Skip to main content

5. Creating a frame work for Talent Acquisition

 Creating a frame work for talent acquisition practices

By Dilshard Hameed

Introduction

Human resources have been acknowledged as one of the most essential components in developing long-term and successful organizations. Researchers' primary focus in this area has been strategic, with an eye on long-term change and competitiveness. With such a concentration, there is an obvious gap in terms of operational sustainability for day-to-day difficulties. The current research is exploratory in nature. It attempts to close this gap by presenting a methodology for incorporating sustainability into human resource practices such as talent acquisition and its impact on sustainable careers. The paradigm is applicable to organization's, practitioners, and academia. The study identifies several sustainable talent acquisition techniques, some of which have the potential to improve existing processes significantly.

(11 Jan 2023 Pandita, D. and Khatwani, R )



                                                              (Figure1; The Future of talent acquisition)


Aligning Talent Acquisition practice to strategic business

Broadly there are four different ways that the talent acquisition department might contribute to strategic business objectives. First, it is critical to hire personnel who are sympathetic to the company's ideals, since talent who can connect with end consumers of business propositions can create long-term value. Second, while developing firm-specific human capital has been viewed as a tough enterprise, effective talent acquisition strategies may demonstrate how various types of human capital can thrive in distinct organizational ecosystems. Third, talent acquisition can aid in the development of a diverse set of ideas by bringing in outside talent to engage with internal talent and guarantee that strategic perspectives are constantly renewed. Fourth, the talent acquisition function anticipates technology disruptions.

(Santosh Kurmar AP,27 Nov 2019)


                                                         (Figure2; Business alignment and HR Strategy)


Trends on Talent Acquisition and Management Strategies

The modern corporate environment is vastly different and more difficult than the one that existed previously. Personnel management has evolved into human resource management in search of effectiveness and efficiency. The recognition of the value of human resources as 'human capital' has given rise to the contemporary notion of talent management. The necessity of the hour is to creatively apply existing global talent management methods and develop even better ones. While talent acquisition is concerned with finding the proper individuals, management is concerned with the overall planning, organisation, direction, and control of such acquisition. Talent management is a broad idea that encompasses several essential sub-concepts such as talent acquisition and retention, competency and human capital development, performance, and so on. This study focuses on

(Verma, N.,Singh, S.and Singh, A.,2022.)







                                                                         (Figure3; Talent Acquisition)


Conclusion

The key role of talent acquisition is to lay the groundwork for the success of an organization. The importance of having successful talent acquisition strategies is growing as HR practices continue to change. HR departments draw top talent that can drive innovation and spur growth by utilizing cutting-edge recruitment strategies, building employer brands, and emphasizing the candidate experience. Talent acquisition makes sure that the right people are hired those who not only have the necessary abilities but also reflect the corporate culture and values by strategically aligning with goals and keeping a close eye on market trends. In the end, skillful hiring procedures act as a spark for developing a vibrant and competitive staff, which in turn drives long-term success and quality.


References,

Pandita, D. and Khatwani, R., 2023. Sustainable careers: creating a framework of talent acquisition practices. International Journal of Business and Globalisation, 33(1-2), pp.204-218.

Kumar AP, S., 2019. Aligning talent acquisition practices to strategic business objectives. NHRD Network Journal, 12(3), pp.261-269.

Verma, N., Singh, S. and Singh, A., 2022. Industrial Trends on Talent Acquisition and Management Strategies. In Flexibility, Innovation, and Sustainable Business (pp. 11-24). Singapore: Springer Nature Singapore.


\

Comments

  1. Shehan PriyashanthaMarch 31, 2024 at 10:03 AM

    "Thank you for this incredible blog! Your expertise and dedication shine through in every post, offering invaluable guidance for HR professionals like myself. Your insights have truly elevated my understanding and approach to various HR challenges. Keep up the outstanding work – you're making a significant impact in the field!"

    ReplyDelete
  2. Sachini HithakshikaApril 6, 2024 at 11:49 PM

    Good Article and well organized.

    ReplyDelete

Post a Comment

Popular posts from this blog

2. Strategic human resource management: The evolution of the field.

Strategic human resource management: The evolution of the field By Dilshard Hameed History and evolution of HRM Introduction The evolution of HRM, or human resource management, can be traced back to the early twentieth century, when firms recognized the importance of addressing employee unrest and strengthening labor relations. Personnel management, as it was then called, was largely concerned with administrative tasks like payroll, labor law compliance, and employee record-keeping. The emergence of industrialization, the formation of labor unions, and the need for effective management of a growing workforce were only a few of the factors that influenced the development of personnel management. Organizations realized that effective human resource management was critical for maintaining stability, boosting productivity, and reducing labor disputes.    (Bruce E Kaufman 20 May 2015)                           ...
18 comments
Read more

1. Transformation from Personal Management to Strategic Human Resource Management

 Transformation from Personal Management to Strategic Human Resource Management By Dilshard Hameed Introduction Few businesses today can claim to be unaffected by globalization and competitive pressures. The tendency has clearly elevated human resource management to new strategic levels. However, there is some evidence that strategic human resource management projects are being led by CEOs and line managers. According to some, personnel management has been and continues to be in 'decline'. This study addresses these concerns through literature studies and explores the evolution of HRM and strategic human resource management principles. The paper then concentrates on the latter notion, considering it as a critical phase in the growth of personnel management and one that is positioned to solve some of the difficulties in the area by aspiring,  (Olive Lundy,28 July 2006)                              Figure...
34 comments
Read more

9. Work-Life Balance and Value proposition with Employee Retention

 Value proposition with employee retention By Dilshard Hameed Introduction This study explores the link between talent management and employee engagement, retention, value creation, and organizational performance. Its based on existing empirical facts. The literature evaluation focuses on research papers published in popular publications. Research has extensively examined how talent management affects employee engagement, retention, value creation, and organizational performance. The study found a favorable correlation between these variables. This report supports earlier research on the favorable impact of talent management. These findings are valuable for researchers, HR professionals, and academics. The main fact is to give value addition to the employee who is more talented in the organization.  ( Mohammed, A., 2015.) (Figure 1; Employee retention challenges) Organizational and personal perspectives Companies must be able to foresee technological developments and compete g...
4 comments
Read more