TALENT MANAGEMENT

People and Organisations: Principles and Practice in Global Contexts

TALENT MANAGEMENT 

Graph 1 : Talent Pool at Microsoft Corporation

Talent management starts with the business strategy and what it signifies in terms of the talented people required by an organization. Ultimately, the aim is to develop and maintain a pool of talented people. Armstrong (2009). Microsoft Corporation, in addition to the development offered to all employees, also invests in a smaller group of employees who have the potential for, and strong interest in, taking on more senior, critical roles as individual contributors or managers. At Microsoft, high - potential development goes beyond traditional management or leadership development. Instead, it focuses on accelerating the development of these individuals to advance to the next career stage.

Microsoft allows emerging and experienced leaders to learn from each other through several developmental components. Learning circle is one of such development method that the corporation use.  Building leadership networks and collaborative working relationships are two of the most significant leadership needs at Microsoft. Wallis et al., (2010). Learning circles are small peer - based learning groups designed to connect diverse groups of high - potentials, both functionally and geographically, to mutually support each other in developing themselves as leaders. Comprised of five to seven high - potentials who meet either face - to - face or virtually, learning circles integrate the learning from current role experiences with development priorities to provide a more impactful learning experience. Stiles & Trevor (2006).

In the meetings, each member addresses a current, real - world priority called a coaching goal that exists in the member’s workplace or career. Each member receives equal time in the meeting to get help from other members to address priorities and to identify relevant and realistic actions to take between meetings.

Coaching and Mentoring In addition to learning circles, Microsoft offers one - to - one partnerships through coaching and mentoring that involve a thought - provoking process that inspires the individual to maximize his or her personal and professional potential. Through individualized follow - up, coaching, and mentoring, they integrate learning from a variety of sources such as assessment feedback, current role experiences, and development priorities to provide a more impactful learning experience.

In conclusion, Microsoft has a strong commitment to building leaders at all levels. The Building Leaders program is an integrated and comprehensive high - potential development program encompassing multiple learning methodologies, tailored to each leaders level in the organization. Wallis et al., (2010)

Reference list

Armstrong, M., 2009. Armstrong's Handbook of Human Resource Management. 11th ed. London: Kogan Page.

Stiles, P. & Trevor, J., 2006. Best practice and key themes in global human resource management: project report. pp.10-17.

Wallis, S., Underhill, B.O. & McNamara, C., 2010. Best Practices in Talent Management. Essential resources for training and HR professionals, 10, pp.178-88.