Application (Week 6) Measuring the Talent Management Function Many organizations that use metrics to measure the success of their talent management function continuously outperform their competition (Pace, 2010). Nevertheless, many organizations still do not have metrics in place for measuring the initiatives’ success (Pace, 2010). Metrics give HR professionals and stakeholders the confidence in their talent management function by depicting the overall performance and enabling them to see when changes are necessary. Suppose you have been asked by an organization what the best metrics are for determining the success of a talent management function. With this in mind, respond to the following in a 2-page paper: • Identify five metrics that you would include in measuring the success of an organization’s talent management function. • Analyze each metric to determine its application and relevance for success. • Would you assign an equal weight to the metrics you chose, or would you assign different weights? Why? If you would assign different weights, how would you weight them and why? Course Text Silzer, R., & Dowell, B. E. (Eds.). (2010). Strategy-driven talent management: A leadership imperative. San Francisco, CA: Jossey-Bass. o Chapter 12, “Managing and Measuring the Talent Management Function” This chapter explores how to leverage talent management evaluation as a strategic tool for driving business success and achieving competitive advantage. It discusses the criteria for talent management programs and processes. Articles/Readings Galagan, P. (2007). Trend watch. T+D, 61(2), 1. Retrieved from Business Source Complete database. This article discusses perspectives on the growing trend among business enterprises to outsource many administrative human resources functions; such as, payroll and benefits administration. Organizations are shying away from outsourcing strategic functions that affect strategy-talent management, employee engagement, and training. • Gordon, E. E. (2010). Talent challenge: Renewing the vision. T+D, 64(6), 42-47. Retrieved from ABI/INFORM Global database. This article explores the roles professionals might fill in workplace learning and development today and over the next decade, to mitigate the current jobs skill crisis scenario. It also discusses the economic conditions that have shouldered much of the blame for the job market’s woes and the major problems with the quality of the U.S. and global workforces. • Oshima, M., Kao, T., & Tower, J. (2005). Achieving post-outsourcing success. Human Resource Planning, 28(2), 7-11. Retrieved from Business Source Complete database. The article focuses on the new HR functions in the post-outsourcing world. It also identifies the need to understand that outsourcing success means having the courage to transform the makeup, organizational design, and strategic priorities of HR. • Ready, D. A., Conger, J. A., & Hill, L. A. (2010). Are you a high potential? Harvard Business Review, 88(6), 78-84. Retrieved from Business Source Complete database. The article refers to personnel management research, which is how organizations identify and develop high-potential employees and the qualities of executives who were previously identified as high-potential managers. Topics include building trust and credibility among stakeholders and colleagues, attaining strategic or financial goals, and gaining new types of knowledge. • Goolsby, K. (2008). Game changers in HR outsourcing and talent management. Retrieved from https://www.outsourcing-center.com/2008-11-game-changers-in-hr-outsourcing-and-talent-management-article-37362.html#ixzz1EFymzfpJ
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