TALENT MANAGEMENT IN SOLAR INDUSTRIES LTD.
The concept of Talent management in HRM encompasses Pay, Retention, Resourcing and Talent
Development. This assignment will focus on the talent development aspect of the case study Solar
Industries. This paper will present a human resource consultancy approach to identify, critique and
make recommendations to the talent problems experienced at Solar Industries in respect to
proffering suitable development approaches and solutions to surmount current challenges as
regards talent. Organizations showed interested in the discourse on talent, talent management and
development sequel to the Mckinsey company 1997 publication of “War for Talent”. According
to the article, this concept is basically associated with the new trend of companies’ quests to search,
attract and retaining talents for their organisation, which results in gaining competitive advantage
over others.
Identifying what talent means in an organisation is integral to the overall concept of Talent
Management towards Talent Development. Talent can vary from company to company and these
variations must be taken into consideration depending on the industry or sector a company
operates. Talent definition has a broad overview but generally it can be perceived from diverse
point of views. In regards to the diverse ideas on talent, Goffe and Jones (2009), identifies talent
as exceedingly brilliant individuals with possibility to produce tremendous results from available
resources provided by the organisation. In another view, Redford (2005), identifies talent as
totality of everyone across all levels of an organisation working optimally to produce their best
outputs. Solar Industries have their talents to be senior management who makes critical decisions
as well as the engineers whose core concerns producing innovative technological products. From
definitions given, we can clearly see that the result of these ideas steers towards Inclusive or
Exclusive approaches with different perspectives of what talents should entail.
Haven established that talent can be viewed from different organizational perspectives, it is then
important to emphasize on talent management. However, while there is no one widely accepted
definition of TM due to different views and researches of literature in this area, according to CIPD
(2016), TM is a gradual process that identifies, attract, retain, and also develop higher ability
employees the organisation consider valuable to its goals and successes. In relation to this broad
aspect, Marchington et al., (2016) emphasizes that TM focuses on a wide array of HR practices
which fosters specific individuals towards the overall development and sustainability of the
organization. Haven understood that retention is integral to TM and that there is currently no TM
initiative being utilized or established at Solar Industries, hence, a big part of the current challenges
experienced associated with leadership skills, talents and high turnover rates. It is then crucial to
explore the concept of TM in relation to TD which is concerned with training, enhancing skills,
succession planning and more to bridge the impact of skills shortage at all levels in Solar, and then,
showcase what ways it can be introduced, presented and implemented, and adopted in Solar
Industries.
According to Campbell and Hirsh (2013), paying attention to or thinking merely of TM as a fad
is not as important as for managers to critically evaluate and analyze what they are doing to their
talents (their best people). The outcome of them taking a step back to identify, evaluate and
examine will help then channel their focus on maximizing their potentials and reduce the
, consequences of ignoring them. Talent development is a key component of TM, and according to
Garavan et al. (2012), TD is used as an operationalizing tool within the scope of TM. The authors
buttresses the concept of TD to be a critical aspect of TM within an organization with focuses on
planning, selection, and execution of development strategies implemented within a particular talent
pool/pipeline to ensure the availability of both future and immediate supply of talents to cater for
the organizational needs. Talent Management has two categories of approaches which are namely;
Inclusive and Exclusive approaches. This essay will examine both approaches, pros, cons and
critique with a balanced view so as to suit Solar Industries TM.
TALENT MANAGEMENT APPROACHES.
According to Iles, Chuai and Preece (2010), assessing talent management strategy is based solely
on two types of approaches. The first focuses on companies’ preference of Inclusive while the
other on exclusive. This is the bedrock of diverse literatures in this area and predominant across
TM strategy discourse. These authors identifies that exclusive approach focuses on relatively small
group of those regarded as talents. Beechler and Woodward (2009) reckons that exclusive
approach places value on the identification and retention of high potential employee and high
performers within the organisation. On the long run, these sect of people are expected to
outperform their counterparts with skills and competence and act as a pivotal measure and effect
to driving the company forward. In Solar, these people are those identified in the talent pool (senior
management and Engineers). Hence, a company with a crucial talent approach channels their
resources on a fragment of their talent pool, which are the A players, Stars or High-flyers as they
are called.
Marchington et al. (2016) identifies this approach to be suitable for organizations which targets or
have identified their talents to be senior managers or high flyers or highly skilled individual as a
stream of succession planning. The advantages of this approach cannot be overemphasized. It
saves time and resources on the long-run. It ensures succession planning and matching people to
position or roles effectively within the organisation. Haven said this, its downsides are enormous
and can hinder the overall development and commitment of employees who are not regarded as
talents within the organisation. Aguinis and O’Boyle (2014) argues that adopting this approach
implies that the talent pool will have better opportunities in terms of career growth, compensation
and benefits as well as promotions which will impede the motivation, commitment and
performances of the other group of employees. This is a shortcoming to examine critically because
it thus reduce the moral and can create a negative working environment, since there’s a striking
distinction between talents and the others (those implied not to be talents).
In this light, an alternate to this approach is Inclusive, there is a clear distinction between inclusive
and exclusive approach of TM strategy. Generally, inclusive approach is concerned with the idea
of ‘Grow your Own’, giving opportunities across the organisation and regarding all employees as
talents and capable of reaching their full potentials to drive the company forward. According to
McCall (1998), the objective of this approach is to establish a platform every employee can thrive
on, flourish and equip them to maximize their potential in the workplace. This approach is applied
to a larger group with different talents. By regarding everyone as important to the business, a more
positive atmosphere is created, employee engagement and wellbeing is promoted as well as vibrant
energy to showcase talents at different capacities.
Savaneviciene and Vilciauskaite (2017) further explains that this approach affords organizations
rapid respond to changes in labor and emerging markets because they have a throng of talents at
The concept of Talent management in HRM encompasses Pay, Retention, Resourcing and Talent
Development. This assignment will focus on the talent development aspect of the case study Solar
Industries. This paper will present a human resource consultancy approach to identify, critique and
make recommendations to the talent problems experienced at Solar Industries in respect to
proffering suitable development approaches and solutions to surmount current challenges as
regards talent. Organizations showed interested in the discourse on talent, talent management and
development sequel to the Mckinsey company 1997 publication of “War for Talent”. According
to the article, this concept is basically associated with the new trend of companies’ quests to search,
attract and retaining talents for their organisation, which results in gaining competitive advantage
over others.
Identifying what talent means in an organisation is integral to the overall concept of Talent
Management towards Talent Development. Talent can vary from company to company and these
variations must be taken into consideration depending on the industry or sector a company
operates. Talent definition has a broad overview but generally it can be perceived from diverse
point of views. In regards to the diverse ideas on talent, Goffe and Jones (2009), identifies talent
as exceedingly brilliant individuals with possibility to produce tremendous results from available
resources provided by the organisation. In another view, Redford (2005), identifies talent as
totality of everyone across all levels of an organisation working optimally to produce their best
outputs. Solar Industries have their talents to be senior management who makes critical decisions
as well as the engineers whose core concerns producing innovative technological products. From
definitions given, we can clearly see that the result of these ideas steers towards Inclusive or
Exclusive approaches with different perspectives of what talents should entail.
Haven established that talent can be viewed from different organizational perspectives, it is then
important to emphasize on talent management. However, while there is no one widely accepted
definition of TM due to different views and researches of literature in this area, according to CIPD
(2016), TM is a gradual process that identifies, attract, retain, and also develop higher ability
employees the organisation consider valuable to its goals and successes. In relation to this broad
aspect, Marchington et al., (2016) emphasizes that TM focuses on a wide array of HR practices
which fosters specific individuals towards the overall development and sustainability of the
organization. Haven understood that retention is integral to TM and that there is currently no TM
initiative being utilized or established at Solar Industries, hence, a big part of the current challenges
experienced associated with leadership skills, talents and high turnover rates. It is then crucial to
explore the concept of TM in relation to TD which is concerned with training, enhancing skills,
succession planning and more to bridge the impact of skills shortage at all levels in Solar, and then,
showcase what ways it can be introduced, presented and implemented, and adopted in Solar
Industries.
According to Campbell and Hirsh (2013), paying attention to or thinking merely of TM as a fad
is not as important as for managers to critically evaluate and analyze what they are doing to their
talents (their best people). The outcome of them taking a step back to identify, evaluate and
examine will help then channel their focus on maximizing their potentials and reduce the
, consequences of ignoring them. Talent development is a key component of TM, and according to
Garavan et al. (2012), TD is used as an operationalizing tool within the scope of TM. The authors
buttresses the concept of TD to be a critical aspect of TM within an organization with focuses on
planning, selection, and execution of development strategies implemented within a particular talent
pool/pipeline to ensure the availability of both future and immediate supply of talents to cater for
the organizational needs. Talent Management has two categories of approaches which are namely;
Inclusive and Exclusive approaches. This essay will examine both approaches, pros, cons and
critique with a balanced view so as to suit Solar Industries TM.
TALENT MANAGEMENT APPROACHES.
According to Iles, Chuai and Preece (2010), assessing talent management strategy is based solely
on two types of approaches. The first focuses on companies’ preference of Inclusive while the
other on exclusive. This is the bedrock of diverse literatures in this area and predominant across
TM strategy discourse. These authors identifies that exclusive approach focuses on relatively small
group of those regarded as talents. Beechler and Woodward (2009) reckons that exclusive
approach places value on the identification and retention of high potential employee and high
performers within the organisation. On the long run, these sect of people are expected to
outperform their counterparts with skills and competence and act as a pivotal measure and effect
to driving the company forward. In Solar, these people are those identified in the talent pool (senior
management and Engineers). Hence, a company with a crucial talent approach channels their
resources on a fragment of their talent pool, which are the A players, Stars or High-flyers as they
are called.
Marchington et al. (2016) identifies this approach to be suitable for organizations which targets or
have identified their talents to be senior managers or high flyers or highly skilled individual as a
stream of succession planning. The advantages of this approach cannot be overemphasized. It
saves time and resources on the long-run. It ensures succession planning and matching people to
position or roles effectively within the organisation. Haven said this, its downsides are enormous
and can hinder the overall development and commitment of employees who are not regarded as
talents within the organisation. Aguinis and O’Boyle (2014) argues that adopting this approach
implies that the talent pool will have better opportunities in terms of career growth, compensation
and benefits as well as promotions which will impede the motivation, commitment and
performances of the other group of employees. This is a shortcoming to examine critically because
it thus reduce the moral and can create a negative working environment, since there’s a striking
distinction between talents and the others (those implied not to be talents).
In this light, an alternate to this approach is Inclusive, there is a clear distinction between inclusive
and exclusive approach of TM strategy. Generally, inclusive approach is concerned with the idea
of ‘Grow your Own’, giving opportunities across the organisation and regarding all employees as
talents and capable of reaching their full potentials to drive the company forward. According to
McCall (1998), the objective of this approach is to establish a platform every employee can thrive
on, flourish and equip them to maximize their potential in the workplace. This approach is applied
to a larger group with different talents. By regarding everyone as important to the business, a more
positive atmosphere is created, employee engagement and wellbeing is promoted as well as vibrant
energy to showcase talents at different capacities.
Savaneviciene and Vilciauskaite (2017) further explains that this approach affords organizations
rapid respond to changes in labor and emerging markets because they have a throng of talents at
