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Use of the concept to enhance organisational image and the support of industry branding.

Development of activities with other HR policies and practices.

Development of talent bases on formal and informal methods.

Active engagement of HR Specialists.

Tracking of the performance and progress of those identified as talent in the industry (adapted from Clake and Winkler, 2006a).

Role of HR:

The centrality of the HR role in terms of ownership of the employee development ethos is disputed. No one-business function can develop talent on its own and requires the commitment and personal engagement of senior line management to work (Gandz,2006). HR managers therefore face a complex task in devising appropriate HR policy and practice, to accommodate employee expectations within corporate strategy.

Policies relate specifically to recruitment, retention and training and must be integrated to provide an implicit understanding between the individual and the organisation (Rees and McBain, 2004). A hospitality graduate perspective on career management would therefore demand that employers link their talent management strategy to the core(cited Scott and Revis} needs of their business and focus on how they relate to, manage, inspire, motivate,develop and reward them as employees (Table III).

Talent Management

Our recommendations for developing a sustainable and creative approach to talent management are detailed below.

Recommendations

Develop the abilities of your leaders and talent to lead in difficult times - this will also stand them in good stead when business improves in the future.

Consolidate the people management skills of your line managers to identify, assess and develop talent effectively (such as performance management, giving feedback and having effective conversations, coaching and engaging your people).

Develop pivotal roles and opportunities for stretch assignments that are well supported.

Maintain a proactive and consistent approach to performance management.

Simplify and embed talent management processes and anchor development to the needs of the business.

Support and engage employees through the downturn - communicate what is happening and why, keep an ear to the ground to gauge the general mood of employees and support the 'survivors' of the business.

Maintain momentum around your employer brand and, if not currently recruiting, keep talent warm for the future.

Think holistically and link organisational design, talent management and performance management and engagement.

And finally, as more organisations are offering employees sabbaticals and career breaks to help them cope with the economic climate, it is also worth considering how you continue to keep in touch with and develop the skills of your talented employees who have taken up these options (cite fighting 本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。