Topic: With reference to appropriate organisation examples, critically analyse how organisation can effectively implement people resourcing and development practices in response to *Managing HR issues associated with Talent Management !!!!
Your analysis should include to what extent organisation(s) appear to have:
considered alternatives and evaluate the effectiveness
considered stakeholder interests in both the choice of practices and the implementation
addressed any relevant legal and ethical issues
Format
You should present your work in a report format not an essay format.
The assignment should be structured in a way that sets out and clearly develops your arguments and provides scope for critical discussion.
the use of headings and sub-headings should help you to signpost appropriate areas.
The whole work must be thoroughly and accurately referenced, using Harvard referencing guidelines.
Assessment Criterion Relative
Ability to apply theory & practice to real scenarios, by analysing how organisations implement resourcing & development practices in response to a given challenge
Critical knowledge and understanding of practical and professional issues including evaluative skills in interpreting the suitability of the practices chosen and how they are implemented, with respect to the given challenge. Legal and ethical issues; and stakeholder interests, taken into account in implementing the practices are also important.
Structured and coherent presentation, clearly communicated. Assignment supported by an
appropriate range of sources which are referenced throughout and detailed in a complete and accurate List of References. All referencing adhering to Harvard guidelines
Evidence of independent learning through quality of research undertaken and criticality and originality of discussion
Topic: Critically analyse how organization (we can selected organize by ourselves) can effectively implement people resourcing and development practices in response to *Managing HR issues associated with Talent Management.
Report outline (2200 words)
Introduction
Identify “talent management”
Ability to apply theory & practice to real scenarios, by analysing how organization implement resourcing & development practices in response to a given challenge.
Strategies and barriers to talent management
Critical knowledge and understanding of practical and professional issues including evaluative skills in interpreting the suitability of the practices chosen and how they are implemented, with respect to the given challenge. Legal and ethical issues; and stakeholder interests, taken into account in implementing the practices are also important.
Recommendation and conclusion
References (academic references only at least 15 ref)
What I need from you in the first step is the outline in detail !!!!
Organization name: ?? (give me some details that relate to talent management)
What the point in the paper is going to discuss: ???? (you can make bullet point)
Ps. I’ll bring its to show my lecture first on Tuesday and after he approve and agree with our outline we can continue later.
Reference: (Please use the references below as much as its related) !!!
Atkinson J (1984) ‘Manpower strategies for flexible organisations’ Personnel Management, August pp. 28-31
Atkinson J and Meager N (1986) ‘Is flexibility just a flash in the pan? Personnel Management, September, pp 26-29
Bratton J & Gold J ( 2012) Human Resource Management Theory and Practice, Palgrave Macmillan
Canon J. & McGee R (2007)Talent Management & Succession Planning, London: CIPD
CIPD ( 2008) Talent Management: design, implementation and evaluation, London: CIPD
CIPD ( 2012) Talent Management Factsheet, London: CIPD
Franca V et al (2012) ‘The strength of the employer brand: influences & implications for recruiting’, Journal of Marketing & Management, 3(1):78-122
Garvey B & Garrett-Harris R (2005) in Gibb S. ( 2008) Human Resource Development, Basingstoke: Palgrave Macmillan
Gibb S. ( 2011) Human Resource Development, Basingstoke: Palgrave Macmillan
Gold J, et al ( 2010) Human Resource Development Theory and Practice, Basingstoke: Palgrave Macmillan
Harrison R. ( 2009) Learning and Development, London: CIPD
Kelliher C & Anderson D ( 2010) ‘Doing more with less? Flexible working practices and the intensification of work’, Human Relations, 63(1):92-94
Kirkpatrick D.L.(1978) ’Evaluating in-house training programs’ Training and Development, September
Kispal-Viai & Wood (2010) in Collings D. & Wood G. (2010) Human Resource Management – a critical approach, London: Routledge
Kolb D. (1984) Experiential Learning, New Jersey: Prentice Hall
Leopold J, Harris L & Watson T. (eds) (2009) The strategic managing of human resources, Harlow: Prentice Hall
Marchington M & Wilkinson A. ( 2008) Human Resource Management at Work, London: CIPD
Miles & Snow ( 1978) I Taylor, 2010
Millmore M. (2003) ‘Just how extensive is the practice of strategic recruitment and selection? Irish Journal of Management, 24(1):87-108
Pilbeam S & Corbridge M ( 2010) People Resourcing & Talent Planning , Harlow: Prentice Hall
Porter ( 1985) in Taylor, 2010
Price A ( 2008) Human Resource Management in a business context, London: Thomson
Rayner C & Christy R ( 2010) in Rees G & French R ( 2010) op. cit.
Redman T. & Wilkinson A. (2009) Contemporary Resource Management, FT/Prentice Hall
Robertson I & Smith M ( 2001) ‘Personnel selection’ Journal of Occupational and Organizational Psychology, 74 (4):441-472
Shah M ( 2011) ‘Talent retention through employer branding’ Journal of Marketing & Communication, 6(3):30-33
Tansley C. et al ( 2007) Talent: strategy, management and measurement – research into practice, London: CIPD
Taylor S. ( 2014) Resourcing and Talent Management, London: CIPD
Torrington D Hall L Taylor S 2008 Human Resource Management 5th Ed Harlow Pearson Education Ltd
Turner in Rees G & French R ( 2010) op. cit.
Tuzuner V et al ( 2009) ‘Segmenting potential employees according to firms’ employer attractiveness dimensions in the employer branding concept’ Journal of Academic Research in Economics, 1(1):46-61
Walker P.(2008) Employer Branding: a no-nonsense approach, London: CIPD
Whittington R.(2001) in Pilbeam & Corbridge, 2010
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