Page 61 - CMA Journal (May-Jun 2026)

A r t ic le S ec t ion

Talent Management Process Recommendations
As noted above, nurturing talent requires an inclusive It is observed that organizations envision superior
strategy. customer experience and higher value for their money
but their performance remains within the con nes of
• It begins with translating vision and values into e ciency and pro ts. Public utility companies are the
to-do behaviors.
glaring example. They keep raising prices of their
For example: An organization may proclaim as a services only to cover up their internal ine ciencies
Organizations are of the people, by the people and behavior and last but “Solutions Company” and promotes values of and sometimes even to compensate for their
most importantly for the people. Put it simply, people not the least personality innovation and reliability. So, practically employees’ corruption driven losses while the performance of their
occupy pivotal position in the organizational chores. charisma and grooming. behaviors should be anchored to solution building, employees remains far from quality service. Eventually
Organizations that adequately serve the interests of Obviously, when the creativity, customer satisfaction, etc. customer experience and value for their money keeps
their stakeholders, customers, suppliers, employees, focus on organizational diminishing. Local corporate entities also face
investors and community at largely, are truly competitiveness remains This follows that personality type and competencies, challenges of living by their vision and values, for most
synergistic and sustainable. That said, performance of in shadow, the which critical to promote target behavior and of the time employees’ performance remains divorced.
the people drives meaningful organizational o r g a n i za t i o n a l performance should be charted. For example: In the Consequently, they fail to compete with international
productivity while other resources i.e. technology and performance continues given scenario knowledge, analytical skills, out of box brands.
environment augment people’s performance. Thus, to to be short term thinking, problem solving, empathy, commitment,
bring about meaningful transformation, talent pro tability alone while work motivation, etc. Turning around the prevailing scenario is the urgent
management should come rst. long term vulnerability • Promote culture (values and norms) that need of the local organizations should these resolve to
Traditionally, human resource management (“HRM”) remains high. Among encourage target behaviors. compete and become sustainable in the true sense.
operates in isolation, assuming that it is a sta other factors, most The solution lies in managing strategically and
function. Consequently, its output remains within the signi cant cause is For example: Foster norms like walking an extra mile, transforming generalized (administrative) skills set into

realms of mobilizing generalized skill set, divorced employee-behaviors. value customers, recognition for innovative solutions, targeted business competencies. To do this,
compensation, retention, discipline and last but not Translating human resource performance into etc. organizations need to add strategic perspective and
the least legal and regulatory compliance. In short, it organizational synergy entails advancing human • Focus on total personality development not just continually build competitive talent inventory that
remains focused on administration of human resource management to a strategic level. In this • Talent acquisition is the rst step. It refers to in uences within the permeable environment the job skills. ensures superior customer experience, higher value for
resources with simple goals of ensuring equity, fairness transformation, the most imperative of all is to build recruiting and onboarding individuals with contribute towards employee’s learning. Such as their money, and market competitiveness.
and employee satisfaction rather in isolation of strategically aligned people competencies across the compatible personality-type (values, motivation culture, management style, opportunities and more For example: Make training curriculum inclusive and Conclusion
corporate strategy. Hence, it remains short of echelons, which is referred to as “Talent management”. diverse at the same time to build values, harness
unleashing organizational synergy. It aims to align employees’ performance with and learnability). An employee can learn skills but importantly reinforcements for learning and motivation, and transfer job knowledge and skills. The Employees’ performance is at the center of any
without compatible values, constructive motivation
developing, empowering job design, last but not
Case in Point: Typical organizations in the local organizational vision, values and strategy thus and learnability, an employee can never be a the least policies that harness employees’ behaviors. process must continue along with the career trajectory organization. It is a complex outcome of employees’
potential and organizational factors. Hence, an
environment are largely organized along augmenting the competitive advantage. manageable resource. Let me clarify that here of employees. inclusive strategy for inducting employees with the
administrative hierarchies, ministerial job designs and That said, talent management is a strategic level HRM motivation is not craving for rewards but • Talent retention is the third step. Retaining • Reinforcement is crucial yet tricky. Compensation
are dominated by generalist skill set. Work culture is intervention. It advocates aligning people’s employees with compatible values, constructive is the most considered reinforcement. right personality make-up and learnability, and
control centric, with strong status orientation. competencies with organizational vision, values and conscientious orientation towards work motivation and most importantly higher harnessing organizational factors can increase chances
Managers remain focused on operational issues and strategy. The schematic diagram given above explains responsibility and commitment. learnability is critical for attaining organizational Empirical evidence suggests that it may be a strong of developing talent necessary to sustain
re ghting. The permeable environment promotes component of a typical talent management. Academic preparation, professional training and sustainability. However, simply retaining an variable for employee retention but not really e ective competitiveness. In short, to implement talent
employees’ behaviors within a narrower band. relevant experience are relevant criteria. It should, employee on his or her present competencies in promoting excellence on the job. Having said, management the organization should; -
Consequently ownership, innovation and rationality Talent Management Paradigm however, be considered as basis to one’s ability to would only create inventory of dead woods in the multiple and diverse reinforcements are needed to a. Demonstrate unwavering resolve and
remain much compromised. Last but not the least, learn and adapt to the speci c job context rather future: a liability no organization can a ord. promote performance. commitment to its Vision and Values.
organizations reckon pro ts as the sole indicator of Talent is not an evergreen inventory organizations can
performance rather than long term competitive bank upon. Changes in the job context as well as than as a success factor in itself. This is evident from Hence, retention strategies should focus on For example: While fair pay is a must but career growth, b. Align human resources strategy, policies and
advantage and sustainability. employee’s vertical and horizontal movements in the multiple real-life situations. developing succession plans, identifying required professional development, self-esteem, recognition, system to the Corporate Strategy
hierarchy make talent irrelevant if not totally obsolete. involvement, justice, equity and merit also must be on
Paradoxically, such a scenario not only prevails That said, inducting employee based on speci c • Talent development is the second step. A product development trajectory and o ering opportunities the reinforcement menu. c. Identify core competencies for the management
amongst conventional organizations, but ironically competencies can only guarantee short-term success. must keep getting better to sustain its competitive such as job rotation at considered intervals, and executive employees.
pseudo modern organizations that propagate vision In the long run the same employee tends to become a advantage in the face of changing needs and mentoring programs, training and development, • Last but not the least, management decisions d. Integrate recruitment, onboarding, training,
and values and talk about strategy are no di erent. liability. Hence, it is imperative that the potential expectations, so is the employee’s competencies. etc. It is imperative that employees’ development is and actions should manifest the essence of evaluation, reinforcement and retaining
Unfortunately, it is so because they ignore to build employee should bring compatible values and the Job context keeps changing, so is the locus of an monitored and evaluated on continuous basis, else corporate vision and values. processes to e ectiveness.
strategically aligned people competencies and acumen to learn and develop. This broadens the scope employee. S/he must unlearn existing and learn the investments are likely to go down the drain. For example, managers should focus on solutions, they
rede ne their jobs accordingly. Consequently, of talent management beyond recruitment and newer competencies to keep up with the changing Needless to say, organizations should ensure equal should hold hands of the employees, delegate and About the Author: The writer holds a professional qualification in
performance evaluation and feedback continue to onboarding. It comprises of three dimensions, namely; work challenges. opportunities for all. Otherwise, organizations will empower them, and last but not the least promote Banking and Finance. He is a practicing Human Resources and
focus on non-core anchors. Such as, relationship with talent acquisition, talent development and talent risk heightening dissatisfaction across the echelons Organizational Development Professional, having more than three
decades of hands-on experience in his field. He has authored books and
seniors, obedience, general intelligence, social retention. Learning does not occur in vacuum. Besides objectivity, transparency, recognition, etc. publishes extensively.
employees’ values and learnability, a host of and emergence of blue-eyed culture.

ICMA’s Chartered Management Accountant, May-Jun 2026 59