Module-2

Talent Management & Organizational Environment

Talent Management Approaches, developing a talent management strategy, mapping

business strategies & Talent Management strategies, post-recession challenges of Talent
Management, Talent Management & organizational environment – an overview, shaping
talent planning & developing values, Promoting ethical behaviour.

Talent management is a constant process that involves attracting and retaining high-quality
employees, developing their skills, and continuously motivating them to improve their
performance.

Strategic Approaches to Talent Management in The Workplace

Talent management is a strategy relating to business that helps you recruit, hire and retain the
best talent in your field of work. The goals relating to Talent Management in The Workplace
must be well thought out and planned to be successful. There are some tried and true
approaches to talent management that can set your human resource department apart from your
competitors. Let’s take a closer look at five of these approaches/strategies.

1. Developing Job Descriptions

For each job opportunity that you post for your company, whether it be internally or externally,
the descriptions that you choose are very important. Making sure to be as clear about what
duties go into the performance of a job will ensure that the people who apply know exactly
what is expected of them. You won’t have a high turnover rate because people were misled
regarding what was going to be part of their job. Also, make sure that you list all of the
requirements for applying. This will help minimize the number of applications you have to
discard because people who were not qualified applied anyway.

2. Provide Development Opportunities

Prof Ranjitha N
M.Com, NET, (PhD)
Seshadripuram First Grade College
PG Department of Commerce And Management
For existing employees, make sure to offer ongoing opportunities for people to develop in their
profession. This can be something as simple as a two-day training class on something new that
would aid in everyday duties, or it can be management training programs that allow entry level
professionals to gain valuable knowledge, experience, and opportunities.

3. Performance Assessments

A great way for employees to find out how they are doing and how they can improve is to do
regular assessments. These can be done quarterly or twice per year in order to be effective.
These assessments are usually done by management and give a brief overview of what was
done by an employee, how their performance was, and how they can improve moving forward.
This eliminates any surprises come bonus time or time for raises and talent on staff is always
working towards new goals.

4. Selection Process

Sometimes a candidate will stand out as being the right person for the job, however, there might
be a big pool of people to choose from. A tried-and-true selection process will make your
decisions easier and faster. You will want to make sure requirements are met, references
checked out, a resume is impressive, and so on.

5. Effective Compensation

To hire good talent, compensation rates need to be impressive. They don’t have to be thousands
higher than your competition, but there should be a distinct reputation present for being a good
company with good compensation packages. Good healthcare benefits and additional perks
always help to obtain talent and keep them on board. For example, something as simple as
having on-site, free parking can sway a person’s decision if they would otherwise have to pay
hundreds of dollars each month to park somewhere else in the area at another company.
Ongoing raises and bonuses are a great incentive and a reward for a job well done.

Talent management must stem from a company’s mission and vision for their business. This is
what allows an employee to find their niche, working towards the ultimate goal of the company.
Strategically speaking, these approaches allow people at all levels to be part of something big.
For more information on this topic, and assistance relating to your company’s talent
management.

Prof Ranjitha N
M.Com, NET, (PhD)
Seshadripuram First Grade College
PG Department of Commerce And Management
Talent management strategy
Organizations today recognize the need for an evolved talent strategy – one that doesn’t just
align with business goals, but also drives outcomes. Here are some examples:
 Make workplace culture a top priority
When employees are happy and feel like they belong, they contribute more and stay in their
jobs longer.
 Provide plenty of growth opportunities
With very few exceptions, employees will leave their jobs unless they have visibility into
their career progression options and the right support to pursue them.
 Ensure that employees are using their strengths
Understanding what each employee brings to the table and matching individuals to the roles
and assignments where they can contribute the most helps improve engagement and
efficiency.
 Compensate workers fairly
Employers must have accurate, real-time benchmarks on compensation data specific to
their industry and geographic region if they want to attract and retain in-demand talent.
 Hire diverse talent
By providing broader perspectives and new approaches, diversity can improve problem-
solving and it shows that an organization represents the community it serves.
Or

https://www.edapp.com/blog/10-talent-management-strategies/

Mapping business strategies & Talent Management strategies

Mapping business strategies to talent management strategies is essential for organizations to

align their human capital with overarching goals. Here's a guide on how to integrate business
strategies with talent management strategies:

1. Understand Business Objectives:

 Begin by comprehending the organization's short-term and long-term business

objectives. What are the key goals, and what skills and capabilities are required
to achieve them?

Prof Ranjitha N
M.Com, NET, (PhD)
Seshadripuram First Grade College
PG Department of Commerce And Management
 2. Identify Critical Roles and Skills:

 Determine the key roles and critical skills needed for the successful execution
of the business strategy. Identify positions that directly contribute to achieving
business objectives.

3. Strategic Workforce Planning:

 Conduct strategic workforce planning to ensure that the organization has the
right people with the right skills at the right time. Anticipate future talent needs
based on business projections.

4. Align Talent Acquisition:

 Align recruitment and talent acquisition strategies with business needs. Source
and attract candidates with the skills and qualities necessary for the identified
critical roles.

5. Develop Leadership Pipeline:

 If leadership is crucial for the business strategy, establish a leadership

development program. Identify high-potential employees and provide them
with the necessary training and experience.

6. Performance Management for Strategic Alignment:

 Establish performance management systems that align employee goals with

business objectives. Regularly communicate how individual contributions
impact the overall success of the organization.

7. Employee Training and Development:

 Implement learning and development programs that enhance employees' skills

and capabilities, ensuring they are equipped to meet current and future business
needs.

8. Succession Planning:

 Develop a robust succession plan to ensure continuity in critical roles. Identify

and groom successors for key positions to mitigate talent gaps.

Prof Ranjitha N
M.Com, NET, (PhD)
Seshadripuram First Grade College
PG Department of Commerce And Management
 9. Promote a Culture of Innovation:

 If innovation is a key component of the business strategy, foster a culture that

encourages creativity and risk-taking. Identify and reward employees who
contribute to innovation.

10. Employee Engagement:

 Align employee engagement initiatives with the organization's values and

business strategy. Engaged employees are more likely to be committed to
achieving business goals.

11. Agile Talent Management:

 If the business operates in a dynamic environment, adopt agile talent

management practices. Be responsive to changes in the market and adjust talent
strategies accordingly.

12. Utilize Technology:

 Leverage technology for talent management, such as data analytics for

workforce planning, performance management systems, and talent acquisition
platforms. Ensure that technology supports the execution of business strategies.

13. Measure and Analyze:

 Establish key performance indicators (KPIs) to measure the effectiveness of

talent management strategies in contributing to business outcomes. Regularly
analyze data to make informed adjustments.

14. Feedback Loops:

 Establish feedback mechanisms between business leaders and HR to ensure that

talent management strategies are continuously refined based on changing
business needs.

15. Adaptability and Continuous Improvement:

Prof Ranjitha N
M.Com, NET, (PhD)
Seshadripuram First Grade College
PG Department of Commerce And Management
  Maintain a culture of adaptability and continuous improvement. Regularly
reassess business strategies and adjust talent management practices to stay
aligned with evolving organizational goals.

By closely aligning talent management strategies with business strategies, organizations can
optimize their human capital to drive success and achieve sustainable growth. It's an ongoing
process that requires collaboration between business leaders and HR professionals to ensure
that the workforce is a strategic asset in achieving organizational objectives.

Post-recession challenges of talent management

The recession is taking a U-turn as analysts are officially reporting that the recession is over.
While it will take some time for the recession to pave the way for prosperity and growth for
business in general.
HR may be caught off guard
Although this is good news for business operations, including marketing and sales, it poses
new challenges for human capital. Businesses would no longer run on the old rules, but new
out-of-the-box solutions, more comprehensive efforts, innovative thinking, and new skills
and competencies would be required to grow and prosper. Needless to say, the demand for both
quantity and quality of talented employees will grow worldwide. Companies that fired
employees in the past are already feeling the pinch, as they do not have enough bandwidth to
execute upcoming projects.
Talent scenario during the recession
The law of demand and supply mercilessly applies to human resources, also. During the
economic downturn, companies were able to downsize by getting rid of redundant
workforce. They also restructured the employee compensation processes (mostly by
decreasing) to stave off financial losses. Employees who stayed got the opportunity to handle
a variety of tasks that further sharpened their skills and made them multi-skilled.
However, those who were out of a job lost this opportunity to hone their skills in a new
challenging environment. Adding to our woes, the slashing of training and development
budgets has reduced the number of skilled employees.
These survivors got the opportunity to handle a variety of tasks that further sharpened their
skills and made them multi-skilled. Thus, the overall quality of talent has increased.
Prof Ranjitha N
M.Com, NET, (PhD)
Seshadripuram First Grade College
PG Department of Commerce And Management
And, a difficult road ahead
Such steps taken by companies have created an altogether tricky scenario: the quality of talent
within the companies has increased (raising the bar of the talent), while the quality of skills
available in the job market has dwindled. Now, recruiters find the required quality talent in the
competitors’ workplace.
Corroborating this trend is a study by Accenture that has found that “more than two-thirds of
executives are now deeply concerned about not being able to recruit and retain the best talent.
In today’s global and highly competitive economy, the war for talent is now global, not local.
The survey of more than 850 top executives from the U.S, UK, Italy, France, Germany, Spain,
Japan, and China found worries about talent management were growing, with 67 percent this
year putting it second only behind the competition as the key threat, up from 60 percent last
year.”

It may be worth noting that companies such as Infosys responded to the downturn by investing
more in training. Instead of fearing financial losses, these corporations focus on improving the
quality of their employees’ skills. And the effect is visible in their financial results. Member of
Infosys’ board of directors and head of HRD and Education and Research, T V Mohandas Pai
said, “In response to the economic crisis, we had stepped up our investment in training. This
has made us more competitive in fulfilling clients’ needs today.”
Or

Post-recession challenges of talent management

The post-recession period brings about unique challenges for talent management as
organizations navigate a changed economic landscape. While the specific challenges may vary,
depending on the industry and region, several common themes emerge:
1. Retention and Engagement: As the job market stabilizes, employees may become
more open to exploring new opportunities. Retaining top talent becomes crucial, and
organizations need to focus on employee engagement, career development, and creating
a positive workplace culture to keep their best performers.
2. Talent Acquisition: While the recession may have led to layoffs and downsizing, the
recovery phase often sees a surge in demand for skilled professionals. Competition for

Prof Ranjitha N
M.Com, NET, (PhD)
Seshadripuram First Grade College
PG Department of Commerce And Management
 top talent intensifies, making it challenging for organizations to attract the right people.
Effective employer branding, recruitment strategies, and competitive compensation
packages become critical.
3. Skills Mismatch: The skills required for success in the post-recession era may differ
from those prevalent before the economic downturn. Organizations need to assess their
current talent pool and identify skill gaps. Training and development programs become
essential to upskill existing employees and ensure they meet evolving job requirements.
4. Flexible Workforce Management: The recession may have prompted organizations
to adopt more flexible work arrangements. As the economy recovers, organizations
must decide on the optimal mix of full-time, part-time, remote, and on-site workers.
Managing a diverse and flexible workforce poses challenges related to communication,
collaboration, and maintaining a cohesive organizational culture.
5. Leadership Development: During a recession, leadership development initiatives may
have been put on hold. As organizations rebound, there is a need to identify and nurture
the next generation of leaders. Developing a leadership pipeline is crucial for sustained
success and effective talent management.
6. Employee Well-being: The economic downturn may have taken a toll on employee
morale and well-being. Organizations must prioritize employee mental health, work-
life balance, and overall wellness. A focus on creating a supportive and inclusive
workplace culture is essential for both retention and productivity.
7. Technology Integration: The post-recession period often sees increased reliance on
technology to streamline processes and improve efficiency. Talent management
systems, data analytics for workforce planning, and other technological tools become
integral for managing talent effectively.
8. Cost Management: While organizations aim for growth post-recession, they must also
balance the need for talent with cost considerations. Striking the right balance between
attracting top talent and managing costs requires careful planning and strategic
decision-making.
9. Global Workforce Considerations: For organizations operating globally, managing
talent across different regions and cultures presents additional challenges. Adapting
talent management strategies to suit diverse markets while ensuring consistency in the
overall approach is vital.

Prof Ranjitha N
M.Com, NET, (PhD)
Seshadripuram First Grade College
PG Department of Commerce And Management
 10. Regulatory Compliance: Changes in economic conditions may lead to shifts in labor
laws and regulations. Staying abreast of legal developments and ensuring compliance
with employment regulations is crucial for avoiding legal issues and maintaining a
positive employer brand.
Navigating these challenges requires a strategic and proactive approach to talent management.
Organizations that invest in their people, adapt to the evolving workforce landscape, and
prioritize employee well-being are better positioned to thrive in the post-recession era.

Talent Management & organizational environment – an overview

The organizational environment plays a crucial role in shaping talent management initiatives
and fostering a culture of values and ethics.
Organizational Environment and Talent Management:
1. Culture and Values:
 Influence on Talent Management: The organizational culture and values set
the tone for talent management practices. A positive and inclusive culture
attracts and retains talent that aligns with the organization's values.
 Integration with Talent Planning: Talent planning should be aligned with the
organization's culture and values. Identifying and developing talent that
embodies these values contributes to a cohesive and harmonious work
environment.
2. Leadership and Management Style:
 Leadership's Role in Talent Management: The leadership style and
commitment to talent development impact the success of talent management
initiatives. Supportive leaders contribute to employee engagement and growth.
 Talent Development Strategies: Leadership should actively participate in the
development of talent management strategies, emphasizing continuous
learning, mentorship, and career progression.
3. Organizational Structure:
 Agility and Flexibility: The organizational structure should support agility and
flexibility to adapt to changing talent needs. This is crucial for effective talent
planning and development in dynamic business environments.

Prof Ranjitha N
M.Com, NET, (PhD)
Seshadripuram First Grade College
PG Department of Commerce And Management
Shaping Talent Planning:
1. Strategic Alignment:
 Integration with Business Strategy: Talent planning should be aligned with
the overall business strategy. Identifying the skills and competencies required
to achieve strategic objectives guides talent acquisition and development
efforts.
2. Succession Planning:
 Identifying Future Leaders: Succession planning is a critical component of
talent management. Identifying and nurturing high-potential employees ensures
a pipeline of leaders who can take on key roles in the future.
3. Skill and Competency Mapping:
 Assessing Current and Future Needs: Regularly assessing the organization's
skill and competency requirements helps in identifying talent gaps. This
information guides talent development initiatives to meet present and future
demands.
4. Diversity and Inclusion:
 Promoting a Diverse Talent Pool: Talent planning should consider diversity
and inclusion efforts. A diverse workforce contributes to innovation and
creativity. Ensuring equal opportunities for all employees supports a positive
organizational culture.

Promoting Ethical Behavior:

1. Leadership Example:
 Role Modeling Ethics: Leaders play a pivotal role in promoting ethical
behavior. Their actions and decisions set the standard for the entire organization.
A commitment to ethical conduct at all levels fosters trust and integrity.
2. Code of Conduct:
 Clear Guidelines: Establishing and communicating a comprehensive code of
conduct provides employees with clear guidelines on ethical behavior. This
document serves as a reference for expected standards of behavior.
3. Training and Awareness:

Prof Ranjitha N
M.Com, NET, (PhD)
Seshadripuram First Grade College
PG Department of Commerce And Management
  Ethics Training Programs: Conducting regular training programs on ethical
behavior helps employees understand the importance of ethical decision-
making. Awareness campaigns can reinforce the organization's commitment to
ethical conduct.
4. Whistleblower Protection:
 Encouraging Reporting: Implementing whistleblower protection mechanisms
encourages employees to report unethical behavior without fear of retaliation.
This contributes to a transparent and accountable work environment.
5. Ethics in Performance Evaluation:
 Incorporating Ethical Metrics: Including ethical considerations in
performance evaluations reinforces the organization's commitment to ethics.
Recognizing and rewarding ethical behavior contributes to a positive workplace
culture.
In summary, talent management is deeply influenced by the organizational environment. By
aligning talent planning with organizational goals and promoting ethical behavior,
organizations can create a workplace culture that attracts, retains, and develops top talent while
fostering a values-driven and ethical workplace.
Or

CREATING AN ETHICAL ORGANIZATIONAL CULTURE

“Having an organizational culture that emphasizes ethical behavior can cut down on
misbehavior of organizations. Research shows that whether an organization develops a culture
that emphasizes doing the right thing even when it is costly comes down to whether leaders,
starting with the CEO, consider the ethical consequences of their actions. Leaders with a moral
compass set the tone when it comes to ethical dilemmas” (Truxillo, Bauer, & Erdogan, 2016,
p. 385).
Robbins and Judge (2009) offer a nice list of what management can do to create a more ethical
organizational culture. They suggest a combination of the following practices:
1. Be a role model and be visible. Your employees look to the behavior of top management
as a model of what’s acceptable behavior in the workplace. When senior management is
observed (by subordinates) to take the ethical high road, it sends a positive message to all
employees.

Prof Ranjitha N
M.Com, NET, (PhD)
Seshadripuram First Grade College
PG Department of Commerce And Management
2. Communicate ethical expectations. Ethical ambiguities can be reduced by creating and
disseminating an organizational code of ethics. It should state the organization’s primary
values and the ethical rules that employees are expected to follow. Remember, however,
that a code of ethics is worthless if top management fails to model ethical behaviors.
3. Offer ethics training. Set up seminars, workshops, and similar ethical training programs.
Use these training sessions to reinforce the organization’s standards of conduct, clarify
what practices are and are not permissible, and address possible ethical dilemmas.
4. Visibly reward ethical acts and punish unethical ones. Performance appraisals of
managers should include a point-by-point evaluation of how his or her decisions measure
up against the organization’s code of ethics. Appraisals must include the means taken to
achieve goals as well as the ends themselves. People who act ethically should be visibly
rewarded for their behavior. Just as importantly, unethical acts should be punished.
5. Provide protective mechanisms. The organization needs to provide formal mechanisms
so that employees can discuss ethical dilemmas and report unethical behavior without fear
of reprimand. This might include the creation of ethical counselors, ombudsmen, or ethical
officers.

Important talent retention factors

Consider the following five factors that can help organizations retain talent in the post-
recession era:
- Clear goals, targets and expectations: Organizations need to outline what exactly they
expect from employees and what should they do to meet these expectations. A talented
mind without a direction is most likely to falter off course.
- Balanced work environment: Talented employees have huge caches of energy and they
are willing to do what it takes to meet deadlines. But often, they need time to re-energize
themselves. Organizations that want to retain talented employees need to provide a positive
environment that allows them to re-energize themselves more often.
- Track performance goals and provide analysis: Innovators and hard workers need
constant motivation to perform better. They need to know whether they are producing the
desired results. One way to let them know about their performance is to point toward
specific results, achievements or failures (which they can fix before it is too late).

Prof Ranjitha N
M.Com, NET, (PhD)
Seshadripuram First Grade College
PG Department of Commerce And Management
- Fair performance evaluation: At the end of the day, the high fliers want to get
acknowledged for their work. The first acknowledgment is a fair and formal performance
appraisal. Employees should be specifically told where they met expectations and where
they did not.
- Compensation to maintain a decent lifestyle: Employees who deliver quantity with
quality also expect fair compensation that is compatible with the market.

Talent Planning

Talent planning is a comprehensive strategy that structures how a company plans for hiring,
retaining, and developing its current and future employees.

Talent planning is the process of anticipating new responsibilities and staffing needs and
planning how to meet them by developing current employees. It can help you avoid the
potentially timely, costly, and inherently uncertain process of meeting needs by hiring people
from the outside.

Talent planning focuses on four key areas:

Cost: Companies want to optimize their spending on their workforce – meaning spending their
money as effectively as possible. What’s more, today’s workforces are becoming increasingly
remote, and a company’s talent pool now stretches globally. Hiring talent from different
countries with more competitive pay packets allows companies to stay competitive and control
costs.
Demographics: Aging and retiring employees and outdated skills can pose a problem for
companies if they don’t have a plan to deal with it. Talent planning can create a strategy to
reskill and retrain loyal employees you already have in your company.
Management: Keeping top talent in the company isn’t easy. Talent planning focuses on
keeping the best employees within company by creating career succession paths to replace
senior management and executives when they’re ready to move on.
Flexibility: The days of working 9-5 are slowly starting to fade. Now, employees are looking
at a company’s flexibility and innovation when choosing their career pathways. With talent
planning, it’s easier to plan for these changes and accommodate top talent within the company.

Prof Ranjitha N
M.Com, NET, (PhD)
Seshadripuram First Grade College
PG Department of Commerce And Management
For businesses that are serious about not only keeping top employees at their company but also
outsmarting their competitors, talent planning has become a significant focal point. Over now
talent planning is one of their main priorities—11% saying it’s their top priority.

These executives know that creating a successful business and keeping employee’s happy
means working hard on their talent. If they plan for their workforces to be the right size and
shape, keep costs down, and remain flexible, they’ve got a great shot at building a team that
can be competitive today—and in the future.

Steps to Effective Talent Planning

1. Align with the organization’s business goals
The first step to effective talent planning is knowing exactly what your company’s goals are.
It’s crucial to get a realistic idea of your company’s expansion plans and market opportunities
so one can outline the organization’s business goals for today and the future. Now, don’t get
this step confused with the annual budgeting process that looks at employee turnover and
retention rates. This goes beyond that. You need to outline where you see your company in 5
years, what you want your product or service to look like, and what talent and skills you’ll need
to make that happen.
Do you need to hire more software engineers? Do some of your senior executives need training
on how to adapt to a more modern, flexible working environment?
Take a look at your in-house talent as well as the talent you hope to attract from the outside.
Only then can you get deeper insights into what your company needs to achieve its goals.

2. Implement and use talent analytics

Prof Ranjitha N
M.Com, NET, (PhD)
Seshadripuram First Grade College
PG Department of Commerce And Management
Next, lean on your data to help you plan for your current and future talent needs.
Considering the importance of talent analytics, it’s surprising how little they’re used right now
to track talent. A Deloitte report found that only 4% of companies have predictive talent
analytics capabilities to help them manage talent, and just 14% of companies have a talent
analytics program in place.
Implementing and using talent analytics can help you to analyze the talent and skills your
company already has. However, it also allows you to conduct a thorough skills gap
analysis and uncover shortages in your business. Skills that were in high demand in 2010s
may not match what you’ll need in five years.
For example, talent analytics can highlight which of your employees are more productive than
others, which have more modern skillsets than others, and even which staff are more engaged
in their roles. Such talent intelligence also helps you analyze expected salaries and benefits for
current and future job openings in your company so you can create better offers and retain top-
performing employees.
Pro-tip: If you want to learn more about how to use talent analytics, here’s an article
explaining its benefits and how to use it.

Talent analytics still isn’t widely used in business. Before you implement it, look at what issues
you’re trying to address and start tracking relevant data.

3. Determine critical hiring needs and create a hiring plan

Understanding your business goals goes hand in hand with identifying your company’s critical
hiring needs. Start by having conversations with hiring managers from different departments
about their plans and strategies. Determine how many people in key positions like managers
and executives they predict will be retiring or leaving their positions soon so you can
prioritize. Then, look at what hires you’ll need to make to ensure future goals become a reality.
Prof Ranjitha N
M.Com, NET, (PhD)
Seshadripuram First Grade College
PG Department of Commerce And Management
Once this is done, you can create a hiring plan. Break down the numbers of new hires you’ll
need to make to fill current and future skills gaps, as well as a budget and recruiters you’ll need
to make it happen. Then, you can start analyzing these roles and requirements individually, and
come up with a recruitment process to attract the right talent for each of them.
Stop guessing, Start data-driven hiring. Learn how you implement a modern candidate
selection process, that is: streamlined, experience-driven and backed by data.
4. Identify high-potential employees
Beside creating a hiring plan to fill skills gaps, take a look at the talent you already have in
your company.
Analyze the top talent in the lower ranks of your organization and try and identify if any of
them have leadership potential. Look at their skill sets, determination, and culture fit and then
assess them to see if they have what it takes to be a future leader at your organization. Hiring
and filling positions internally makes a lot of sense as employees with high potential are 91%
more valuable to organizations than non-high potential workers.

Measuring employees this way gives businesses a birds-eye view of their work habits,
leadership potential, and ideal job aspirations. Once you have a firm handle on these aspects,
it’s easier to find internal employees to promote and fill leadership positions down the line.

Identifying, developing, and promoting your high-potential employees will lead to better
leadership at your organization.

5. Develop your employees

Although we’ve just highlighted the importance of finding employees with future leadership
potential, you still need to focus on every employee.

Prof Ranjitha N
M.Com, NET, (PhD)
Seshadripuram First Grade College
PG Department of Commerce And Management
Talent planning requires creating a strategy that looks after the development of every single
staff member on your team. Your talent planning strategy should provide employees with
learning opportunities, as well as internal mentoring from managers and senior leaders.
Having an internal mobility program makes it easier for your company to reskill current
employees and fill department gaps without having to look externally. Even better, an internal
mobility program helps you to recognize cross-collaboration opportunities so employees can
use different skill sets to get projects done quicker.
Finally, track your employees’ upskilling or retraining efforts. If they’re completing additional
training, touch base with them when they’re close to the finish line so you can talk to them
about what comes next. The sooner you reach out to an employee who is working on keeping
their skills sharp, the more chance you’ll have of keeping them at your company instead of
losing them to a competitor.

6. Establish retention strategies

It isn’t enough to have a good recruitment strategy in place—you also need to look for ways to
keep your employees on board. Make sure you keep a close eye on what packages you’re
offering to current and future staff. Are your benefits packages good enough? Are there any
pay gaps? Do you offer your talent enough opportunities to develop new skills and move
around to other departments? Retaining staff can also come down to listening to what they want
and showing them you care. Employee surveys are an easy and cost-effective way to see how
satisfied your employees are and, more importantly, identify issues before they start affecting
your retention numbers.
Another way of diagnosing potential problems with retention is conducting exit interviews
and taking a close look at the results, so make it a fixed part of your offboarding process.

Prof Ranjitha N
M.Com, NET, (PhD)
Seshadripuram First Grade College
PG Department of Commerce And Management
Employee wellness is much more than subsidizing yoga classes. Think about other health,
environmental, and financial wellness initiatives you could implement that your employees
would find beneficial.
7. Build a long-term employer branding strategy
Effective talent planning doesn’t happen overnight. It requires long-term thinking about how
you want your organization to be perceived in the future and what narrative you want to tell
your staff. A big part of this is creating an effective employer branding strategy. This strategy
is critical in attracting, hiring, and retaining new employees. 94% of candidates will apply for
an open job position if that company actively manages its employer brand, and more powerful
branding leads to 50% more qualified applicants.
Parts of building a strong employer brand like clear company goals overlap with talent
planning. However, other aspects like creating a stand-out career page and utilizing
interactive online candidate assessments can make your branding pop. Such assessments allow
potential candidates to get a taste of the culture and expectations at your company during the
hiring process.
This helps talent decide whether or not your company is the company for them.

Employer brand and reputation will continue to be important in the post-COVID-19 world.
Establishing a long-term employer branding strategy will help you become an employer of
choice in times of economic prosperity but also recession.

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Prof Ranjitha N
M.Com, NET, (PhD)
Seshadripuram First Grade College
PG Department of Commerce And Management