Talent Management

Talent Management
Name
Institution Affiliation
Talent Management
Article 1
According to the author (Newton, 2017) of this article, talent development is an approach that offers training and development opportunities for employees. This article focuses on the role of talent development on the successful transition of presidential power. Subsequently, it touches on the impact of talent development on employee job performance, as well as the management of employee skills. One key point in this article is that talent development is vital in understanding the effects of presidential transition, assisting employees (new political appointees) to implement the new president’s agenda and preparing other workers (agency staff) for the new culture and roles. Newton (2017) also aims to show that through talent development, managers can acquire strategic leadership skills like strategic thinking, emotional intelligence and employee engagement, among others, which are essential to employee skills management. Furthermore, this article posits that talent development helps improve employees’ job performance and skills management by offering them training in change and stress management (Newton, 2017). Therefore, what the reader gets from this paper is that talent development plays a supporting role in the job performance and skills management of employees.
I agree with the author’s sentiments that talent development supports employee performance and management of skills, but only to some extent.

It is true that talent development can help workers perform better since it helps them understand changes in their work environment. For instance, as Newton (2017) states in this article, talent development can help government staff understand what a presidential transition requires of them. Similarly, there is sufficient evidence proving that talent development allows managers to handle employee skills as it equips them with competencies like critical thinking, communication, emotional intelligence and so forth. Nevertheless, I slightly disagree with the author’s view since talent development alone cannot fully support employee performance and worker skills management.
Article 2
Talent development is a vital process for all businesses given the fact that new trends are emerging and there is a need for the adoption of continually evolving strategic functions. This process significantly impacts on employee’s performance since it is designed to attract, motivate and retain competent employees. Notably, Castro (2017) firmly believes that businesses can promote talent development by thinking about the future and acting on the present. To achieve this vision, the Human Resource Management should focus on adopting a new set of working skills and digital businesses. Organizations should focus on talent mobility, networks and career strategies. It is, therefore, essential for companies to recognize the new trends in business and find ways to engage employees based on their talent and skills to enhance productivity.
Castro (2017) mentions several essential points regarding new trends in talent management. First, he states that the emergence of disruptive technology can create room for talent development by allowing individuals to work together with cognitive-era machines that are capable of doing things and learning. Second, innovation is a critical element of talent development since it enables business leaders to realize the benefits of current technologies and use them to provide new skills to employees. Lastly, the adoption of employment branding is vital for companies since it significantly influences the ability of HR to hire talent.
In my opinion, I agree with Castro’s idea that new trends in business shape talent development for two main reasons. First, businesses are evolving due to the advancement of technology, and it is, therefore, important for HR to adopt new strategies that attract, retain, motivate and engage talented employees. Second, talent management focuses not only on skills but also other factors such as disruptive technology, networking, and leadership.
Article 3
Article 3 focuses on working relations as a critical aspect of organizational development. Working relations in this article are referred to as the association between managers and their employees. According to the author, (Race, 2018), relationships are complicated, particularly at work since people have no control over how to interact with others and that there is insufficient advice. Race (2018) first notes that the difference between an effective and ineffective manager is a good working relationship. In other words, a proper working relationship is essential in realizing organizational development since managers are capable of performing better and motivate their employees. Secondly, Race (2018) states that destructive relations can inhibit organizational growth in numerous ways. This author notes that bad relations can cause PTSD (post-traumatic stress disorder) primarily for employees, as well bring financial repercussions for an organization. Other crucial points in this article are that the symptoms (high turnover, low productivity and absenteeism) of a bad working relationship are easy to notice, it is human nature for a manager to become dysfunctional, and that susceptible followers and the organization are also to blame for destructive relations.
I concur with the message that Race (2018) sends in her article primarily because relationships are pivotal to the success of any activity. Organizational development is only possible if there is harmony between managers and employees. Managers and workers must work as a unit for any organization to make serious progress, and this can only be realized by a proper working relationship. Furthermore, I agree that as much as managers are mostly to blame for lousy working relations, workers and organizations can also break relationships. Employees and firms can influence a manager’s behavior, subsequently shaping working ties.

References Castro, A. (2017, December 8). Cutting-edge talent development: Staying on top of new workplace innovations. TD Magazine. Retrieved from https://www.td.org/insights/cutting-edge-talent-development-staying-on-top-of-new-workplace-innovations
Newton, E. (2017, April 6). Talent development key to presidential transition success. TD Magazine. Retrieved from https://www.td.org/insights/talent-development-key-to-presidential-transition-success
Race, M.-C. (2018, February). Boss, buddy, or bully? TD Magazine. Retrieved from https://www.td.org/magazines/td-magazine/boss-buddy-or-bully