Talent Mangement For Organisational Growth Assignment Sample

Organisational Growth through Strategic Talent Management Activities

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Introduction of Talent Management Activities Contribute in Organisational Growth

Section 1       

Project aim

Talent management activities in the organizational productivity growth construction industry regarding information has been conducted to identify project aims. Identification of projects in talent management activities consist of identification of efficient employees for productivity growth along with financial resource management activities. Approaching positively for productivity growth in organization talent management activity importance would be identified by different statistical  aspect revaluation.

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Project objective

Project objectives would be identified by utilization of financial and non-financial resource management that indicate construction  project importance to the derived objective of the project plan is oriented with financial resource utilization delivering effective results with time bound related project computation. Project objectives identified effective  growth in organizational benefit regarding information that conducted efficacy of a project plan for development of the construction project. Project cost  has been  identified as $150000 as  computation of project activity for productivity growth of the organization. ]Additional project management activities with talent hiring could be effective to gain knowledge about growth in organizational benefit.

Requirement of time of 2 years would be identified as an allocated time bound for project progress. Project activity regarding information would be identified through a work breakdown structure in addition to evaluating each operational activity of a project plan. Operational approach of the project plan talent management activities importance to computation of the project is identified by this assignment that is going to conduct Quality and scope regarding information. Scope of the project is to identify importance of  talent management in project plan,  additional e quality maintenance regarding activities would be identified to manage  individual employee’s performance growth for project progression.

Work breakdown structure

Work breakdown structure is  present in different informational activities of project management plan initiation with  different working activities requirements for growth of project planning. Time scheduling activities conducted to identify a requirement of time for each operational activity which is going to help monitor each operational activities progress report.

Section 2

Descriptive analysis of public and private industry culture in talent management

Public new housing

Private new housing

Total new housing

Infrastructure new work

Public other new work

Private industrial new work

Private commercial new work

All new work

Public housing R&M

Private housing R&M

Total housing R&M

Non housing R&M

All R&M

All work

MVK3

MVK4

MVM6

MVK5

MVK6

MVK7

MVK8

MVK9

MVKB

MVL2

MVL3

MVL4

MVL5

MVL6

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Mean

88.1306

Mean

84.9548

Mean

85.4274

Mean

86.65196

Mean

86.48185

Mean

85.76584

Mean

86.67117

Standard Error

0.874962

Standard Error

1.009842

Standard Error

0.992463

Standard Error

0.872779

Standard Error

0.846256

Standard Error

0.882548

Standard Error

0.818603

Median

87.7

Median

86.5

Median

86.4

Median

89.8

Median

88.1

Median

86

Median

87.8

Mode

86.5

Mode

79.1

Mode

81.1

Mode

91.6

Mode

79

Mode

85.8

Mode

78.8

Standard Deviation

14.66703

Standard Deviation

16.92803

Standard Deviation

16.63672

Standard Deviation

14.63044

Standard Deviation

14.18583

Standard Deviation

14.7942

Standard Deviation

13.72229

Sample Variance

215.1218

Sample Variance

286.5583

Sample Variance

276.7804

Sample Variance

214.0497

Sample Variance

201.2378

Sample Variance

218.8684

Sample Variance

188.3011

Kurtosis

1.149095

Kurtosis

0.444902

Kurtosis

0.580272

Kurtosis

0.058238

Kurtosis

0.350063

Kurtosis

0.167637

Kurtosis

0.582197

Skewness

-0.82512

Skewness

-0.63772

Skewness

-0.67379

Skewness

-0.08252

Skewness

-0.75031

Skewness

-0.4825

Skewness

-0.72048

Range

73.2

Range

80

Range

79.4

Range

72.5

Range

64

Range

68.1

Range

65.8

Minimum

46.4

Minimum

39.6

Minimum

40.4

Minimum

53.5

Minimum

49.3

Minimum

49.1

Minimum

47.5

Maximum

119.6

Maximum

119.6

Maximum

119.8

Maximum

126

Maximum

113.3

Maximum

117.2

Maximum

113.3

Sum

24764.7

Sum

23872.3

Sum

24005.1

Sum

24349.2

Sum

24301.4

Sum

24100.2

Sum

24354.6

Count

281

Count

281

Count

281

Count

281

Count

281

Count

281

Count

281

Confidence Level(95.0%)

1.722338

Confidence Level(95.0%)

1.987846

Confidence Level(95.0%)

1.953637

Confidence Level(95.0%)

1.718041

Confidence Level(95.0%)

1.665831

Confidence Level(95.0%)

1.737272

Confidence Level(95.0%)

1.611397

Table 1: Descriptive analysis

Production activity in public and private industry indicate talent management activities of both departments to conduct potential growth has been evaluated with effective talent management activities. Information Technology based activities in the production industry conducted talent management approach work effectively that has produced  positive results in productivity growth (Ansar and Baloch, 2018). The mean value of private New Housing  indicates 88.13060498,  which shows positive growth of New Housing construction as impossible by implementation of talent management. Infrastructure development by new culture adaptability in project management has a determined mean value of 84.95480427 that indicates positive progression of last dose as effectively as productivity growth (Nasiri and Bageriy, 2020). Industrial growth of the last few years has been identified with a mean value of 85.42740214 that indicates organizational productivity growth in the construction industry  contributes as a positive result by implementation of talent management.

Descriptive analysis of Private commercial and non-housing in talent management

Public new housing

Private new housing

Total new housing

Infrastructure new work

Public other new work

Private industrial new work

Private commercial new work

All new work

Public housing R&M

Private housing R&M

Total housing R&M

Non housing R&M

All R&M

All work

MVK3

MVK4

MVM6

MVK5

MVK6

MVK7

MVK8

MVK9

MVKB

MVL2

MVL3

MVL4

MVL5

MVL6

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Mean

86.38683

Mean

90.34377

Mean

85.56548

Mean

86.91744

Mean

90.29288

Mean

88.47117

Mean

86.88327

Standard Error

0.879638

Standard Error

0.765468

Standard Error

1.193105

Standard Error

1.07076

Standard Error

0.776956

Standard Error

0.935178

Standard Error

0.896185

Median

87.6

Median

94.3

Median

94.2

Median

94.1

Median

92.8

Median

93.5

Median

89.4

Mode

78.7

Mode

94.3

Mode

81.3

Mode

100.3

Mode

92.9

Mode

93.7

Mode

89.5

Standard Deviation

14.74542

Standard Deviation

12.83158

Standard Deviation

20.00008

Standard Deviation

17.94921

Standard Deviation

13.02415

Standard Deviation

15.67643

Standard Deviation

15.0228

Sample Variance

217.4273

Sample Variance

164.6493

Sample Variance

400.0031

Sample Variance

322.1742

Sample Variance

169.6284

Sample Variance

245.7506

Sample Variance

225.6844

Kurtosis

0.401505

Kurtosis

0.776222

Kurtosis

0.614673

Kurtosis

0.623699

Kurtosis

1.310253

Kurtosis

0.925348

Kurtosis

0.561165

Skewness

-0.52596

Skewness

-1.22397

Skewness

-1.34118

Skewness

-1.31718

Skewness

-1.26337

Skewness

-1.32258

Skewness

-0.85957

Range

71.4

Range

55.9

Range

74.4

Range

68.4

Range

60.5

Range

65.3

Range

69.3

Minimum

47.6

Minimum

54.6

Minimum

36.1

Minimum

42.2

Minimum

53.5

Minimum

47

Minimum

46.9

Maximum

119

Maximum

110.5

Maximum

110.5

Maximum

110.6

Maximum

114

Maximum

112.3

Maximum

116.2

Sum

24274.7

Sum

25386.6

Sum

24043.9

Sum

24423.8

Sum

25372.3

Sum

24860.4

Sum

24414.2

Count

281

Count

281

Count

281

Count

281

Count

281

Count

281

Count

281

Confidence Level(95.0%)

1.731543

Confidence Level(95.0%)

1.506802

Confidence Level(95.0%)

2.348593

Confidence Level(95.0%)

2.107762

Confidence Level(95.0%)

1.529416

Confidence Level(95.0%)

1.840871

Confidence Level(95.0%)

1.764115

Table 2: Descriptive analysis

Identification of different factors Public other new work and Private industrial new work  consider productivity growth of the organization to gain financial benefit by investment along with talent management approach.  statistical mean value has been derived by private industry growth identification that is 85.56548043, it indicates organizational productivity growth has become positive by implementation of talent management activities. Strategic implementation  in production and distribution activities of the organization deliver effective growth in productivity along with financial and non-financial Resource Management (Atrizka et al. 2020). Operational growth in organizational productivity has become achievable by implementation of talent management activities that has been identified through Median growth of new housing societies around 94.2. Medicinal benefit in industries has become possible by utilization of benefit in industries has become possible by Statistical calculation has presented median value 94.2. Organizational productivity in the construction industry has been considered by talent management activities.

Regression analysis of Private housing and non-private housing construction

Private housing and non-private housing construction

SUMMARY OUTPUT

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Regression Statistics

 

 

 

 

 

 

 

Multiple R

0.989257

 

 

 

 

 

 

 

R Square

0.978629

 

 

 

 

 

 

 

Adjusted R Square

0.978553

 

 

 

 

 

 

 

Standard Error

1.884288

 

 

 

 

 

 

 

Observations

282

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

ANOVA

 

 

 

 

 

 

 

 

 

df

SS

MS

F

Significance F

 

 

 

Regression

1

45524.63

45524.63

12821.88

7.2E-236

 

 

 

Residual

280

994.1518

3.550542

 

 

 

 

 

Total

281

46518.78

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Coefficients

Standard Error

t Stat

P-value

Lower 95%

Upper 95%

Lower 95.0%

Upper 95.0%

Intercept

2.459874

0.784831

3.134271

0.001906

0.914955

4.004793

0.914955

4.004793

X Variable 1

0.97321

0.008595

113.2338

7.2E-236

0.956292

0.990128

0.956292

0.990128

Table 3: Regression analysis of Private housing and non-private housing

Regression analysis in between private housing and non-private housing construction evaluate Multiple R 0.989257,  which indicate positive relation between two variables due to constant growth of talent management activities in operations. Significant value of the relationship between two variables has identified 7.2E-236 that indicate positive significant value work effectively to represent positive relationship between two variables growth (ons.gov.uk, 2022). A project's development is significant in addition to that. By improving the knowledge and experience of each employee, intelligent management effectively maximizes the workplace environment. Management is also thought of as human strategy, and management identifies the hiring of people and the advancement of the organization (Claus, 2019). Conducting statistical analysis has presented a positive relation between two variables highly significant and effective for future growth that has been considered by operational activities and growth by talent management activities. Talent management approach in different industries  has determined progression of productivity growth by team working of employees. Additional revenue growth of the construction industry has been developed due to the waste management approach by team management activities.

Regression analysis of Private industrial  and commercial productivity

Private industrial  and commercial productivity

SUMMARY OUTPUT

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Regression Statistics

 

 

 

 

 

 

 

Multiple R

0.989696

 

 

 

 

 

 

 

R Square

0.979498

 

 

 

 

 

 

 

Adjusted R Square

0.979425

 

 

 

 

 

 

 

Standard Error

2.134205

 

 

 

 

 

 

 

Observations

282

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

ANOVA

 

 

 

 

 

 

 

 

 

df

SS

MS

F

Significance F

 

 

 

Regression

1

60930.75

60930.75

13377.17

2.2E-238

 

 

 

Residual

280

1275.353

4.554831

 

 

 

 

 

Total

281

62206.11

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Coefficients

Standard Error

t Stat

P-value

Lower 95%

Upper 95%

Lower 95.0%

Upper 95.0%

Intercept

-6.75144

0.810864

-8.32623

3.74E-15

-8.3476

-5.15528

-8.3476

-5.15528

X Variable 1

1.067503

0.00923

115.6597

2.2E-238

1.049335

1.085671

1.049335

1.085671

Table 4: Regression analysis of Private industrial  and commercial productivity

Comparison between private and public housing building using regression analysis Multiple R 0.989696, which shows a positive correlation between the two variables as a result of the operations' ongoing expansion of talent management initiatives. A significant value of 2.2E-238 has been found for the association between two variables, which indicates a positive relationship between the two variables that is growing positively (Kravariti and Johnston, 2020). The results of statistical research have shown a favorable relationship between two variables that are important for future growth and are taken into account by operational activities and talent management activities (Shahi et al. 2020). Positive impact of talent management activities in industrial growth has been presented by statistical analysis of previous years. It can be presented by the talent management approach taken by management that growth in operational development and production growth of productivity.

Section 3       

  1. Talent management is an organizational strategy and project goals are based on a particular factor. In order to organize talent management is always important for the individual business organization and that makes positive support which continuously develops organizational performance. In order to improve the project planning is always important and that improves process-based organization. As per the narration and explanation of Gallardo-Gallardo et al. (2020), talent management is a procedure that efficiently identifies how to manage organizational core models to enhance future returns. In order to, gathering numerous information in the business is always important to identify the current position of a project, and talent management creates ideas that are necessary to achieve more future scope. Apart from that, the development of a project is important. Intelligent management effectively maximizes the working culture by increasing the skills and experience of the individual employees. Management is also considered as human strategy and management identifies the talent acquisition and organization moving closer towards goals.

In order to build a talent management strategy is always important for the individual business organization and the primary purpose of talent management is to create and motivate individual employees to maintain workplace culture. But from that smooth business running process is always important for the individual business organization and that effectively extracts to achieving companies’ financial goals. Management naturally compasses many responsibilities and rules of human resources that effectively maintain a perfect strategy to optimize future scope. Talent management is the ability to attack and retain the talent of individual employees and organizational performance is also improved by a particular factor. In order to organize talent management is always important for the individual business organization and that makes positive support which continuously develops organizational performance. As per the narration of Claus (2019), talent management helps to improve the performance level of the business and the organization's outperformance can be an initiative of more talent and innovation also driven by productive team members.

  1. A talent management practice is also considered a base practice and talent management professionals are needed to improve best practices to identify strong solutions. Talent management is an effective process and individual staff made possible solutions to dealing with the complex situation in the business. As cited by Sparrow (2019), the goal of improving project planning is always crucial, and it is considered an important tool that is capable of efficiently managing and identifying organizational growth after dealing with a complex situation. In order to develop an organizational will structure talent management strategy is considered an effective factor and that includes identifying the possible solution to minimize the major gaps and building toward performance. Apart from that talent management is one of the most important topics and candidates are improving based practices and attracting retained talent and creating a best practice to improve digital talent management. In order to identify the weakness and strengths of the project, it is always important and makes possible solutions that are required for the individuals. Talent management continuously motivates individual employees and the high performance of the organization also involves the common way. Apart from that talent management strategy has already been mentioned to achieve future goals and objectives that continuously focus on the future.

Recommendation

In order to develop a comprehensive framework in the business talent management strategy and activities are useful that enables future goals and objectives by tracking progress reports and improving future performance. Apart from that, based practice is also required to improve the knowledge and skill of the individual employees by improving the training and development factors and improving the communication factor of the employees. Improving talent management is a strategy that is used by the individual business organization to develop organization structure and employer branding along with the employee reputation. In order to continue improving candidates' experience is necessary and onboarding and boarding is the possible solution that helps to make them more productive and increase employee retention. Succession planning also required learning and development factors to improve the succession planning and performance management system is efficient liquid control by the HR analytics.

  1. Based on the above discussion it can be concluded that meeting the aim and objectives of talent management is necessary and that efficiently dealing with the complex situation. In order to maintain the effective growth of the business organization it is current and objective and conducts an efficient project plan to develop more future scope. The goal of improving project planning is always crucial, and it is considered an important tool that is capable of efficiently managing and identifying organizational growth after dealing with a complex situation. A project plan is always considered a useful tool when individuals have to deal with a complex situation in order to manage the project effectively and identify organizational growth after managing the project.

In order to improve the project planning is always important and that improves process-based organization. A project plan is always considered a useful tool which is efficiently managing and identifies organizational growth after dealing with a complex situation.  

Section 4        

A performance review report is always important to identify the current plan and describe the outline of the evaluation of a project. When a project manager tries to develop the statement of work for the summary of information and the general document and the purpose of recording a high-level timeline to complete the specific. Talent management is the ability to attack and retain the talent of individual employees and organizational performance is also improved by a particular factor.

In order to successfully plan for the project, necessary aims and objectives are also important to identify the current position of the project. In order to evaluate the initial stage of the project it is also necessary to identify the range and perspective of the project. In order to identify the project activities are also necessary to create an outline to evaluate the current performance of a project.

In order to evaluate the main aspects of a project's initial inception and identify the project activities it is necessary to describe the project outcomes and their range or perspective of the project. Dictionary maintains each project initiative is necessary and project outcomes also depend on each factor.  In order to identify activity each activity is always important for the business and that day dived high-level timeline to complete the particular project.

In the performance review template, each factor is identified to improve the financial goals and objectives of the project which is required to manage the organizational derivatives. In order to, managing an effective project plan is always important and always undertaking the particular project is required to manage the efficient outcomes of the project.

The undertaking or the project is always important additionally, skills and knowledge are also increased by the project undertaken. In order to, measuring a project's performance is always important, and sustainable project performance plays an initiative role which is more effective to increase future performance.

Additionally, rating always depends on performance, and as a project manager, an individual has to deal with complex situations and efficiently manage organizational structures. As project managers, individuals can improve their experience to efficiently deal with complex situations. In order to develop an organizational will structure talent management strategy is considered an effective factor and that includes identifying the possible solution to minimize the major gaps and building toward performance.

In order to organize talent management is always important for the individual business organization and that makes positive support which continuously develops organizational performance. Identifying the strengths and weaknesses is always important and that makes positive solutions at the time of complex situations. In order to identify the weakness and strengths of the project, it is always important and makes possible solutions that are required for the individuals.

Reference list

Claus, L., 2019. HR disruption—Time already to reinvent talent management. BRQ Business Research Quarterly, 22(3), pp.207-215.

Gallardo-Gallardo, E., Thunnissen, M. and Scullion, H., 2020. Talent management: context matters. The International Journal of Human Resource Management, 31(4), pp.457-473.

Meyers, M.C., van Woerkom, M., Paauwe, J. and Dries, N., 2020. HR managers’ talent philosophies: prevalence and relationships with perceived talent management practices. The International Journal of Human Resource Management, 31(4), pp.562-588.

Sparrow, P., 2019. A historical analysis of critiques in the talent management debate. BRQ Business Research Quarterly, 22(3), pp.160-170.

Ansar, N. and Baloch, A., 2018. Talent and talent management: definition and issues. IBT Journal of Business Studies (JBS), 1(2).

Atrizka, D., Lubis, H., Simanjuntak, C.W. and Pratama, I., 2020. Ensuring Better Affective Commitment and Organizational Citizenship Behavior through Talent Management and Psychological Contract Fulfillment: An Empirical Study of Indonesia Pharmaceutical Sector. Systematic Reviews in Pharmacy, 11(1).

Kravariti, F. and Johnston, K., 2020. Talent management: a critical literature review and research agenda for public sector human resource management. Public Management Review, 22(1), pp.75-95.

Claus, L., 2019. HR disruption—Time already to reinvent talent management. BRQ Business Research Quarterly, 22(3), pp.207-215.

Nasiri, F. and Bageriy, M., 2020. The Relationship among Talent Management, Organizational Intelligence and Entrepreneurship Tendency. The Journal of Productivity Management, 13(4 (51) Winter), pp.173-193.

Shahi, T., Farrokhsheresht, B., Taghipourian, M.J. and Aghajani, H.A., 2020. Behavioral Factors Affecting Talent Management: Meta-Synthesis Technique. Iranian Journal of Management Studies, 13(1), pp.117-137.

ons.gov.uk, 2022, Output in the construction industry Accessed on: https://www.ons.gov.uk/businessindustryandtrade/constructionindustry/datasets/outputintheconstructionindustry [Accessed on: 15th December, 2022]

 

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