As has been a lot of change

As defined by Armstrong (2012) people resourcing is the handling
of people within a business. This is linked with the strategy side of human
resources management (HRM). People resourcing is often a term used to cover the
activities used in employment that ensure the organisations has the people it
needs, it also deals with the turnover and absenteeism issues within the
business.  When it comes to people
resourcing they need to find people whose attitudes and behaviours will match
with what the management consider to be appropriate and conducive to the
success of the business. Typically characteristics of large organisations
succession plan focuses on them providing long-term development plans for individuals
identified as possible successors to senior managerial posts (Wilton, 2016). This
assignment will show the added value from resourcing through talent management.
There is an increase of importance for ‘internal’ resourcing, such a human
capital (Sheehan, 2012).

Human resource development (HRD) has
been defined as a state of becoming, it has evolved as a field of theory and
practice within a distinctive tripartite agenda of human betterment,
organisational enhancement and societal development (McGuire, 2014). HRD has
changed over the years to keep up with the changing surroundings of
organisation, individuals and the environment and will continue to change
overtime. This assignment will look into how management and leadership
development (LMD) adds value. It is suggested that LMD is part of the ‘formula
of success’ for a national economy (Bratton & Gold, 2017), showing that it
will be adding to the organisation. There has been a lot of change within LMD
from the increasing globalisation, grater customer demand, technological advances
and economic instability. LMD could be seen as a deliberate attempt to
implement a strategic response as stated by Brown (2007). LMD can be used to
advance a business in fast moving sectors by making sure they stay ahead of the
market and develop new models.

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Talent management

As defined by Bloisi (2007) Talent management is a method
that is used by organisations to attract and keep its best staff, it is also a
critical success factor in the corporate world. It will also go into developing
individuals who they believe are considered valuable to the organisation. Organisations
need to take a strategic approach to talent management to get the best results.
By managing the talent in an organisation strategically, organisations can
build a high performance workplace, encourage a learning organisation, add
value and contribute to diversity management (CIPD: talent management
factsheet). In organisations these days HR will put strategy in place for
talent management so that their staff will better themselves and this will help
them to keep ahead of their competitors if they have the best staff. From this
organisations will hope to find the high potential within the organisation.
They cannot just have staff with moderate knowledge anymore, there are a lot of
changed from increasing globalisation and they need to make sure that their
staff are up to date with the new knowledge for the needs of the organisation.
Showing that talent management can bring value to an organisation.

Before an organisation is able to evaluate and identify
their talent they need to make sure that they have a clear idea of what talent
means for them and their organisation (Scullion & Collins, 2011). As Beardwell
and Thompson (2017) suggest talent in each organisation will be very different
depending on the industry of the organisation, in general the ‘talent’ could be
described as everyone, on the assumption that people all possess individual
skills and attributes, or talent can be used in a more exclusive sense to refer
to only those who can demonstrate high performance and potential. As Holbeche
(2002) says using a succession plan or talent pool is becoming increasingly
popular with organisations which focuses on individuals rather than specific
jobs, as is being adapted by organisations such as British Airways and others
are following a similar route such as United Airlines and ICI.  For example Dior and Gucci have a list of factors
they expect their talented staff to have. They are very specific for their line
of business as they are luxury brands so they need to make sure they have high
quality staff as customers are expecting a high quality service.

In order for an organisation to keep track of their most
talented employees they will create something called a talent pool which is a
list of employees who have been identified as having high potential for
advancement, usually because they are top performers in their current position
(Jackson, Schuler & Werner, 2009).

As Pfeffer and O’Reilly (2000) state, is that organisations
need to create cultures and systems in which the talented staff can actually
thrive and put their talent to use. However they also say that it is important
for the organisation to make sure that management practices are also in place
so that they can get great results from almost everyone in the organisation. When
it comes to attracting the best talent the organisation will need to make a
plan that links the corporate values and the individuals’ personal values and
behaviours as this is when they will get the best out of their employees
(Bloisi, 2007). The organisation will get the most value added if they are
making the most of the information they have.

Management and leadership development

Byars and Rue (2011) define management development is
concerned with the developing the experience, attitudes, and skills necessary
to become or remain an effective manager, for this to be successful they need
to have the full support of the organisations top executives. Leadership development
in the widest sense involves the acquisition, development and utilization of
leadership capability or the potential of it. In most cases this prepares
people for leadership roles and situations beyond their current experience
(Armstrong, 2014). All organisation are different, as some may only make these
available to the employees that have been identified as the talent who will
fill the top jobs in the future. Where as in others hey may make it available
to all levels of managers (Torrington, Hall, Taylor & Atkinson, 2009).

As Kotter (1996) says leaders and managers are distinct in
their roles and functions: management is to do with planning and organising,
leadership is to do with creating, coping with change and helping to adapt to a
turbulent world.