Applicant Tracking helps managing talent
The coincidence of same topic “talent management” in the same month as cover story by the famous leading magazines like Harvard Business Review, Business Week, and Training & Development is a clear indication of discussion about prevailing hot topic.
The recruiting, training and retaining of good worker are the different names generally used in place of Talent management. All these techniques are not basically new and are existing over a period of years. Though the basic concept of Talent management is ancestral it is better to think about its evolution progress.
During late 19th century, all business organizations realized the need for training and development of their employees and approached universities for seeking help. In 1881 University of Pennsylvania created an undergraduate business education programme upon consistent approach by the co-founder of Bethlehem Steel, Mr. Joseph Wharton. Subsequently Dartmouth and Harvard also started soon.
On approaching mid twentieth century, universities started realizing the importance of mid management in the companies and started focusing on executives. Universities started giving more theoretical knowledge to the executives.
Theoretical knowledge programmes by the universities become irrelevant when the executives are put in actual field workstations. Now corporate universities (CUs) have come into picture to rescue companies in offering company-specific training to the employees. This training imparts real work feel specific to the different systems like applicant tracking system existing in the company to employees that is most beneficial to the organizations.
Presently the two important executive coaching and action learning programmes are available to the executives to learn and undergo. Executive coaching concentrates on many of the emotional intelligence for one-on-one guidance. Manages and executives are compelled to work on real problems in action learning programme and they learn from the results of practical applications.
The recruiting, training and retaining of good worker are the different names generally used in place of Talent management. All these techniques are not basically new and are existing over a period of years. Though the basic concept of Talent management is ancestral it is better to think about its evolution progress.
During late 19th century, all business organizations realized the need for training and development of their employees and approached universities for seeking help. In 1881 University of Pennsylvania created an undergraduate business education programme upon consistent approach by the co-founder of Bethlehem Steel, Mr. Joseph Wharton. Subsequently Dartmouth and Harvard also started soon.
On approaching mid twentieth century, universities started realizing the importance of mid management in the companies and started focusing on executives. Universities started giving more theoretical knowledge to the executives.
Theoretical knowledge programmes by the universities become irrelevant when the executives are put in actual field workstations. Now corporate universities (CUs) have come into picture to rescue companies in offering company-specific training to the employees. This training imparts real work feel specific to the different systems like applicant tracking system existing in the company to employees that is most beneficial to the organizations.
Presently the two important executive coaching and action learning programmes are available to the executives to learn and undergo. Executive coaching concentrates on many of the emotional intelligence for one-on-one guidance. Manages and executives are compelled to work on real problems in action learning programme and they learn from the results of practical applications.
Now what is the actual problem we are discussing? With such a sophisticated organizational learning programmes why companies will not steep in profitable growth? Certainly it is not necessary. All these programmes are highly expensive and need lot of money to organize them. There is ambiguity on ROI if this huge investment of time and money is done on these programmes.
The pathetic condition is that many companies forgotten employee training is only a part of effective talent management. There are other things like recruiting and retention as inclusions in talent management.
If you do an introspective analysis you fill find the first instant question that whether your company training the right people? It is quite fact that training wrong people is simply wasting organizational resources. How effectively you are able to retain the trained manpower within your organization? If you are unable to hold trained people, are you becoming a good people trainer for your competitors?
I am suspecting that in the present days all companies are not able to do effective talent management in their organizations. Also my suspect has been proved by the statistical analysis done recently by Society for Human Resource Management. These statistical results are revealing the inference that only 40% of HR professional ascertains their company can identify high-potential employees and is frugal. And it is apparent that remaining 51% of companies are merely dumping their money and time into gutter.
The pathetic condition is that many companies forgotten employee training is only a part of effective talent management. There are other things like recruiting and retention as inclusions in talent management.
If you do an introspective analysis you fill find the first instant question that whether your company training the right people? It is quite fact that training wrong people is simply wasting organizational resources. How effectively you are able to retain the trained manpower within your organization? If you are unable to hold trained people, are you becoming a good people trainer for your competitors?
I am suspecting that in the present days all companies are not able to do effective talent management in their organizations. Also my suspect has been proved by the statistical analysis done recently by Society for Human Resource Management. These statistical results are revealing the inference that only 40% of HR professional ascertains their company can identify high-potential employees and is frugal. And it is apparent that remaining 51% of companies are merely dumping their money and time into gutter.
