Human Talent in my Future

I have always considered the extent permitted me to see the human talent can be very wide among them, it is not possible that only certain of what we will run as there are many options to reaffirm or build the very concept of a career however I hope build my future in a successful ejecuión of learning in administrative work area, as it will allow me to highlight the strong points of learning I received and the approaches to it that may apply, I think complmentar this election with an administrative undergraduate will be constructive and very advantageous having the tools start have learned to build in that order of hope ideas that might focus on two concepts studied law and business administration, and hoping that both courses built me as a better manager of human talent

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Human Talent In the Future

Human Talent is changing as new insights into brain science and human behavior are being made at unprecedented levels by scientists, and as analytics are enabling organizations to test hypotheses and form conclusions by analyzing a newly available treasure trove of big data.

Accenture provides the insights to help your company use science to reshape the way talent is managed and, ultimately, achieve high performance.HT is related functions in many organizations, where both are concerned about critical people processes. Sometimes they get along fine; but at other times, they eye each other with suspicion. Why is it that HT doesn't get along sometimes?

Although quite often they have a common reporting structure (e.g. to the VP of HT), they often have different areas of focus. HT tends to focus on short-term tactical people processes such as recruiting, benefits, salary structure, policy, pay, and performance reviews.

HT's purpose leans toward organizational maintenance,

In the best of situations, it functions find areas of commonality, where working together, collaboration, and creativity can surface and be applied to needs of the business.

Sometimes, however, there can be trouble. Because practical HT is more here-and-now, and visionary  HT can view as fuzzy and "in the air."

There can also be turf issues if one group strays into an area that the other group feels it owns. For example, performance management. HR stakes a claim because of the link to merit and bonus pay.

Like a married couple, each brings its own personality to the relationship. Hopefully the union will last. May it be a long and fruitful one! As long as each party can adapt to the needs of the other, appreciate the other's gifts, and adjust to the differences of the other, HR should have a nice long run.

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Human Talent Management

Directly this career has helped me to resume direct perspective on the control of employees and workers, I think its influence serve as a great bridge between the world of work I aspire and professional training I want, from this perspective I need improvements interrelation my skills because I have always considered as an independent agent in the organization, however within this selection deepening labor perspective has made me focus on the development of human and social relations with the aim of contributing to generate better productivity and efficiency in managing resources and personnel to enable management to be effective

Given this approach only I aspire to receive assertive each formation to which he is to be exposed to analytical approach, returning not only the importance of the career implementation  but the scope of this I can afford

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Customer service is the service provided to customers before, during and after purchasing and using goods and services. Good customer service provides an experience that meets customer expectations. It produces satisfied customers. Bad customer service can generate complaints. It can result in lost sales, because consumers might take their business to a competitor.

in the case of human talent management corresponds to identify the needs presented my external customers (anyone that is not part of the organization) and internal customers (any person who directly or indirectly be part of the organization). This for effector allow them hacíua loyalty to the organization effects can comprometar or enjoy the services offered by the same company.

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Payroll:

Payroll is defined as the activity of relating the various developments involving workers, recognition of their work and possible deductions to which there is room for items that have interrupted the execution of their duties, all this translates into monetary recognition that is done on all the above items for this development specialist knowledge in all concepts that warrant direct connection with the components of payroll that is, from the determination of the value of a business day and deductions that must be made is required from the concept of securing labor through social security systems or anachronism GS - SST or transliterating the General System security and Health at Work. Also a person can develop suitably different developments for settlement of payroll required

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HSEQ Program

The HSEQ anachronism means Health Security Enviroment and Quality (in some cases excludes the Q about Quality and just take the HSE relevance) This program is the way to protect the company's workers, it mean a full supervision on activities that may involve risk workers and in turn cause damage to the health of themselves or work quality is expected of them, it is very important to accompany the process of monitoring the environment and analysis labor in order to find the possible abuses of which is to analyze the environment and prevent them.

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About Salary / Management Administration:

The salary administration is to generate patterns of valuation between the activities performed by each employee in the organization, and financial compensation that they receive for the implementation of these activities, in other word is to standardize the values ​​that constitute a direct or indirect remuneration on business needs

To complete for this task to be fully effective it needs to involve a supervisor of each work area that allows stating that the work required to be brought fully, so there will be a thorough check on the functions that take place in different work environments and to review compliance of the same activities

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Training and Development

Training and Development

One of the most harder task about the human talent management, it's the Training and Development task, on this phase you need identify the different work areas, it could help on the differences Training activities, because the activities can´t be the same for all workers, for this task it's necessary an identification about the needs on each work area to find the better form to guide your Training. About the Development, you'll search the way to may grow your staff, in all ways, it means help to your staff to improve their work skills, satisfy their needs and manage them a fidelity criterion against the company.

Training and development encompasses three main activities: training, education, and development

• ·  Training: This activity is both focused upon, and evaluated against, the job that an individual currently holds.

• ·      Education: This activity focuses upon the jobs that an individual may potentially hold in the future, and is evaluated against those jobs.

• ·        Development: This activity focuses upon the activities that the organization employing the individual, or that the individual is part of, may partake in the future, and is almost impossible to evaluate

The "stakeholders" in training and development are categorized into several classes. The sponsors of training and development are senior managers. The clients of training and development are business planners. Line managers are responsible for coaching, resources, and performance. The participants are those who actually undergo the processes. The facilitators are Human Resource Management staff. And the providers are specialists in the field. Each of these groups has its own agenda and motivations, which sometimes conflict with the agendas and motivations of the others

The conflicts that are the best part of career consequences are those that take place between employees and their bosses. The number one reason people leave their jobs is conflict with their bosses. And yet, as author, workplace relationship authority, and executive coach, Dr. John Hoover points out, "Tempting as it is, nobody ever enhanced his or her career by making the boss look stupid."  Training an employee to get along well with authority and with people who entertain diverse points of view is one of the best guarantees of long-term success. Talent, knowledge, and skill alone won't compensate for a sour relationship with a superior, peer, or customer.

Typical roles in the field include executive and supervisory/management development, new-employee orientation, professional-skills training, technical/job training, customer-service training, sales-and-marketing training, and health-and-safety training. Job titles may include vice-president of organizational effectiveness, training manager or director, management development specialist, blended-learning designer, training-needs analyst, chief learning officer, and individual career-development advisor.

Talent development is the process of changing an organization, its employees, its stakeholders, and groups of people within it, using planned and unplanned learning, in order to achieve and maintain a competitive advantage for the organization. Rothwell notes that the name may well be a term in search of a meaning, like so much in management, and suggests that it be thought of as selective attention paid to the top 10% of employees, either by potential or performance.

While talent development is reserved for the top management it is becoming increasingly clear that career development is necessary for the retention of any employee, no matter what their level in the company. Research has shown that some type of career path is necessary for job satisfaction and hence job retention. Perhaps organizations need to include this area in their overview of employee satisfaction.

The term talent development is becoming increasingly popular in several organizations, as companies are now moving from the traditional term training and development. Talent development encompasses a variety of components such as training, career development, career management, and organizational development, and training and development. It is expected that during the 21st century more companies will begin to use more integrated terms such as talent development.

Washington Group International, in their paper "The Nuclear Renaissance, A Life Cycle Perspective defined two logical laws of talent development:

First law of talent development: "The beginnings of any technology-rich business are all characterized by a shortage of large numbers of technically trained people needed to support ultimate growth"

Second law of talent development: "The resources will come when the business becomes attractive to the best-and brightest who adapt skills to become part of an exciting opportunity"

Talent development refers to an organization's ability to align strategic training and career opportunities for employees. Training can sometimes also be referred to as a tool for change management and improved organizational culture. Referring to a study conducted in India titled "TO IDENTIFY THE TRAINING AND DEVELOPMENT PRACTICES FOLLOWED IN ORGANIZATION: A case study of Birla Cement Work, Rajasthan", it was found that trainees (employees) are aware of the training and development practices followed in the organization and they very well know that the training programs are the tools for their overall development in organization. Using the training, they also share their knowledge among their colleagues which is improving the work culture among the organization.

Training and development practices also have their importance for professional education educators also. As there is a need to evaluate the benchmark practices followed for professional education educators to find out that whether the training programme which they opt is according to their training need or they are selecting these training programmes at random SOURCE

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What whit Human Talent Management

Human Talent Management

What About it! Human Talent it's considerate as the recognition about the people skills, so it means the ability to evaluate those skills, this requires a Human Talent Manager. This Manager should study one by one the skills of his workforce, eventually appreciate the skills of aspirants for office work. These are only some little required obligations, because in the Human Talent Management  work tasks are so many.

But in any case Human Talent Management means the anticipation of required human capital for an organization and the planning to meet those needs, it recognized as the science of using strategic human resource planning to improve business value and to make it possible for companies and organisations to reach their goals. Everything done to recruit, retain, develop, reward and make people perform forms a part of talent management as well as strategic workforce planning. A talent-management strategy needs to link to business strategy to make sense, and it implies that companies are strategic and deliberate in how they source, attract, select, train, develop, retain, promote, and move employees through the organization.

Research done on the value of talent management consistently uncovers benefits in these critical economic areas: revenue, customer satisfaction, quality, productivity, cost, cycle time, and market capitalization. The mindset of this more personal human resources approach seeks not only to hire the most qualified and valuable employees but also to put a strong emphasis on retention.

About Human Talent History:

The term was coined by McKinsey & Company following a 1997 study. It was later the title of a book by Ed Michaels, Helen Handfield-Jones, and Beth Axelrod however the connection between human resource development and organizational effectiveness has been established since the 1970s.

The profession that supports talent management became increasingly formalized in the early 2000s. While some authors defined the field as including nearly everything associated with human resources, the NTMN defined the boundaries of the field through of those in corporate talent management departments in 2009–2011. Those surveys indicated that activities within talent management included succession planning, assessment, development and high potential management. Activities such as performance management and talent acquisition (recruiting) were less frequently included in the remit of corporate talent management practitioners. Compensation was not a function associated with talent management.

The issue with many companies today is that their organizations put tremendous effort into attracting employees to their company, but spend little time into retaining and developing talent. A talent management system must be worked into the business strategy and implemented in daily processes throughout the company as a whole. It cannot be left solely to the human resources department to attract and retain employees, but rather must be practiced at all levels of the organization. The business strategy must include responsibilities for line managers to develop the skills of their immediate subordinates. Divisions within the company should be openly sharing information with other departments in order for employees to gain knowledge of the overall organizational objectives.

The talent management strategy may be supported by technology such as HRIS (HR Information Systems) or HRMS (HR Management Systems).

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