Introduction
Today many originations have realized that the employees and their ability to build distinct, flexible and resourceful teams are the most important in their successful operation.
Talent development would efficiently create value to solar industries performance and development if they focus on developing their employee skills and competences. The industries need to provide learning opportunities and tools for their employees to better their long-term career.
Talent development is among the best ways that organizations can assure that they have the leadership which they require in their future operation success. However some organizations lack sufficient talent supply which creates an existing gap and insufficient talent which requires to be managed. There are various ways for talent development such as mentoring, coaching, job shadowing, job rotation and assessment. For talent development process to be successful in solar industries, it must star in the top senior management especially human resource management.
The top level management in solar industries can help to nourish talent by being a role model and sharing experiences, emphasize that the employees are very important in their daily operations, act as a coach, take advantage of work problem as a real world training opportunity and emphasize on the importance of learning(Highlandsco,2018).
Talent management is vital for organizations to recruit and select the right kind of people to work for them, but once they are employees it is just as important to ensure they are not only trained to do their current job, but also developed to prepare them for possible career advancement,
Lateral appointments or occupational changes. If talent management is crucial for the
Success and survival of the business, then training, learning and development are key contributors to the success of a talent management strategy (ABE, 2011)
Talent management is associated with core HRM processes which include recruitment and selection, performance management, retention, career development and succession management.
Talent development and management might help solar industries to gain competitive advantage whereby professional and experienced people will be approaching the industry for hire rather than their competitors. They will be able to get the right people in the right job at the right time which will result to increase in the industry productivity (Arvinen & Wei, 2013).
Solar industries are operating in a world where not only is the business world in a continuing state of development, but knowledge and skills are also continually changing, the concept of Continuing Professional Development (CPD) has become increasingly important. CPD is a key part of lifelong learning and development and is all about ensuring that the individual’s skills, knowledge and experiences are regularly updated. The industries should be concerned with new knowledge and skills, but is also linked to reflecting on experience to determine how performance might be improved.
For successful development and implementation of talent management strategy, there are certain principles that must be considered (Coleman, 2008). When developing talent management, solar industries must consider the following factors
• It should be in inline with the organization goals and objectives.
• They should determine the objective of the talent management strategy.
• How it benefits the organization and its impact to the employees.
Turnover management
In this century, organizations need to recruit and retain talented employees so that they can be able to succeed in complex global economy and continue being competitive in business environment. Therefore, organizations need to focus on employees’ retention rather than replacing them.
Employees’ turnover in solar is high in top level management, middle level and subordinate. This means that the industry is experiencing high rate of turnover cost. The rate of turnover is high because the employees are not satisfied with their job (Riia, 2018). Solar HR needs to develop new strategies that will deal with turnover.
Employees’ expectations are changing and the organization is mainly focusing on strategies and talent management approaches. Nowadays, employees are concerned with doing significant and more challenging work, they are loyal to their occupation instead of the organization, they are less adaptive to the structure and the traditional power source, their interest is to create balance between work and life and they prefer to choose their job course by themselves (Neda, 2016).
Talent management has a positive impact on employees’ turnover. Solar industries will be able to ensure that each employee with their unique talent and skills will be appointed the appropriate work positions. The management will be able to provide suitable tools for supporting and empowering the mangers. They will also be able to know what they expect from their employees which will increase work relation between subordinate and top level management.
It is important for solar industries to invest in talent development and management since it will help them to draw ideal potential employees to the industry. When hired, they will be able to improve organization performance and boost employee motivation; therefore they will be able to complete their work and remain within the industry. This will help the industry to increase the rate of employee retention which will result to decrease in recruitment and performance management cost and the rate of employees’ engagement will increase.
Employees also benefit from talent management strategy since it creates more opportunity for development. Solar industries employees will be able to benefit from talent management whereby they will feel engaged, gain more skills, motivated and they will be able to work to the organization goals. Consequently, there will be increase in client satisfaction and organization performance.
Solar industries need to cautiously plan and execute talent development processes for it to be efficient and suitable.
Talent development strategies
In today’s global economy, organizations must continuously invest in human capital. Human resource management needs to work closely with senior management in order to draw, recruit, develop and retain talented employees. However there is skills shortage that exists in both social economic and cultural challenges as talent crosses boarders. Therefore, change in work force such as shifting demography, global supply chain, the aging work force and increase in global mobility pressures the organizations to restructure their approaches on talent management in order to harness talent (Lockwood & Nancy, 2006).
Solar industries have a competitive market place all over the world; therefore it needs to focus on talent management since it is the main driver for the organization success. Effective talent management is considered to be the most important point of strategic advantage today.
Talent development and management is complex and it is continuously evolving. Its changes are influenced by external factors such as economy, global expansion and mergers and acquisitions. Solar needs to align its strategic goals, top level management participation and human resource management since the role of inline leaders in talent development are emerging (Lockwood & Nancy, 2006).
In order for the solar to gain competitive advantage, they need to focus on four main areas since the demand for human capital drives to talent management. The four main areas include acquisition, development, and deployment and employees retention. Pay and benefits also attract employees, top level management focus on retaining and developing talent (Perrin, 2003).
Talent acquisition comes before talent development. Once solar has defined the skills, competences and attributes required for a candidate, they need to select a candidate who meets the criteria. The next thing to do is to train and develop the necessary skills to the employees (Dawn & Biswas, 2003).
Solar industries can implement the following talent development strategies in order to manage talent and reduce employees’ turnover rate. These strategies will help them to gain competitive advantage when it comes to professional and talented potential employees. The industry will also be able to reduce the recruitment cost and their performance will also increase.
Solar industries need to re-evaluate their organization structure. The human resource and the chief executive officer (CEO) and department manager play an important role in talent management but they do not do enough in talent development and management. They need to recruit chief people officer (CPO) who will lead talent management process and hire talented and dedicated specialist such as organization trainer (Johnson, 2007).
Develop long term goals o talent management since it focuses on long term strategy rather than day to day transactional of traditional human resource (Brian, 2019). They need to focus on how they will hire the best candidate and how they will get to them stay and increase their career growth. They need to test different things while measuring their outcome in order to determine whether they will bring positive or negative impact (Julia & Rog, 2008).
There is continuous competition for scarce labor in the market, therefore solar industries need to consider non-traditional labor source. Most organizations will be required to attract and retain employees’ which is different from the employees they replace and they will also be required to adjust their targeting channels and overall challenges accordingly (Hickey, 2002).
There is need to develop effective human resource systems that would help to support identification, assessment and talent development. These systems include human resource planning, efficient talent selection, performance management, career management processes and succession planning (McDonnell & Collins, 2011). These strategy needs to be inline with solar industry operation and strategic objective. The industries also need to develop programmes that will enable talent development such as
● Formal programmes such as conceptual and skill based development programmes and individual growth, action focused development intervention and feedback based intervention.
● Relationship experiment development between peers, top management, customers and suppliers which are important in talent development since employees are able to see new perspectives and understand the bigger issue (Balkundi & Kildull,2006)
● Job based experience development where learners are taken out of comfort zone and have major strategic element where they interact with different bosses.
● Formal or non informal activity development (Conger, 2010).
Solar industries need to focus on talent supply for a specific role such as engineering, sales and marketing. Solar can create plans that will efficiently result to effective talent recruitment and selection that can enhance talent via performance management, training, feedback and great leadership. They also need to build leadership pipeline which involve internal system and structure that will establish the next generation of leaders and continuously develop skill. This strategy will lead to long term employee loyalty since there will be increase in company’s potential in investing their long term capability and help them to realize that the organization is committed in meeting their needs (Sabine,2017).
Another strategy that solar can implement is identifying the future obstacles before they become a major issue in their operation. This includes identifying whether the talent pool is limited as it is indicated in the case study. They can also research on cultural especially whether the manager will be on favor with new recruitment rather than giving promotion to the employees within. They need also to invest in employees and concentrate on internal recruitment that require internal shift in management and development. The human resource needs to consider every employee has a long term investment where internal hiring is less costly than external hiring (Erin, 2018)
Trends that influence talent development and management
Due to rapid growth in economy, every organization needs to take their focus on talent development and management. They need to know the best ways to attract, hire, develop and retain talented employees and they also need to take into account human resource trends
Nowadays, there is need for real time and persistent feedback. Therefore, solar needs to adopt modern tools and techniques that will help the employees to access frequent feedback from various sources such as peers, clients and different top managers. This will help solar to develop a strong work force which will be devoted in meeting overall company objectives. This will help to provide feedback to the employees in real time that result to decrease in employees’ turnover.
New technology in human resource has also influenced talent development and management. Digital human resource helps to create opportunities, learning tools, internal job posting under one system. There has been increasingly arrangement for flexibility in work such as allowing employees to work remotely which helps to create a pool of available talent. This can help solar to attract valuable potential employees.
Rapid growth in technology such as artificial intelligence (AI) makes employees and manager threaten when it comes to talent development but they need to understand that AI will help them to perform better. Solar industries can take advantage of AI where it will help them in interviewing the candidates whereby it will choose the best candidate who meets the requirement of the job position. This will help them to reduce employees’ turnover since the best suitable talented employee will be assigned the appropriate task (Michael, 2019).
Talent development approaches
Learning on the job provides the learners with experience that is a combination of work-based knowledge and the development of skills. As the learner gains experience, the range and complexity of tasks they can undertake without detailed guidance increases. There are various approaches that organizations can utilize in talent development (ABE, 2011).
Project work approach will assist solar industries to assign employee a task for investigating a problem and analyze potential solutions to that problem which is mostly used in organizations. The management needs to consider knowledge of work practices and procedures that can be gained, analytical and problem solving skills can be developed and develop an opportunity to apply knowledge gained in colleges and universities (Jerome, 2015). Solar industries will benefit from distinct that is found in routine work, the managers will be able to monitor performance easily and provide real time feedback to the employees.
Solar can develop job rotation that will takes the form of a series of relatively short term training sessions in a number of predetermined positions such as managers, engineers. This will enable the organization to create program for employees that they will hire to replace those who left the company. The human resource can also transfer the experienced managers to positions in functions or departments with which they may not familiar with. This will enable them to strengthen their scope of their experience at later, rather than earlier stages in their careers.
Job rotation will help to provide a useful introduction into other functional areas of the organization (Wall & Meakin, 2013). The operational staff can also work with marketing staff in order to gain skills and knowledge in marketing strategies. Solar industries will benefit from this approach since it will help the organization to develop a cultural awareness that can be generated by working in different parts of the organization. Job rotation will also create an opportunity to develop management skills by running a smaller profit centre or strategic business unit. These activities are often vital to succession planning.
Demonstration approach will encourage solar employees to learn by experience. The experienced instructors such as managers will demonstrate to learners how to carry out a particular task. This will be an essential preliminary to operating most machines and equipment which will create an opportunity for attachment of trainee managers to a more senior manager to observe negotiations or interviews. This approach has the disadvantage of not always providing the learner with an understanding of why something is done and the learner is prone to pick up bad habits as well as good ones (ABE, 2011).
Solar industries human resource and the managers need to coach employees who will help to accelerate learning speed and improve sustainability through provision of efficient instructions. Employees will be able to complete their task through guidance from an experienced person. Employees will be given guidance and feedback will also be provided which will encourage them and being assisted in overcoming challenging situations.
Job enrichment approach will create an opportunity for employees’ talent development. Managers need to encourage every individual employee to participate in meeting presentations and join the diverse committees in workplace. This will enable them to interact with more experienced and senior management staffs (Jerome, 2015).
Human resource management needs to identify whether their employees are committed enough to be retained and invested on. Solar can benefit from investing in talent development or lose its investment to its competitors. In order to be assured that the employee will work in the organization in the future, solar industries human resource needs to recruit talented staffs who meet the job position requirements. Organizations fail or find it difficult to invest on employees because they do not hire the right person for the right job description. Those who feel that learning unrelated job performance is a waste can results to avoidance in talent development and labor turnover.
Recommendation
I would recommend solar industries to audit its talent management system because it is not effective. This will help human resource to identify areas which are inconsistent in talent development and management. They can also conduct talent review annually which will help to determine the talent pool. Their 360-degree appraisal needs to be reviewed. The human resource manager needs to communicate employees’ grade and recommend them on ways to develop their skills which will help them to increase their performance. This needs to be given more attention on appraisal, from the case study, it seems that top down manager appraisal is broken which creates a room for appraisal from colleagues, customers and subordinate staffs which can be the cause of increase in employees turnover.
Conclusion
Talent development and management strategies can be successful or fail. Human resource need to understand that these developments are complex and need to be given more attention. They need to keep in mind that talented employees needs and wants to be in control of their development but requires the right support and tools from the organization. Talent development and management strategies need to be in inline with the organization goals and objectives.
For organization to be competitive in today business operation environment, they need to invest in their employees in talent development and management. This will help them to increase the rate of talented employees’ retention and attract more talented potential employees. Failure to do this, organizations will lose their talent employees to their competitors which will impact negatively to the company operation in future.
References
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