Effective talent management strategies Essay

Outstanding and extravagant abilities (Input)

Gagn distinguishes six ability domains in the mental and physical realm intellectual, creative, socioaffective, perceptual, muscular and motor control abilities (Gagn, 2010).Gagn uses the terms giftedness or gift to refer to the possession and utilization of extraordinary and outstanding abilities, to an extent that places the person among top 10% of learning peers. Of course, the specific mixture of crucial abilities is dependent on the performance area, such as sports, music or science. Talent management scholars also acknowledge that in the context of organizations the precise mix of differentiating abilities or competencies will vary according the organizational environment and available resouces.

Here we grabbed the instinct that faculties as talent for business institutes mainly require their competencies as per the vision, mission and objectives of business schools. As evident in the conceptual framework, specific competencies required in faculties, further which will decide the attraction, selection and development strategies needed in accordance with the vision and objective of institution. When the Inputs (outstanding abilities) will be stronger, in return they will be showcasing outstanding output.

Our undertaken study shows prominently that opportunities for learning and working environment are important factors and worth a lot. Therefore effective talent management strategies should be aligned constructively with the learning and development of faculties in cooperation with institute vision.

Outstanding performance (Outcome)

So we can distinguished outstanding natural abilities as input on the one hand, and excellent performance as an outcome on the other hand, accentuating the inseparable connection between abilities and performance. From research we conclude to the point that, a high performance itself is not a talent, nor is being gifted with outstanding abilities. Gagn only speaks of talent when excellent performance is the result of outstanding mastery of the systematic developed abilities.

A performance can be marked as excellent when the performance places an individual at least among the top 10% of learning peers (those who have accumulated a similar amount of learning time from current or past training). Consequently, excellent performance, in comparison to their peers, is the starting point for the selection for a talent program or talent pool, which further concretes the wall of extreme diversified talent. So, on the aforementioned inclusiveexclusive dimension Gagn actually advocates an exclusive approach. From previous perspectives, the importance of employee performance is widely acknowledged in the Talent management literature. Many views talents as the employees that are at the top rank in terms of productivity, capability and performance and the ones who can change the current state to a promising future state of the organization (e.g., Collings & Mellahi, 2009)

Probably, a research focused institution will need different competencies in faculties as compared to those in a teaching focused and student centered institute.

Present study shows that faculties in educational institutes consider learning opportunities, working environment, incentives, and recognition as important factors for them. Considering faculty as talent and establishing effective talent management practices with focus on development, learning opportunities and performance based rewards would reduce attrition.