Reference no: EM132751916

Question: Talent Management at Computer Companies

One of the fastest growing computer companies is worried because the company does not have a clear succession plan and consequently does not know whether individuals who survive in the organization have the right skills to take role in senior management positions. The company thinks that this issue is very important because rapid growth means increasing need for more senior managers. If there is a shortage of managers whose talents are appropriate, then the company needs to start making significant recruits. While this recruitment may provide the management capabilities needed, the person recruited may not have the experience of working in a relevant company.

As an initial step, it is important to identify the competencies that actually affect performance. The company hires a consulting firm that is familiar with psychological testing to carry out this analysis. The company previously used more than 30 competencies loosely, after the study the consultants found ten competencies that greatly influenced performance and showed that three of them were truly important. The important competencies are: tenacity, resilience, and motivation.

As with many large organizations, promotion to middle manager positions is usually based on assessing how well managers performed on their former specialist roles, be it sales, marketing, engineering, or software development. Some companies might not define or forget to identify competencies needed for these lower level managerial positions. The difference between the competencies possessed and the competencies needed to carry out the work becomes even more important when observing middle managerial positions.

1. Identify and explain the steps or action plans for talent management that the company needs

2. Give your recommendations.