Human Resource Management and Talent Development

Knowledge and Best Practices for Human Resource Management
We are aware of the fact that the organizations which are performing really well in contrast to the people management consisting of strong discipline in the area of human capital management via attention regarding the need of social capital as one of the crucial steps for the purpose of building relationships along with networks within the organization taking into consideration the organizational capital were successful in building huge shares along with making great impact on the global market.
The reinforcing and the multiplier implications of the combination has created inimitable opportunities for the management of manpower thereby driving more HR excellence along with bringing in knowledge management amongst employees to develop more engagement affecting workforce adaptability. (Jason Suli, 2013).
In terms of staffing, the need of aligning manpower towards the values of the firm is greatly forecasted through the process of values-based interviewing where specific concentration is paid for identifying whether people attitudes actually match the overall values of the organization or not. In some companies we have scanning being carried out for talent occurring even in case of absence of specific vacancies. Talent inventories are used for the purpose of both selections along with for succession cases as well as for the whole process of building a real time “talent pool” for recruiting best individuals and then gradually assigning them to their respective roles rather than just hiring specific individuals for very particular positions. This principle or the theory can actually be considered as great practices. (Walter, U. M., & Petr, C. G.,2011).
In knowledge management we posses participative goal setting as well as both work considering development goals purely concentrated across balanced scorecards, giving a direct link for planned objectives. Multiple inputs at the time of appraisal along with many techniques are now managed on-line as common technologies for at the mid-level managers and also for the ones listed through bi-annual formal reviews and through continuous informal feedbacks, usually over a daily basis for the purpose to make sure that projects and workload are always on track making sure that the required resources are available wherever required. Developmental focus in the process of appraisal is actually a critical step. The developmental and the pay reviews are then split in to various cases creating a line of sight for rewarding helps the organizations to make maximum utilization of their performance matrices. (Cheng Ling Tan and Aizzat Mohd Nasurdin, 2011).
Forced ranking is also one of the components in evidence for a number of organizations whereas calibration of all performance results by the central HR and also the senior management makes sure that fair distribution is experienced across most of the companies.
The organizations therefore include variety of sectors that are specific to face such challenges in the fast driven surrounding along with increasing customer sophistications that accompanies the need for creativity as well as for cost-efficiency. Via the firms in the group which are basically among the best in the business, they are still not seen to be immune against the processes of downsizing along with restructuring the issues that are faced by the employee relations conflicts particularly aligned towards the concerns linking headcount lowering and also for any kind of off-shoring functions comprising of commitment and work intensifications even in the case of employer driven overall work life balance. (Victor Oladapo, 2014).
A major challenge for this work relates to finding possible best solutions that is in context to particular organization and also in terms of societal contexts. We seem to be somewhere struck within the convergence of work that is laid across variant national contexts and across industries.
The similarity of techniques to the firm of HR and also the HR practices across the firms states the existing similarity of the issues along with demands in international business which prompts similar response for HR design and delivery. Moreover, the existence of reduced number of excellent organizations has evolved imitative behavior and even the work of high profile consultancies led to wide spreading of thoughts bringing in common techniques that were a part of performance management of the HR function design as well as finally for the firm’s overall structure. (Victor Oladapo, 2014).
Recommendations for Talent Recruitment and Retention in an Employee-Centered Organization
The firms were supposed to adapt themselves against various forms of administrative HR provisions that included shared services, HR intranets and self-services as outsourced HR, who enabled specific advancement in the administrative processes including information-capture technology processes. The particular moves were made for promoting maximum efficiency gains which in turn enhanced the talent recruitment process and also the control over other purposes of enabling the reduced group of HR staffs for attaining more strategic operations. For this strategic task the HR who works as one of the internal consultants aim to add more value via the process of thought leadership as well as particularly across issues of alteration and also for process expertise. (Harting, D. 2008).
The HR director certainly carries lot of importance as being the member of the executive committee for the organization he/she needs to act as a structural individual signifying the actual position of HR. There is huge recognition in the organization that changes readiness among the employees responsible for the revitalization of the firm. Therefore the centrality of the HR function proves very critical. Talent management becomes the overarching concern that includes making sure the linkages that prevail between the elementary components of staffing driving performance management and development that are aligned portraying the utility of managing the system driven practices.
How knowledge will evolve and get diffused is one of the subjects of key importance for the firm. Surprisingly, there are reduced explicit attempts that tend to develop knowledge driven strategies. We have systematic directions for managing knowledge within the organization that was purely platform developed on the electronic connectivity that took place via intranets as well as through knowledge-management systems allied to the different communities of practice methods with the incentives directed towards making sure the total sharing of data that was gathered from key clients. (Walter, U. M., & Petr, C. G.,2011).
We have metrics kept in place for the purpose of judging whether knowledge is getting captured and transferred. In other formal structural phases there were many recognized meetings similar to annual conferences of the senior managers. The total cross operational along with decision-making structures are certainly common. People exchange inside the corporate HQ along within the businesses is utilized in order to benchmark the best practice.
The total development of the networks which is outside the organization could be established though membership of industry clubs along with consortia interlocking directorships via integration of the suppliers and even the customers overlapping design for the purpose of production processes that adds in to depth to the manufactured knowledge-base.
This paper stated for providing the techniques in which the multinational organizations manage individuals in terms of great structures being diverse in terms of geography along with cultures dicing few situations of overall strategy. So the expansion requires attention towards both consistencies of techniques along with flexibility, utilization and also for regular balancing against the needs for global standards and also in the local market building sensitivity over creating innovation across organizations.

1. Jason Suli, (2013). Human Resources Guide—What is Human Resource Management, June 2013
2. Harting, D. (2008). Employee Centered Organizations. Retrieved November 6, 2013, from
3. Walter, U. M., & Petr, C. G. (2011). Best Practices in Wraparound: A Multidimensional View of the Evidence. Social Work, 56(1), 73-80. doi:10.1093/sw/56.1.73
4. Cheng Ling Tan and Aizzat Mohd Nasurdin, (2011). Human Resource Management Practices and Organizational Innovation: Assessing the Mediating Role of Knowledge Management Effectiveness
5. Victor Oladapo, (2014). THE IMPACT OF TALENT MANAGEMENT ON RETENTION. Retrieved from: