In This Assignment Your Challenge Is To Develop A Strategy

In This Assignment Your Challenge Is To Develop A Strategy To Identify

In this assignment your challenge is to develop a strategy to identify the top talent within a global organization, and also to figure out how to communicate this policy to the entire staff. As you develop this strategy, assume that the CEO of this company does not want to limit the number of candidates and wants the top 15 percent of the company worldwide slotted for future development in all functional areas of the company. Include a discussion and at least two examples from your reading about companies you think have not created an effective policy to identify top performers, and describe how you would avoid their mistakes. There is a lot of information on human resource information systems (HRIS) options.

Paper For Above instruction

Developing an effective strategy to identify top talent within a global organization requires a comprehensive approach that combines quantitative data analysis, qualitative assessments, and clear communication channels. The goal, as specified, is to recognize the top 15 percent of employees worldwide who demonstrate exceptional potential across all functional areas, without artificially limiting the candidate pool. This entails establishing criteria that are transparent, fair, and aligned with the company’s strategic objectives.

Designing the Talent Identification Strategy

The first step involves defining what constitutes top talent in the context of the organization’s core competencies and future needs. It is crucial to develop a set of standardized performance metrics, such as contribution to key performance indicators (KPIs), leadership potential, innovation, adaptability, and cultural fit. These metrics should be embedded within a robust Human Resource Information System (HRIS) that enables data collection, analysis, and transparency. Modern HRIS platforms like Workday, SAP SuccessFactors, or Oracle HCM can facilitate comprehensive talent assessments and provide real-time insights into employee performance and potential.

Next, deploying 360-degree feedback and peer reviews can offer qualitative insights into an employee’s leadership qualities, adaptability, and interpersonal skills. Integrating these assessments into the HRIS allows for a multidimensional view of candidates, which is critical for identifying future leaders. Additionally, leveraging AI and machine learning algorithms available within advanced HRIS systems can assist in predicting future potential based on historical data, career trajectories, and skill development patterns.

Communication Strategy for the Policy

Communicating this policy to the entire staff is essential for transparency and buy-in. The communication should begin with leadership articulating the rationale behind the initiative—namely, fostering internal growth and recognizing excellence across all regions. Follow-up channels might include town hall meetings, detailed intranet portals, and personalized feedback sessions. Emphasizing the objective of developing a fair and inclusive process helps mitigate fears that top talent is being unfairly selected or limited.

Learning from Less Effective Policies

In recent years, some companies have failed in designing effective talent identification policies, leading to unintended consequences. For instance, Uber’s past performance management controversies highlighted the dangers of overly subjective evaluations that failed to identify true top performers and instead fostered corporate toxicity. Similarly, Amazon faced criticism over its ranking processes, which some argued discouraged risk-taking and innovation among employees.

To avoid these mistakes, the organization must ensure that the criteria for top talent are objective, consistently applied, and free from biases. Implementing calibration meetings among managers can help standardize evaluations and prevent favoritism. Additionally, fostering a culture of continuous feedback rather than annual reviews ensures that high performers are recognized promptly and accurately.

Role of Human Resource Information Systems

HRIS plays a pivotal role by providing centralized data management, enabling predictive analytics, and supporting global talent mobility. For example, SAP SuccessFactors offers features that facilitate succession planning, talent profiles, and development tracking, which are critical for a global talent strategy. Integrating HRIS with performance management and learning systems allows organizations to identify skill gaps and tailor professional development programs accordingly.

Conclusion

In summary, an effective strategy for identifying top talent in a global organization hinges on defining clear criteria, utilizing advanced HRIS capabilities, and fostering transparent communication. Learning from past failures emphasizes the importance of objectivity and fairness in assessments. By leveraging technology and inclusive practices, organizations can cultivate a high-performing leadership pipeline that aligns with their strategic growth objectives.

References

• Aguinis, H. (2019). Performance Management. Chicago Business Press.
• Bersin, J. (2019). The Future of HR Technology. Deloitte Review.
• Cascio, W. F., & Boudreau, J. W. (2016). The Search for Global Competencies: How Multinational Companies Can Develop Talent Worldwide. Journal of World Business, 51(3), 350–363.
• Dettmers, J., & Freitag, F. (2020). HR Analytics and Big Data in HR Management. International Journal of Human Resource Management, 31(12), 1635–1659.
• Guenole, N., & Feinzig, S. (2018). The 3 Key Elements of Talent Analytics. McKinsey & Company.
• Hoffman, L. M. (2018). Building a High-Performance Organization. People Management Journal, 29(4), 45–52.
• Kaufman, B. E. (2017). The Effective Use of HRIS in Strategic HR Management. Human Resource Management Review, 27(2), 293–305.
• Lawler III, E. E., & Mohrman, S. A. (2018). Effective Human Resource Management Strategies. Strategic HR Review, 17(3), 124–130.
• Paauwe, J., & Boselie, P. (2019). HRM and Performance: What’s Next? Human Resource Management Journal, 29(1), 55–74.
• Wilkin, C. (2020). Human Resource Information Systems: A Practical Approach. Routledge.