Running Head: Talent Acquisition and Management Talent Acquisition and Management TALENT ACQUISTION AND MANAGEMENT Name: Instructor: Course Title: Date: Talent Management Plan For an organization, the employees are usually the most valuable asset. They therefore ought to be managed in a manner that encourages them to be more productive and more loyal to the organization. There are many means of managing talents and therefore most organizations often get up overwhelmed (Berger, 2010). A talent management system ensures that an organization has the necessary professionals with the required requirements for specific posts. This guarantees that an organization is able to meet their current as well as their future business objectives. The first step in coming up with an effective talent management plan is to identify the goals of an organization as well as its drivers. Customer service is an integral aspect of any business as it is the image of an organization to its clientele. The organization’s talent management plan focuses on the strengthening of the customer service department. The organization has been focusing on coordinating the training of the customer service department and their competencies to ensure that they sufficiently support the functionality of the organization. The organization ensures that they identify the relevant courses that the department should undertake have been identified. On identification, the courses should be undertaken within a given timeframe (Berger, 2010). The courses should be done be the entire department as well as all the mangers in charge of customer support. The courses are sent to each individual through email and the relevant personnel are expected to give monthly feedback on the relevance and effectiveness of the programs. Similarly quarterly updates are provided by the managers on the rate of completion of the customer service scheduled courses by the staff. Performance appraisal The current performance appraisal requires that the supervisor gives to the employee undergoing the appraisal a form which they should fill and return it within the shortest time possible. Upon receipt of the form, the supervisor ought to fill the supervisor’s section and hand it back to the human resource manager. The appraisal is made up of two key sections, the personal competencies and the social competencies. In the personal competencies section, the appraisal focuses on self-motivation, self-regulation and self-awareness while on the social competencies section, it focuses more on social skills and empathy. The current performance appraisal is satisfactory but to make it even better, it should include an extra section that targets the performance of an employee’s key duties. This would require the employee to look at their job description as was required of them during recruitment or promotion. They would then rate themselves on how they have performed each of the duties that were assigned to th ...

1. Running Head: Talent Acquisition and Management
Talent Acquisition and Management
TALENT ACQUISTION AND MANAGEMENT
Name:
Instructor:
Course Title:
Date:
Talent Management Plan
For an organization, the employees are usually the most
valuable asset. They therefore ought to be managed in a manner
that encourages them to be more productive and more loyal to
the organization. There are many means of managing talents
and therefore most organizations often get up overwhelmed
(Berger, 2010). A talent management system ensures that an
organization has the necessary professionals with the required
requirements for specific posts. This guarantees that an
organization is able to meet their current as well as their future
business objectives.
The first step in coming up with an effective talent management
plan is to identify the goals of an organization as well as its
drivers. Customer service is an integral aspect of any business

2. as it is the image of an organization to its clientele. The
organization’s talent management plan focuses on the
strengthening of the customer service department. The
organization has been focusing on coordinating the training of
the customer service department and their competencies to
ensure that they sufficiently support the functionality of the
organization. The organization ensures that they identify the
relevant courses that the department should undertake have been
identified. On identification, the courses should be undertaken
within a given timeframe (Berger, 2010). The courses should be
done be the entire department as well as all the mangers in
charge of customer support. The courses are sent to each
individual through email and the relevant personnel are
expected to give monthly feedback on the relevance and
effectiveness of the programs. Similarly quarterly updates are
provided by the managers on the rate of completion of the
customer service scheduled courses by the staff.
Performance appraisal
The current performance appraisal requires that the supervisor
gives to the employee undergoing the appraisal a form which
they should fill and return it within the shortest time possible.
Upon receipt of the form, the supervisor ought to fill the
supervisor’s section and hand it back to the human resource
manager. The appraisal is made up of two key sections, the
personal competencies and the social competencies. In the
personal competencies section, the appraisal focuses on self-
motivation, self-regulation and self-awareness while on the
social competencies section, it focuses more on social skills and
empathy. The current performance appraisal is satisfactory but
to make it even better, it should include an extra section that
targets the performance of an employee’s key duties. This
would require the employee to look at their job description as
was required of them during recruitment or promotion. They
would then rate themselves on how they have performed each of

3. the duties that were assigned to them as per the job description
(Falcone, 2013). The employee’s supervisor should also have
access to the pertinent job description and scrutinize it
effectively in order to be able to make informed decisions when
rating the employee. The supervisor is allowed to make any
changes to the form in order to effectively rate the employee
based on their job descriptions and how they perform their key
duties. The job description explains in detail the duties that
ought to be carried out by a particular employee upon
recruitment. This is the whole essence of the employee and the
main purpose why they are employed in an organization. The
performance appraisal should therefore consider this weightily
as it defines the sole reason why an employee was contracted to
work in an organization.
Employee development plan
Some of the important questions that need to be answered are:
where the employee is at in terms of current skills, values and
ideas as well as where the employee is actually intended to be
(Dong et. al., 2014).
Section 1: Where am I as at now?
What do I value?
Is my current job satisfying?
Does my job meet my needs?
Is there any change that I would wish to make?
What kind of person am I?
What makes me happy?
When these questions are answered, then follows the question:
Section 2: Where do I want to be?
Am I satisfied with this organization or I wish to move to
another organization?
Would I wish to enrich my current job?
Am I interested in developing new skills?
If so, which skills and why?
This section requires that the new employee interacts with their
supervisors in order to understand what are the available

4. options I terms of professional advancements.
Finally the third question arises.
Section 3: How will I get there?
After understanding one’s professional position and where they
would wish be, the next obvious thing to think about is how one
can get to their ideal place. To understand this, the employee
needs to understand:
The skills and competencies that they possess?
What needs to be strengthened?
What barriers am I likely to encounter?
How can I overcome the barriers?
Do I need to make any changes? And if so, what changes?
Recommended Action Plan
There are a number of internal as well as external factors that
impact the performance of employees within an organization.
Some of the internal factors that may affect employee
performance include policies and strategic plans of the
organization (Sabol & Whitman-Rice, 2005) . The work
environment as well as the locus of organizational control may
impact the performance of employees either positively or
negatively. External factors refer to the factors that are not
directly linked to the work place and these include the
educational level of the employee and their competencies as
well as government regulations. Many at times, an organization
may have a number of their employees performing below the
expectations. There are a number of reasons that may be
contributing to this performance gap and this means that the
organization cannot have one defined way of dealing with such
persons (Sabol & Whitman-Rice, 2005). The best approach to
solve this organizational problem is to first understand why

5. these employees are not performing as expected. Sometimes, it
may need a simple push, a change of the environment or mere
counseling to get the employees to achieve their full potential.
For chronic cases however, warning letters should be written
and if the employees do not improve, then the company should
fire them and hire more competent employees.
The organization may require to involve recruiting companies
that will aid them with the tiresome process of talent
acquisition. This also ensures that the human resource
department gets the best candidates to pick their choice from. It
is also less tedious because the recruiting companies do most of
the selection to present the organization with the top cream.
Based on the areas that require improvement, the organization
may decide to hold periodical trainings so as to better equip
their personnel. The organization may also review their
employees’ salaries based on their performance appraisals to
ensure that they retain most of their employees (Falcone, 2013).
If employees do not receive periodic salary reviews, they are
likely to move to competitor organizations.
REFERENCES

6. Dong, Seo, & Bartol. (2014). No pain, no gain: An affect-based
model of developmental job experience and the buffering effects
of emotional intelligence. Academy of Management Journal,
57(4), 1056-1077.
Sabol, D. M., & Wittmann-Price, R. A. (2005). Get creative
with performance improvement plans. Nursing
management, 36(8), 16-19.Berger, L. (2010).The Talent
Management Handbook. Creating a Sustainable Competitive
Advantage by Selecting, Developing, and Promoting the Best
People. Mc-Graw Hill.Falcone, P. (2013) The Performance
Appraisal Tool Kit: Redesigning Your Performance Review
Template to Drive Individual and Organizational Change.
AMACOM PublishersDevelopment Action Plans: Coaching for
Staff. Retrieved on 19th March, 2017 from
http://www.psu.edu/dept/itshr/training/DAP%20Online%20Trai
ning%20Participant%20Guide.pdf
9
McBride Company has the following opening account balances
in its general and subsidiary ledgers on January 1 and uses the
periodic inventory system. All accounts have normal debit and
credit balances.
GENERAL LEDGER
Account Number
Account Title
January 1 Opening Balance
101
Cash
$35,750
112
Accounts Receivable
13,000

7. 115
Notes Receivable
39,000
120
Inventory
18,000
126
Supplies
1,000
130
Prepaid Insurance
2,000
157
Equipment
6,450
158
Accumulated Depreciation—Equip.
1,500
201
Accounts Payable
35,000
301
Owner's Capital
78,700
Schedule of Accounts Receivable
(from accounts receivable subsidiary ledger)
Schedule of Accounts Payable
(from accounts payable subsidiary ledger)
Customer
January 1 Opening Balance
Creditor
January 1 Opening Balance
R. Kotsay
$1,500
S. Otero
$ 9,000

8. B. Boxberger
7,500
R. Rasmus
15,000
S. Andrus
4,000
D. Baroni
11,000
In addition, the following transactions have not been
journalized for January 2017.
Jan. 3
Sell merchandise on account to B. Berg $3,600, invoice no. 510,
and J. Lutz $1,800, invoice no. 511.
5
Purchase merchandise on account from S. Colt $5,000 and D.
Kahn $2,700.
7
Receive checks for $4,000 from S. Andrus and $2,000 from B.
Boxberger.
8
Pay freight on merchandise purchased $180.
9
Send checks to S. Otero for $9,000 and D. Baroni for $11,000.
9
Issue credit of $300 to J. Lutz for merchandise returned.
10
Cash sales from January 1 to January 10 total $15,500. Make
one journal entry for these sales.
11
Sell merchandise on account to R. Kotsay for $2,900, invoice
no. 512, and to S. Andrus $900, invoice no. 513.
Post all entries to the subsidiary ledgers.
12
Pay rent of $1,000 for January.
13
Receive payment in full from B. Berg and J. Lutz.

9. 15
Withdraw $800 cash by I. McBride for personal use.
16
Purchase merchandise on account from D. Baroni for $12,000,
from S. Otero for $13,900, and from S. Colt for $1,500.
17
Pay $400 cash for supplies.
18
Return $200 of merchandise to S. Otero and receive credit.
20
Cash sales from January 11 to January 20 total $17,500. Make
one journal entry for these sales.
21
Issue $15,000 note to R. Rasmus in payment of balance due.
21
Receive payment in full from S. Andrus.
Post all entries to the subsidiary ledgers.
22
Sell merchandise on account to B. Berg for $3,700, invoice no.
514, and to R. Kotsay for $800, invoice no. 515.
23
Send checks to D. Baroni and S. Otero in full payment.
25
Sell merchandise on account to B. Boxberger for $3,500,
invoice no. 516, and to J. Lutz for $6,100, invoice no. 517.
27
Purchase merchandise on account from D. Baroni for $12,500,
from D. Kahn for $1,200, and from S. Colt for $2,800.
28
Pay $200 cash for office supplies.
31
Cash sales from January 21 to January 31 total $22,920. Make
one journal entry for these sales.
31
Pay sales salaries of $4,300 and office salaries of $3,600.
Instructions

10. (a)
Record the January transactions in the appropriate journal—
sales, purchases, cash receipts, cash payments, and general.
(b)
Post the journals to the general and subsidiary ledgers. Add and
number new accounts in an orderly fashion as needed.
(c)
Prepare a trial balance at January 31, 2017, using a worksheet.
Complete the worksheet using the following additional
information.
· 1.Supplies at January 31 total $700.
· 2.Insurance coverage expires on October 31, 2017.
· 3.Annual depreciation on the equipment is $1,500.
· 4.Interest of $30 has accrued on the note payable.
· 5.Inventory at January 31 is $15,000.
(d)
Prepare a multiple-step income statement and an owner's equity
statement for January and a classified balance sheet at the end
of January.
(e)
Prepare and post the adjusting and closing entries.
(f)
Prepare a post-closing trial balance, and determine whether the
subsidiary ledgers agree with the control accounts in the general
ledger.
Running head: PERFORMANCE APPRAISAL
PERFORMANCE APPRAISAL
Employee name:
Position:
Supervisor name:
Department:
Date of completion:
Review and completion by supervisor:
Supervisor instructions: The supervisor should give the form to

11. the employee undergoing performance appraisal, the employees
should complete the performance appraisal and hand it back to
the supervisor within the shortest time. Upon receipt of the
performance appraisal form, the supervisor should complete his
required section and hand the form back to the human resource
leader.
Employee instructions: The employee undergoing assessment
should complete and return the self-assessment to the
supervisor; the employee is also free to discuss any sections
with the supervisor.
Rating scale
1. Unacceptable ( fails to meet standards)
2. Needs improvement (Frequently fails to meet expectations)
3. Satisfactory (Generally meets set standards)
4. Outstanding (exceeds outlined standards)
5. Excellent (consistently meets standards)
Section one, personal competency
Supervisor guide: Personal competency is a core aspect of
emotional intelligence at the company; all employees must
display adequate personal competency skills that include self-
awareness, self-regulation, and self-motivation.
Self-awareness is the ability to understand one’s talents and
weaknesses, employees who have self-awareness know their
limits and have a clear idea of the areas where they need
improvement. Employees with self-awareness also display self-
confidence because they know whether they can do a job based
on their understanding of their abilities (Dong, Seo, & Bartol,
2014).
Self-regulation is also a core component of personal
competency; regulation involves the discipline needed to
control oneself (Dong, Seo, & Bartol, 2014). The job exposes
employees to many temptations, ideal employees must display
discipline in handling responsibility assigned to them by the
company. Self-regulation enables the company to trust the
employee.
The third component of personal competency is self-motivation,

12. employees must display the drive needed to accomplish tasks,
even in the face of challenges. In assessing self-motivation, the
supervisor must look out for imitative, commitment, optimism,
and the desire to achieve more.
Section two, social competency
Supervisor guide: Social competency is also a key part of
emotional intelligence. Social competency has two key aspects;
these are empathy and social skills.
Ideal employees must have good empathy; because the job
involves interaction with other employees, the ideal employee
should be highly aware of the feelings and needs of others.
Empathy among the employees of the organization enables them
to achieve a synergy where their efforts complement each other
(Dong, Seo, & Bartol, 2014).
The second core component that the supervisor should look out
for is social skills. Social skills are crucial for survival in the
company. Good social skills in an employee include the ability
to manage and influence others. Employees must also be good
team players who have the ability to build close relationships
with colleagues and leverage these relationships into achieving
goals (Dong, Seo, & Bartol, 2014).
Section three: Performance of Key job duties.
Supervisors guide
The supervisor ought to consider the job description of the
employee and the rating to which the employee is able to
perform the duties assigned to them.
The ideal employee ought to be able to execute their tasks,
duties and obligations as was explained to them upon
recruitment.
Employee signature:
Date:
Supervisor signature:
Date:

13. References
Dong, Seo, & Bartol. (2014). No pain, no gain: An affect-based
model of developmental job experience and the buffering effects
of emotional intelligence. Academy of Management Journal,
57(4), 1056-1077.