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Importance of talent management


Changes to the surroundings in which banking companies operate was triggered by risky lending which will have higher capital requirements, tougher restrictions and scarcer financing. The economic downturn has influenced the bank industry in such a way that preventing for survival is crucial; to avoid liquidation, acquisition, closures, takeovers and mergers. As a result, banks are confronted with managing risks, settlement and expansion itself.

According to Marcus, who did 25 years of research discovered that the most successful organisations were those people who centered on what they performed best. The bank's way was to "accentuate the positive through skill management and authority development with an objective of measurably increasing its management capacity by 2011". While using strength based viewpoint in the transitional change process, which is valuable within an international environment that is significantly diversified.

Importance of skill management

Talent management consists of individuals and organisational development in response to a changing and sophisticated environment. Talent management focuses on travelling superior business results through people by:

Getting the right visitors to the industry.

Maintaining and keeping employees completely engaged in their work.

Identifying and growing potential leaders.

Motivating and worthwhile employees’ attempts in ground breaking ways.

Aligning individuals resource programs, insurance policies and processes to business goals.

Why Ability Management?

For banking companies to survive as of this period they need to strategise a long-term goal of controlling employees during the downturn which is short term and following the downturn which is long-term through the constant specific personal development(CIPD), right from the recruitment level. As Haley says "it's everybody's ULTIMATE GOAL to produce local interior pipelines and there having continuous supply of talent".

Banks will survive the downturn period due to talent they preserve and develop, as Haley said ''there is insufficient supply, and that means you have to build up your own people''. With no constant use of expertise management, they will not have the ability to cope once the recession has ended, because they will not have the required skills to fill positions quickly to meet evolving business needs.

The fight for lifestyle has lead to a broad level of redundancies hence a substantial lost of expertise. With the constant use of skills management, lenders will grow, develop and develop in a competitive market with the abilities and abilities they consistently develop after redundancies, because the demand out ways the resource for talented people through the recession.

Banks have a tendency to decrease cost, especially on working out and development of employees, forgetting that folks and their development is the main element to the success of any company no matter what the economic environment is. Reducing cost on training and development can have a long term influence on an company, which may lead the organisation to loosing its market share.

The bank increases competitive advantages over its competition by continuously increasing its expertise. By identifying the key ground breaking employees to the organisation that can be further trained and equip to anticipate or solve future issues that may arise. This could be the company's core competence and being the success factor that could be its competitive advantage over competitors.

It evolves employees ground breaking skills necessary for and after the recession. Haley said ''its bottom part on the theory that folks will be successful because they play to their strengths not because they deal with their weakness'', Skills will be available once the recession has ended because innovation originates from the best individuals who are drivers of long term change. It increases the production of employees, hence high quality, success and efficiency is preserved.

The risk of loosing employees to competition due to lack of motivation during the recession, skill management motivates employees to remain with the company long-term, knowing there can be an opportunity for development and development. Motivation provides employees the self-assurance that they need to perform their job properly hence impressive skills can be moved or implemented.

With staff engagement, career planning and continuous personal development strategies from the Human resources development department, there will be enough way to obtain skills and creative creativity. The organisation's brand will be accepted because of its training and development insurance plan, which will attract the best people with the correct skills for the work who can truly add value to the industry.

Importance of change management

Change is the procedure of transforming the manner where individuals or organisations function and requires most employees to learn new skills. Change is perennial in the monetary situation that people currently facing, applying talent management to incorporate change is vital for the success of standard standard bank which explores new opportunities for progress and increase productivity. It can be quite effective when people get excited about the change process, by giving trained in new ideals, skills and behaviours.

Change influences the manager's management tasks and employees in which all of them are content to the same reactions of resistance and constraints. It is vital that the change process is been able properly to reduce the level of level of resistance. Change management would have a long term aftereffect of being affordable; it could reduce the price of future uncertainties that may occur, hence improving the quality of products in the global market.


The continuing use of expertise management minimises change amount of resistance, it maintains key skills to improve up the lender hence the talent management is incorporated into the finance institutions' culture. In order to maximise the skill management process it is essential that the bank adopts Dave Ulrich's (1997) three legged feces model of Shared Service Centre, Business Lovers and Centres of Expertise to ensure the team is well motivated.

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