1.0 but more to explore the hidden and unusual

1.0 OVERVIEW

Every person possesses certain skills or talent
that make us different from others. In fact, there are big different between
talent and skills. A talent is a being good in certain activity without
actually learning or acquiring it. Meanwhile, skills are a learnt ability, it
is developed after that person put in a lot of time and hard work. The major
difference between talent and skills is hard work. Conclude that, talent need
to retain and skills need to develop. In business world, both of talent and
skills needed for facing the vulnerable changes.

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Among the talents management that exist in each
company or organization are recruiting, hiring, retaining, and developing the
most talented and superior employee available in the job market. Basically,
develop talents is a set of integrated organizational Human Resources (HR)
process to attract, develop, motivate and retain productive, engaged employee
which is required for long term planning.

Based on the study of Norasmah, Zuraidah and
Mohd Izham (2010), the practice of Human Resource Management is functions
performed within an organization to facilitate the management of employee effectively
to achieve individual and organizational goals. Technically, the goal of talent
development is to create a high performance, sustainable organization that
meets its strategic and operational goals and objective as well as enable them
to retain their top most talented and skilled employee.

Further, talent management team is one who
defining job description, handle interview process and select the strongest
candidate to fill the right position. They are not restricted to recruit right
candidate at the right time for the right position but more to explore the
hidden and unusual quality and develop them to get the desired result. It
should be continuous process that involved step by step. For some company, hire
the talented employee is the big concern. However, for the company that having
a long-term planning would stressed on retaining and transition them according
to the culture to get the best outcome and reach company objectives in future.

The talented employee will ensure they will
have opportunity to develop their skills and the talent management will
interested to the best talent. For sure, finding good and talented quite not
hard things and to ensure the employee to stay longer for same business or
organization is the challenges. Talent management will give an opportunity to
whom willing to continue grow and develop their professional and personal
skills

 

 

 

 

 

 

 

 

2.0 INTRODUCTION OF MANAGING HUMAN TALENTS

According to Morton (2005), talent refers to
the capabilities of an individual to create a significant difference in the
performance and achievement of the company at present and in the future. In
this context, talent management includes aspects of identification, attraction,
integration, development, motivation and retaining important individuals to the
organization. Creelman (2004), also mentions talent management as an
interesting process, recruiting and retain selected or talented employees.
Meanwhile, Preffer (1994) explains talent management as an effort to attract,
retain, motivate and develop talents is required in the organization to ensure
that the organization operates efficiently and competitively in order to create
long-term success.

Talent management according to Islamic
perspective is based on the ability to use all natural resources are either in
the form of material or humanitarian endowed by God. The main goal in talent
management in Islamic perspective is divided into two, namely, long term goals
and short-term goals. Short term goals is to improve work performance or
productivity while working. The long term goal is to get the pleasure of Allah
SWT.

Based on the above description of talent
management, it can be concluded that there is a significant relationship
between employee talent management and job performance or output produced to
the organization to enhance the country’s economic development. A clear example
can be seen when the Islamic Banking sector in this country is increasingly
showing glorious and acceptable to all races not limited to Muslims.

Talent management is also a strategic approach
to manage human capital throughout the career cycle, attracting, maintaining,
developing and the most important asset transition. In a strategic approach,
attracting qualified talent is an important step in achieving organizational
goals that give birth to an individual gifted employees and improve work performance.
Matching the right employee is important to an organization. In the strategic
approach also, there is a talent development that has many advantages to
improve work performance. Talent development is very important so that employee
feel challenged to do the assignment that they have been given. No talent
development, employees will be less productive and work achievements will also
be stunted.

 

 

 

 

 

 

 

 

 

3.0 CURRENT PRACTISES AND ISSUES OF MANAGING HUMAN TALENTS

3.1 CURRENT
PRACTISES

Currently, human talents management have
emerged in financial institution and been practices widely. Either Islamic
institutions or conventional institutions. Each of the institution has to keep
the professional and high skills employee. Without the employee retention,
especially the professional and high skilled employees, the organization or
company will loss the human talents which have the high value and also will
affect the performance of the organization itself.

Employees in Malaysia are expected to
play a role as knowledge employee and to have global competitiveness. In line
with this, human resource management knowledge needs to be streamlined by
improving the concept of personnel management that has been used by
organizations in Malaysia. Human resource management is now equipped with a
variety of motivational and cognitive method to develop the workers. Among the
method are focusing on modernizing programs, talent management practices,
enhancing learning and training, process improvement, technological
improvements related to technology, and improve the working environment.

Based on the annual report of Bank Negara
Malaysia (BNM) that been reviewed, to form an efficient organizational
workforce, the technical skills required for each level of positions at the
Bank have been identified. This enables the implementation of more specialized
talent management and development especially technical competence. In 2016,
overall training expenses is 4.5% of the total gross salary.

Priority is given to improve leadership
capabilities to ensure the employee have a potential to carry out their current
roles effectively and able to take responsibility in the future. Specific and
structured approaches been implemented through the Program Leadership
Development Program (LDP). LDP is a continuous process involving classroom
learning, on-the-job training, and exposure to new experiences, mentoring and
dialogue with senior management.

To accelerate the efficiency period, the
Bank has developed a Structured Technical Curriculum (STC) on central banking
knowledge in a specific field of work. Apart from the STC, technical programs
and talks are also held jointly with internal and external experts. Employees
holding the role of regulation and supervision of the financial industry are
also encouraged to obtain Chartered Banker qualifications to enhance their
understanding of industry issues. To promote learning through self-directed
learning, a new electronic library has been set up that offers e-books, audio
books and online courses with open access and extensive access (Massive Open
Online Courses, MOOC).

Scholarships for high-achieving students
across the country also continue. The scholarship reflects the continued
commitment to build a robust lineup of talent that is essential to the
development of the country and ensure the generation of central bankers coming
talented and skilled.

Besides, staff safety remains as
important agenda. Independent assessment of physical security management has
been conducted to ensure that the Bank has the ability to respond to any
threats arising. The scope of assessment covers all aspects of management,
technology and security-related processes. Several security initiatives have
been implemented to enhance security. Some initiatives have been introduced to
create a conducive and secure working environment, with the aim of improving
the well-being of staff. In addition to the existing comprehensive medical
benefit schemes, pre-primary health screening facilities are also available for
all staff. Targeting health programs are also focused on obesity that includes
nutrition advice for volunteers who participate in the program. Efforts have
also been improved in response to emergency response to medical related
incidents in the premises of the Bank.

 

3.2 ISSUES

Even though the financial institution
implements the initiatives above, there are still some issues that occur in the
institution. Among the issues are lack of internal expertise in talent
management which the company or institution is too depend on external
consultants and lead to increase cost. Cost increases occur because of too much
payment to be made to give input to employees.

Age factor is also one of the problems in
improving talent management among employees. This problem is seen when older
people are more prominent with clear work experience than young people. Young
people are seen to be lacking in knowledge and experience in management and
development resulting in gifted employees hard to bear. In addition, lack the
skills of the workforce where retirees will be retired and replaced with new
workforce who are still lacking in the skills to manage an organization.

According to Jensen, R. (2009) challenges
in creating a talented individual to improve the work performance is when the
number of aged workers have started to decline dramatically and organizations
have begun to realize the impact of demographic changes will affect
productivity. Today’s youth are more demanding flexibility, more meaningful
jobs, higher rewards, better work culture and more engagement than older
people.

The challenge from our own country when Malaysia
is a developing country. Our country has no traditions of inquiry to build the
industry. Most of the country’s industry relies on technology and foreign
expertise. While efforts to provide the basis of local technology development
have begun since the early 1980s through research and growth incentives, but
technological construction is still low. Therefore the development of talent in
the individual is still low.

 

 

 

 

 

 

 

 

 

 

 

4.0 SUGGESTIONS AND RECOMMENDATIONS

According to the world’s millionaire in
computer software, Steve Jobs, the giant company he owned was not from his own
intelligence but had talented employees in their own skills up to the
“Apple” brand worldwide. His explanation suggests that if an
organization or company wants to develop a higher level of performance, one of
the factors is to have some employees who have talent so that performance can
also be maximized.

Basically, all institutions are trying to
prepare an effective and skillfully human talents for their organization. Human
talents act as a vital team in any organization or institution. We already
know, without these talents the organization or institution would not exist.
Human talents may affect the organization or institution entirely if there is
any mistake or fault. Thus, managing talents is what any organization or
institution should do in twenty- four hours.

For the recommendations, starting from the top,
employers should plan from time to time to develop employee talent as the
organization’s performance depends largely on talented employees in every given
job.

Besides, an institution itself needs to have
their own benchmark in hiring people. They must plan wisely in hiring the
people. Emphasizing the talents that will be involved in the institution will
support the institution entirely. For example, develop the benchmark and
upgrade the benchmark from year to year. The benchmark that would be involved
for instance are level of education and working experience. There is bit
difference between conventional institution and Islamic institution. Islamic
institution should emphasize and stress out the qualified talents. Among the
qualification that should be taken are the one who have a better understanding
in Islamic financial which would be the transaction, concept, management,
operation and so on.

Moreover, providing a training to the fresh graduate.
Management team need to organize a class or seminar to boost the energizing and
training the fresh graduate who is interested to be in the institution. For
those who are captivating in Islamic institution, management team should train and
giving knowledge that related with matter they will be facing later. By doing
this, the fresh graduate becomes more confident and capable to perform their
job.

Of course there is a bit different between
conventional institution and Islamic institution. But, no matter, the
management team must ensure the institution environment does not give any
disruption towards human talents. Developing the good environment among the
human talents is a good decision. Management team must provide the conducive
and pleasant surroundings within an institution. This situation will assist
these talents in executing their job. They will get positive vibes during
performing their jobs.

Last but not least, management teams have to
monitor these talent performances whether there is any improvement or not. But
don’t demoralize them.  Motivating them
is productive way to boost their improvement.

 

 

5.0 CONCLUSION

            As the conclusion,
absolutely human talents are interlinked with the performance of any
organization and institution.  Becomes a
requirement of the organization and institution to maintain their performance
and credibility by developing and implementing the best initiatives towards
human talents. As to achieve the objectives of their organization or
institutions they should plan wisely. 

 

 

 

 

 

 

 

 

 

 

 

 

 

REFERENCES

Siti Zarina Ghazali, Dr Azman Ismail.
(2013). “Kaitan Antara Latihan Pengurusan Bakat dengan Prestasi Kerja dalam Sektor
Perbankan Islam”. Prosiding PERKEM. (Vol 1).

Azharuddin Hashim, Nursyazana Zolkifli,
Norziah Othman, Nadwatul Husna Mustapha. (2016). “Hubungan Amalan Pengurusan
Sumber Manusia dan Komitmen Organisasi’. 2nd ICEB.

Bank Negara Malaysia. 2002.

Bank Negara Malaysia. 2016.

Kementerian Sumber Manusia. 2016