Today, talent management is a major competitive advantage in all industries. However, talent management should be strategic and deliberate. When an organization has high levels of employee’s turnover, then the talent management function should be changed (Cappelli, 2009). However, changing the talent management function can be faced by several challenges.

One of the challenges is that the employees may not view it as talent management. It can be viewed as a change in the culture of an organization, which might affect the way employees, and other people view the organization. If an organization for example decides to introduce training as part of talent management, it will interfere with the routine of the employees and this might affect them negatively.

Measuring the talent management function entails measuring different things. There are different metrics to be measured to know the level of talent management. With a change in the talent management function, there has to be a change in the metrics used to measure the talent management function (Heinen & O’Neill, 2004). Every function has different variables and the measurement of these variables is done differently. Thus, a change of talent management function will introduce new elements to be measured apart from the old elements.

There are events that can lead to one leaving employment without having found another job. One of the events is when the talent management function in the organization is not appealing to an employee. For employees to be productive, they need to be happy and comfortable in their workplace (Scullion & Collings, 2011). When uncomfortable, they are unproductive and since people are different, someone can choose to quit rather than be unproductive. In addition, when an employee is not developing in an organization, they will ultimately leave.

References

Cappelli, P. (2009). Talent on Demand–Managing Talent in an Age of Uncertainty. Human Resource Management International Digest, 17(6).

Heinen, J. S., & O’Neill, C. (2004). Managing talent to maximize performance. Employment Relations Today, 31(2), 67.

Scullion, H., & Collings, D. (2011). Global talent management. Routledge.

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