Johnny Ch Lok

Training Strategy to Organizational Behavior Johnny Ch Lok

Organizational strategic talent method aims to create an accessible source of talents for adapting the right individuals with the right jobs and the right time based on the strategic purposes of business. Because the lack of talent is the biggest obstacle on the lack is a kind of major strategic advantage. Hence, any organization managers must need to know how to manage talents. How to use the individuals and how strategically to place them in proper position. Managers must design the situation to have the maximum knowledge and information, innovation and effort. And identify and discover whom are talents scarce and underdeveloped resources, how to seek talented employees. Such as talent labor market, it has key factors influence the efficiency of entering the labor market. These factors are the analysis of the current labor market situation and the rational preference of specialization. The active search and the talent employees interviewing, talent employees labor market search, these components are any organizations' talent recruitment essential method, if they hope to recurit any talented people to serve their organizations absolutely. Instead of talent recruitment factor, the other factors influence organizational success. They may include: Whether the organization has implemented feedback surveys, sensitivity training, management network, practical research, and training the techniques of improvement of intrapersonal relationships. So, those soft skills will be any successful organizations' essential talent management methods. So, organizations can not neglect any one of these factors in order to employee talented people to serve their organizations effectively.?What is strategic talent management skill?Strategic talent management skill can maximize the competitive advantage of an organization's human capital, this talent management is even more significant to be needed in nowadays organizational management, e.g. how to develop a talent pool of high potential and high performance to fill the organizatons' any roles as well as how to develop in differentiated human resource strategy to facilitate filling these positions with competent and to ensure all employees are talent to continue commitment to the organizations. It is important to note that key positions are not necessarily restricted to the top management team ( TMT), but also include key positions at levels lower than the TME and many vary between operating units and time. The reason is because any organization ought not need a stable top position, and this top position ought may be variable any time. For one bank organization example, it ought not only CEO top position. It ought follow its market need to change CEO position, e.g. sometimes the bank may have more than one CEO position, e.g. share selling division CEO, housing loan division CEO, investment division CEO. Moreover, the lower position, such as manager can also increase to two or more, e.g. house loan division can have one CEO manager two housing loan department managers, even more. If the house loan division needs to increase staffs number to do any loan administration, loan applicaion and loan confirmation tasks in the house loan clients number busy time. So, bank top management CEO and lower management manager positions number can not ought keep only one. It is one wrong talent management strategy. It ought follow the client number to decide how to increase the right employees number in order to decide whether the bank's any department ought employ one CEO or manager position or more in order to solve the bank clients need number. Because if the bank only have one CEO and manager to manage their department. They will feel difficulty, if employees and bank clients number are increasing suddenly. They will feel busy and feel stressful.