Talent Management Process

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Discussion 1.

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The Integrated Talent Management Model (ITM) identifies six key elements that aim at accomplishing the goals and objectives of any organization. Together play a vital role in determining the appropriate levels of talent needed to support a successful business, sourcing and attracting top talent, setting expectations for goal achievement, and developing internal talent as future leaders of the organization. The most critical stage of the talent management process focuses on employee engagement and retention. Human Resources can strategize plans that create high performing teams and seek top applicants that possess competencies that support the company’s mission and vision. However, if the workforce is not motivated to achieve results, and they feel that their roles do not contribute to the overall organization, employee satisfaction will lead to continual turnover and employee relations challenges. Employees not recognized for their contribution will share their discontent with co-workers. Their comments can negatively impact the company’s brand image and reputation. “Employees like to know that their job has a point or purpose and to be recognized for their contribution” (DeCenzo, 2018).

Today’s social media platforms enable employees to communicate their dissatisfaction easily. The impact affects the company’s reputation and potential applicants. ITM measures employee satisfaction through surveys focus groups and even performance evaluations. “It also includes a focus on the tools and programs that can be implement to reward and motivate individuals such as incentive programs, diversity initiatives, employee resource groups, and recognition programs” (DeTuncq, 2013). My current organization continually seeks employee feedback on their engagement to ensure high performing teams. Their input promotes continuous improvement initiatives not only in operational processes but people strategies as well. An enhanced employee referral program has created an opportunity for a significant bonus payout for recommending top talent that aligns with the organizations’ culture. The program saves time and money on attracting, selecting, and acquiring the right talent. Pulse surveys that seek input on existing benefit programs, learning and development opportunities, and goal setting initiatives have created a culture that enables employee movement and bench strength for succession planning. As employees have a strong desire to grow and remain with the company, it is easier to forecast future staffing needs. Workforce planning becomes an integral part of ensuring the future success of the business.

Employee engagement plays a critical role in the talent management process. “Engaged employees have a strong and deep connection to their work, their organization, their colleagues, and the families and communities they work alongside each day. Engaged employees find personal meaning in their work, take pride in what they do, and, perhaps most important, believe that their organization values them” (Lavigna, 2020). When employees feel a sense of belonging and pride, they stay with an organization, recommend the company as an excellent place to work, are productive, and strive for client satisfaction.


DeCenzo, D.(2018). Fundamentals of human resource management. https://www.vitalsource.com.

DeTuncq, T. (2013). Examining integrated talent management. https://www.td.org/Publications/Magazines/TD/TD-Archive/2013/09/Examining-Integrated-Talent-Management (Links to an external site.).


Lavigna, B. (2020). Employee engagement: why it matters (part 1) (Links to an external site.). MasterFILE Premier (Links to an external site.).

Discussion 2

Critical Stages of the Talent Management Process

Detuncq & Schmidt (2013, September 8) states the stages in the talent management process has six core components. These components are workforce planning, talent acquisition, performance management, learning and development, succession management, and engagement and retention. Workforce planning designs the tactical process of what type of talent is needed for each position and how to get the top talent in that area. HR needs to understand where the business plans to go and how they wish to get there when making the workforce plans.

Talent acquisition entails appealing to, deciding on, and obtaining the right applicants for the positions to meet the firm’s strategies and goals (Detuncq & Schmidt, 2013, September 8). With performance management, the employees and supervisors get together setting goals and maintaining the achievement of those goals. The goal design is based on the overall company goals and then broken up for each individual to do their part for the company to be successful (Detuncq & Schmidt, 2013, September 8). The learning and development stage focuses on the individual’s process to learn and improve their skills and knowledge for their job. As each staff member grows some will move forward with promotions, assist supervisors with mentoring others, and progress into more satisfying careers.

When a company is seeking to develop and shift employees into more of a key role the succession management stage is in motion. Cultivating workers to learn and do more with the business will keep new ideas and solutions being developed and the organization will continue to grow and succeed (Detuncq & Schmidt, 2013, September 8). The last stage is engagement and retention. This step focuses on the talent managers’ efforts to connect with workers and how to reward, recognize, and keep them motivated. (Detuncq & Schmidt, 2013, September 8). When the employee is happy with their work and feels that they matter to the company, they tend to stay longer with the organization.

The Most Critical Stage of the Talent Management Process

The most critical stage of the talent management process would be retaining talent or engagement and retention stage. Continuing to provide training and opportunities for growth, companies increase their employee retention rates. Investing in the employees give great return by way of success and loyalty for the company as a whole (Barry, n.d.). In keep top talent a culture of learning should be incorporated into the organization. It can be satisfying to see those individuals that are quick to keep learning. Also, hiring or promoting from within is a way to keep associates around longer. This also encourages learning and will allow employees to grow (Barry, n.d.). To keep the staff connected the company needs to have in place a society that promotes investing in employee’s careers and providing the chance to learn and grow within the organization (Barry, n.d.).

Engagement and Retentions Value for Me

DeCenzo, Robbins, and Verhulst (2018). claim that HRM should have an understanding and utilize that knowledge to inspire employees to greater effort. Employees need to know their job has a purpose and a reason for what they do. They need to be recognized for their efforts and rewarded. At Medtronic, there are continued opportunities to better ourselves. We have free online courses we can choose to take and we can volunteer for special projects that come around. We have the time to speak with our supervisors and let them know what our goals are with the company and they help set up a game plan to assist in us meeting those goals to be ready for an opening and the abilities it would take to transition over. Also, Medtronic offers school scholarships with Universities, such as Ashford, to assist employees to better themselves with formal education that will help promote their skills in other areas of the company. On top of that, the company recognizes hard work with bonuses or prizes and at times has special contests to promote healthy competition in the departments. I have been with the company for only five years but I have noticed when people are hired they tend to stay for 15 plus years.

Linda Cleven


Barry, S. (n.d.). How Learning Programs Attract and Retain Top Talent. linkedin.com. Retrieved from https://business.linkedin.com/content/dam/me/learn…

DeCenzo, D. A., Robbins, S. P., & Verhulst, S. L. (2018). Fundamentals of human resource management (13th ed.). Retrieved from https://www.vitalsource.com


DeTuncq, T. H., & Schmidt, L. (2013, September 8). Examining integrated talent management (Links to an external site.) (Links to an external site.). Retrieved from https://www.td.org/Publications/Magazines/TD/TD-Ar…

Discussion 3

I enjoy using the Society for Human Resource Management (SHRM) website to find information. In previous classes I have used multiple articles from this website for my papers and discussions. SHRM is a resource for human resources for everyone in an HR field or beginning the HR field. To join this online organization there is an annual fee of $49. As a member you will receive a digital copy of the HR magazine, alerts when compliance laws are updated, webcasts, and scholarship opportunities. Members can also apply for scholarship though SHRM if they desire to do so. In addition, SHRM provides its members with free policy templates to assist business owners with construction or revising their company policies. After the student has graduated, they have the option to join the professional chapter for 50% off for the first two years. I have never been a member of SHRM but, they do allow nonreaders the ability to assess some of the articles that are available to their members.


Another valuable resource for young professionals is the Forbes School of Business & Technology SHRM Chapter. This chapter organization was developed for HR professionals who attend Ashford University in some way. To join this chapter, you will need a LinkedIn profile. Once you are logged in use the search bar and search for Ashford University Forbes School of Business & Technology SHRM Chapter. Once you are on the SHRM page there should be a button that says join. After you join an administrator will accept your request and you can reap the benefits of the education materials provided. I joined this chapter a few months ago and it has provided me with multiple articles about degrees, soft skills, and ways to manage organizations while dealing with the recent Corona outbreak. I have found a great amount of information on this page that has informed me about HR methods as well as provided me with up to date and reliable information regarding the Corona Virus. In addition to HR they have also provided parents with resources for helping their children with virtual learning. I have also seen networking opportunities and postings about organizations hiring interns and full-time employees. While scrolling through I found an article called Soft Skills are too Important to be Called Soft. It’s basically saying that when we call skills such has having a growth mindset, being team oriented, and active listening soft skills people thing, they are not necessary. The author suggests calling them non-technical skills so more individuals realize the importance of these skills and that it is almost impossible to succeed without them.

Discussion 4

Society for Human Resource Management (SHRM)

The benefits of the SHRM Membership include compliance resources, HR News, SHRM Connect, Ask an HR advisor, and different Templates & Samples. You can maximize your student membership Via the SHRM tool by utilizing the up to date news on laws, new legislation that would apply to the organization or business group you currently work for. For example, We can all benefit from the current Remote Work Resources during this current pandemic. You can use the articles, blog posts, and magazine to incorporate into your Student discussions, assignments, etc. There is also information on resources and tools to earn the SHRM- SCP certificate. This “credential makes you a recognized expert and leader in the HR field—and a valuable asset to your organization, keeping you and your organization more competitive in today’s economy.” ( SHRM, n.d) It serves as a resource for all management and HR. I have not yet signed up for this great tool. But once I do, I will more than likely utilize the tool for HR Young Professionals and try to network through those channels.

Ashford University Forbes School of Business & Technology SHRM Chapter

The benefits of this membership are webinars and different networking opportunities. These benefits allow you to gain knowledge on developing leadership skills, expand your HR knowledge, and even obtain information on internships and jobs. I recently requested access to this Page because, before this class, I did not know about this link in Page. Once I can join, I am sure I will utilize and benefit from the internship and job opportunities available. I also will be interested in networking with other HR professionals within Ashford. This virtual/ online class makes it difficult to network with other students at Ashford since most of us are spread throughout the country.

After exploring both pages of what is available as a non-member, I think both are great resources for all of us to utilize.


Linked In. https://www.linkedin.com/ (Links to an external site.)

SHRM. (2020) https://www.shrm.org/pages/default.aspx

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