Theconventional definition of leadership is that it is an act of guidingpeople towards achieving an objective. The process entailsinterpretation of the visions, sharing them with other people toestablish a sense of purpose, and distributing knowledge,experiences, and methods for carrying out the related functions. Italso includes aligning the interests of stakeholders withorganizational ambitions to achieve synchronicity. From thisassessment, it is apparent that an organization’s success dependson how leaders influence employees with their acts.
Oneof the critical aspects of leadership processes is talent management.Talent management refers to the course of identifying, hiring,retaining, and training the most gifted employees. The rationale ofthe practice is that such people can contribute to the achievement ofcompanies’ ambitions through their excellent skill utilization,attributes, experience, and education. It is the responsibility ofleaders to ensure that such workers are retained and trained further.However, the most challenging part of talent management is hiring thebest individuals because organizations are competing for the bestworkers. Therefore, they are most likely to poach competent employeesfrom other businesses. This paper focuses on developing a talentmanagement strategy based on transformational leadership for theHappy Times Company.
Descriptionof Happy Times Company
HappyTimes Company is a small enterprise in the hospitality industry. Itprovides planning and coordination services for weddings and partiesamong other social functions. In most cases, people face multiplechoice-related dilemmas when they try to design and manage occasions.The company works with professionals to facilitate each stage ofevent planning and coordination. The company differentiates itsservices from competitors by using innovative designs, providing highquality and themed decors, customizing events to meet the needs ofcustomers, and offering advice to hosts in a way that would satisfytheir guests. These processes aim at enhancing the experience of thepeople who attend events. The organization acknowledges the fact thatclients can only become satisfied when their visitors have the bestexperience.
Theevents are developed based on the information provided by customersregarding their expectations as well as the anticipations of theirguests. The company is comprised of employees from diversebackgrounds. It is a strategy for enhancing cultural awareness in thebusiness. Not only does embracing diversity facilitateinclusiveness, but additionally provides various ideas which can beused to meet objectives. The contemporary market is characterized bypeople from different cultural, religious, and racial backgroundsamong others. The practices, belief systems, perceptions, and mythsof individuals range depending on their group affiliations. Forinstance, a Hindu wedding is different from Christian marriage.Correspondingly, the manner of celebrations among Africans isdifferent from Americans. Likewise, a particular genre of musiccannot dominate an event which has been attended by individuals fromdiverse experiences. These aspects determine the choice of color,food, attires, chairs, language, and music among others.
Themission of the organization is to enhance the experience of customersby providing amazing services to their guests. Values include hardwork and understanding the needs of consumers. The goal of theorganization is to meet and exceed clients’ expectation, though thediffering approach described in the preceding paragraph. Thecompany`s strategy is to employ, develop, and retain workers who meeta particular profile prepared by the human resource managementoffice, managers, and operations management office. Theorganization’s philosophy states that event planning andcoordination is a discipline, art, and innovation. Hence, thecompany`s workers should have experience in the industry and meetspecific academic qualifications. They have to demonstrate that theyhave the ability to innovate things based on customer specifications.Above all, they should possess talents in the work, and can createthe best out of desperate or seemingly hopeless situations.
Itis apparent from the analysis of the business that its greateststrength lies in the ability to identify, recruit, train, retain, andenhance the performance of employees. The highly innovativeenvironment of the company makes transformational leadership the mostappropriate platform for developing a talent management strategy. Thecompetition for labor force has exceeded the competition for clients.An organization is likely to succeed once it has the right people tofulfill its visions. As an art, event planning and managementprocesses differ from one company to another. The industry is likelyto be affected by outside influences, especially fashion, culturalawareness, and movement of people from other countries to the UnitedStates. Employees must remain alerted and be able to determine whentrends have shifted.
TheImpact of the Project
Itis paramount for the Happy Times Company to retain and develop itsemployees after identifying and hiring them based on its talentprofiles. One of the impacts of developing a talent managementstrategy is that it would facilitate the retention of the bestemployees. Enterprises in the events planning industry have beenscouting people with skills. Thus, Happy Times Company would loseits workers to rivals if it does not manage them effectively.Apparently, customers are attracted to organizations which haverenown or high profile employees. These are the people who are famousfor organizing nearly perfect events. Secondly, it would helpmanagers maximize employee resourcefulness and achieve the objectivesof the Happy Times Company efficiently. It is one thing to havetalented workers, but it is another to use their skills in theattainment of goals. Thirdly, the developed talent managementapproach will assist the leader to develop the appropriatemotivational structure. Understanding the culture and processes of anorganization is essential in the choice of adequate motivationstrategy.
Forinstance, intrinsicmotivation is suitable for organizations with complex systems as wellas those which aim at achieving results which cannot bepredetermined. Coincidentally, most agencies in the events planningand coordination industry have intricate systems. The realization ofHappy Times Company objectives depends on the efficient execution ofoperations, proper utilization of resources, practical leadershipskills, and efficacy of employees.Leadership, among other factors,has direct impacts on the performance and the outcomes of allestablishments. It affects aspects such as sustainability anddevelopment of a sense of purpose among employees. On the other hand,extrinsic motivation is applicable in situations where the proceduresand results can be foretold. It can likewise be used in short-termoperations where consistency may not be an issue.
of Research Articles
Batista-Taran,Shuck, Gutierrez, and Baralt (2013) discussed the context of therelationship between talent management and transformationalleadership. They maintained that the contemporary businessenvironment is characterized by globalization, technologicalprogress, new management ideas, diversity, the increase in workers`skills, and the changing nature of consumer needs. These aspectshighlight why it is important for Happy Times Company to adjust itsbusiness approaches. The engagement of employees is part of theresponse directed to the situation. In the past, the capital wasperceived as shares, investments, and cash. Today, employeedevelopment and performance management have become one of thepriorities in the strategic approaches of most companies(Batista-Taran et al., 2013). It has become clear that anenterprise`s success is partly decided by the quality of itsworkforce. Happy Times Company operates in the events planning andhospitality industry which require employees who are capable ofadjusting with emergence of new concepts and needs. Particularly, thecompany should change its strategies for identification, recruitment,training, and perception of employees. For instance, modern humanresource offices do not have exclusive control regarding the peoplewho should be hired. They are required to liaise with operationsmanagers and supervisors to develop the profile of people needed tocarry out specific functions. In most cases, they look forindividuals who can offer more than education and ordinary skills.The most important part of the process is retaining a company`s bestemployees amidst intense competition in the market. Therefore,transformational leadership is the ideal platform for developingtalent management strategy for any organization (Batista- Taran etal., 2013).
Pieterse-Landman(2012) shared the same sentiments by asserting that the competitionfor talented employees is rife in the current times. It explains whyHappy Times Company has been using research to determine workers withexceptional skills. Likewise, it should be aggressive when it comesto retaining workers. They have also become choosy regardingleadership approaches they employ. In fact, transformationalleadership is one of the widely accepted strategies because itfacilitates employee engagement and the optimization of their skillsto achieve related objectives (Pieterse-Landman, 2012). The authorconducted a study to determine how leadership approaches influenceemployee engagement, job characteristics, and the intention to quit.The results indicated that transformational leadership increasesworkers’ sense of belonging, innovative capacity, satisfaction, andmotivation (Pieterse-Landman, 2012). Thus it facilitates employeeretention.
Shuck& Wollard (2012) provided an insight into the nature of themodern workforce. Their needs are different now compared to the past.Today`s employees want their jobs to inspire them, mean something totheir lives, facilitate their development, and meet their physicalneeds. They also tend to work better when they are motivated. Thus,it is important for Happy Times Corporation to capture and addressthe requirements of personnel to enable them to work effectively.Transformational leadership provides a framework for understandingworkers and optimizing their contribution to the company.
Birasnav,Rangnekar, and Dalpati (2011) conducted a study to determine therelationship between transformation leadership and employee-perceivedhuman capital creation. Its hypothesis stated that organizations tendto use transformational leadership with the aim of developing humancapital. An enhanced worker performance is strategic in achieving acompetitive advantage in the market (Birasnav et al., 2011). Themethodology of the study included a literature review of articlesaddressing the same or related issues. The research determined thattransformational leaders have the capacity to influence theactivities of their followers. Equally, they have the potential ofaugmenting the expectations of personnel with organizationalambitions.
Cavazotte,Moreno, & Bernardo (2013) investigated the relationship betweentransformation leadership and performance in Brazil. The authorshypothesized that transformational leadership enhances productivitybecause it gives leaders the opportunity to demonstrate to workerswhat they require of them rather than giving them instructions. Themethodology of the research included interviewing 107 managers todetermine the legitimacy of the claims made in the article. Itconcluded that employees tend to exceed performance expectations whenthey are given decision-making autonomy and the chance to developtheir skills. As a result, an innovation-oriented organization suchas Happy Times Company should focus on fulfilling the psychological,emotional, and physical needs of workers to enhance their motivation.The investigation determined that transformational leadership isideal too because it provides a framework for meeting the needs ofpeople.
Atalent management approach should focus on an entire organizationbecause all employees possess strengths which can create or add valueto related processes. It may not be possible to use specificapproaches on every worker due to the large size of companies and thesubstantial amount of resources required. For that reason, leadersuse strategies which are consistent with egalitarian principles tomeet workplace and governmental regulations demanding equal treatmentof all everyone regardless of their diversities (Batista-Taran etal., 2013). The talent management strategy for the Happy TimesCompany will be inclusive and transparent. Campbell & Hirsh(2013) provided an idea which can be used to model the proposedtalent management approach. They explained that it is important todiscuss four steps when developing the strategy: The meaning of thetalent management to an organization, its focus, implementationstrategy, and the expected outcomes. Defining such aspects creates anawareness regarding what an organization wants to achieve. Based onsuch information, leaders can now embark on a modeling theirapproach.
Thispaper proposes transformational leadership as the platform fordeveloping a talent management strategy for the Happy Times Company. It is an approach that aims at enhancing motivation, morale, andperformance by influencing individual and social changes in anorganization (Pieterse-Landman, 2012). It focuses on connectingpeople’s sense of identity with the organizational vision, mission,and culture to facilitate the completions of related procedures.Another objective is to convert people into leaders by settingappropriate examples and encouraging them to get involved in theirwork (Birasnav et al., 2011). Similarly, it entails understanding thestrengths and weaknesses of workers with the intention of aligningthem with responsibilities that augment their capabilities.Therefore, the organizational leadership has the responsibility ofunderstanding the strengths, weaknesses, and talents of employeesbefore allocating them responsibilities at work.
Transformationalleadership paradigm outlines four aspects which can be used to guidethe development of a talent management strategy. They includeindividual consideration, intellectual stimulation, inspirationalmotivation, and idealized influence (Shuck & Wollard, 2012).Individual considerations acknowledge that people have uniquephysical, emotional, and psychological needs. Thus, a leader has theresponsibility of keeping communication channels open to make it easyfor workers to discuss issues affecting them at home and work (Shuck& Wollard, 2012). There are various ways which can be used tocontextualize the strategy to meet the specific requirements ofworkers. This paper adopts the concept of human resource frame as aframework to achieve the described objectives. The model focuses onaligning the needs of employees with the objectives of the HappyTimes Company. Human resource frame maintains that an organization’sresponsibility is to serve its workers’ needs. Secondly, People andbusinesses need each other to survive.
Peopleneed salaries and careers while firms need skills and talents.Thirdly, a poor alignment of people`s needs with organizationalobjectives creates a circumstance where either one or both partiessuffer. For instance, the business may exploit human resource whilecontributing little or nothing to their development and prosperity.On the other hand, individuals may use a lot of organizationalresources for their personal gain while compromising its growth andexpansion. Lastly, a good fit between the enterprise’s objectivesand employee’s wishes has mutual benefits to both parties. Thispractice is essential in retaining talented workers amidstcompetition from other companies. Moreover, satisfied persons tend todevelop motivation that is necessary for the completion of tasks.Consequently, Happy Times Company’s leadership has theresponsibility of developing emotional intelligence through increasedinteraction with followers. They should also understand worker’sphysical and psychological needs through the same approach.
Intellectualstimulation highlights a leader’s role in challenging assumptions,taking risks, and gathering ideas from everyone to facilitateinclusiveness. Workers develop a sense of independence andcreativity. Challenges correspondingly present learning opportunitiesand demystification of myths. This strategy aims at transformingworkers to people who are ready to accept criticism, absorb newinformation, and use them to reconstruct their belief systems,experience, and how they apply tactics. Happy Time Company’sexternal environment is dynamic because it depends on factors such astechnology, competition, trade policies, and the emergence of newideas. These factors influence organizational processes. Thus, it isessential for employees to adjust with time to facilitate theefficient attainment of the related objectives.
Inspirationalmotivation includes articulating visions, missions, and methodologyin a way that inspires employees. Motivation is the core of talentmanagement process because it encompasses all the approaches thatwork towards satisfying employees. There are two types of motivation,including the intrinsic and extrinsic motivation. The suitability ofeach type depends on the nature of an organization as well as itsambitions. Happy Times Company, being an innovation company, requiresintrinsic motivation because workers should be creative and criticalthinkers. Theintrinsic motivational structure is a scientifically proven effectivemethod of encouraging individuals to work hard. It is built aroundthree key factors, including autonomy, mastery, and purpose. Peoplerequire being autonomous in decision making processes (Pink, 2009).Likewise, it is constructed on the theory of self-determination.According to the theory, intrinsic motivation is the development ofan individual`s natural interest regarding skills and experiences aswell as mastery and exploration of the process. Asa result, Happy Times Company will not offer rewards because theytend to cause over-justification. Reward compromises the developmentof a sense of belonging because workers develop a dependence on thematerial things the company can give them in exchange for theirservices.
Theframework described in the preceding paragraphs focuses on enhancingfour areas of talent management, including identification, hiring,retention, and performance enhancement. It is essential to define acompany`s talent pool based on the skills and aptitudes required forthe present and future positions. Suitable candidates can be foundwithin an organization’s workforce through performance appraisals.On the other hand, external talent can be identified throughadvertising job positions. This method will attract several people.Thus the company can find the workers they need to meet theobjectives. The hiring process includes giving everyone an equalchance to participate in an interview process. However, the humanresource office should liaise with operations management to developthe profiles of the people they require before the interview. Thisassessment reveals that there are many strategies which can be usedto identify and hire the right workers. However, a greater challengelies in the management, harnessing, and enhancing their performances.
Thispaper has described transformational leadership as the foundation forbuilding an effective talent management strategy for the Happy TimesCompany. The organization’s culture revolves around innovation. Itsexternal environment is dynamic, thus making it difficult topredetermine processes and results. As a result, the enterprise needsself-motivated workers and talented workers to carry out the relatedtasks. Self-motivatedindividuals exhibit a sense of purpose, innovation, and excitementwhen discharging their duties. Thediscussion has also underlined intrinsic motivation structure as thecore of the approach.
Batista-Taran,L. C., Shuck, M. B., Gutierrez, C. C., & Baralt, S. (2013). Therole of leadership style in employee engagement. 1-6
Birasnav,M., Rangnekar, S., & Dalpati, A. (2011). Transformationalleadership and human capital benefits: The role of knowledgemanagement. Leadership& Organization Development Journal,32(2),106-126.
Campbell,V., & Hirsh, W. (2013). Talentmanagement: A four-step approach.Brighton, UK: Institute for Employment Studies.http://www.employment-studies.co.uk/system/files/resources/files/502.pdf
Cavazotte,F., Moreno, V., & Bernardo, J. (2013). Transformational leadersand work performance: the mediating roles of identification andself-efficacy. BAR-BrazilianAdministration Review,10(4),490-512.
Pieterse-Landman,E. (2012). Therelationship between transformational leadership, employeeengagement, job characteristics and intention to quit(Doctoral dissertation, Stellenbosch University).
Shuck,M. B., & Wollard, K. K. (2012). Employee Engagement: Motivatingand Retaining Tomorrow`s Workforce. NewHorizons in Adult Education and Human Resource Development,22(1),48-53.