individual, the team, and the institution.
The roles and responsibilities for the NCO have always been to lead, train, and care for Soldiers and equipment while enforcing standards. The Army must have a cohort of competent and committed NCOs of character as trusted professionals who thrive in chaos, adapt, and win in a complex world. The Army’s NCO 2020 Strategy provides the ways, means, and ends to develop a professional, trained, and ready NCO corps that is essential to remain as the world’s premier fighting force.
Leader development is further enhanced by recognizing, developing, and maturing talents in Soldiers while simultaneously managing talent to meet the immediate and long-term goals of the ALDS. Together, leader development and talent management build on the fundamentals.
Talent is the intersection of three dimensions—skills, knowledge, and behaviors—that create an optimal level of individual performance, provided individuals are employed within their talent set. Talent management is a way to enhance Army readiness by maximizing the potential of the Army’s greatest asset—our people. By better understanding the talent of the workforce and the talent necessary to meet capability needs by unit requirements, the Army can more effectively acquire, develop, employ, and retain the right talent at the right time. In Army talent management, “best” equals best fit for the work at hand.
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Assignment Instructions: Analyze the concepts and theories you read about in S301; utilizing key language and terms from these concepts and theories, write a 800-1200 word paper on the challenges of talent management and how a SGM can engage organizational members for competitive success in future assignments while ensuring their organizational members remain adaptable. Keep in mind your analysis of the content material and your personal experience will help you with this paper. This paper can incorporate personal experiences to help illustrate your understanding of the material and to show examples. This assignment also allows for you to write in first person as you illustrate certain experiences within your paper.
Ensure to use good APA 7th Edition writing style, list the references used, and cite them within the paper
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