ing war for talent, leaders should look internally for critical skills and knowledge that are necessary for executing the most important jobs. Developing, deploying and connecting these employees will raise the organization’s overall performance (Deloitte Research, 2004). Deloitte suggests that HR can quickly and effectively support organizational growth by focusing on their current internal workforce, before looking to the outside for key talent.
Acquisition Strategy: Improving the Employer Brand
The employer brand may be very effective in recruiting and attracting talent to an organization.
Employers who invest in more long-term strategies to build their brand will out-do those who react with just-in-time strategies. Employer strategies to build a culture of retention and engagement rely less on pay and benefits and more on the creation of a work environment that allows employees to grow and develop.
General Electric is very successful in this in the Chinese market.
Immediate supervisors play a significant role in building a retention culture that attracts new employees. The emotional connection with a supervisor is the most effective way to get an employee engaged at work.
Development Strategy
Many organizations rely on training to develop their people. However, training itself is not enough. It is important that HR measures the effects of training, maximizes the use of technology, and customizes training for the current needs.
Learning management systems will be used to deliver real time, short, targeted performance-based lessons to address specific tasks and skill weaknesses. Training must be strategically planned and executed in order to be an effective p