Porter Novelli Case Study
Porter Novelli Case Study
Porter Novelli is a public relations agency, which was founded in Washington, DC with over 80 offices in 60 countries across the globe. This agency aims at bringing expert solutions and strategies in the business world to improve the current business strategies, which become obsolete with time (Porter Novelli, 2018). This agency focuses on the creation of strategic marketing approaches, which include advertising of commercial products. Its global purpose practice involves specializing in brand strategy, brand communications, corporate social responsibility, and social marketing (Porter Novelli, 2018). Porter Novelli high performance has been attributed to the effectiveness of its management decisions with a focus on talent management strategies, which have improved the performance of its operations. Talent management strategies involve identifying high-qualified individuals and aligning the company’s roles and responsibilities to the individuals based on their skills (Porter Novelli, 2018).
The Effectiveness of the Roles That the Strategic Leaders Played In the Formation of the Performance Management Strategy
Performance management is important in enhancing the performance of employees in an organization. This is achieved by encouraging increased performance by determining the expected results and establishing effective performance benchmarks to help in measuring the performance of employees (Goldsmith ; Carter, 2010). Performance management is important in identifying the roles and responsibilities to enable an effective management system. An effective and robust leadership development plan is vital for the formation of the performance management strategy. Effective leadership is not only focused on achieving certain set goals but also identifying talent in the employees and providing opportunities to the employees (Goldsmith ; Carter, 2010). This leadership role enables the employees to maximize their potential. This is important in identifying qualified individuals who are able to lead the agency and develop the business strategies implemented by the agency. Leaders play important roles by providing necessary skills, which is important for the success of any organization (Goldsmith ; Carter, 2010).
Due to the retirement of current leaders, an organization should be able to identify and nurture talent to ensure that succession is done with the placement of the right and qualified leaders (De, 2013). Porter Novelli has improved its position globally in the business world due to the emphasis placed on the leaders to manage their human resources, which is important role in ensuring the effectiveness of an organization (De, 2013). Other roles, which the strategic leaders played in the formation of the performance management strategy, involved organizing activities, which were integrated into the performance management strategy (De, 2013). These activities include developing a training program and creation of a good working environment, which involved implementing safety and health elements. A good environment is important in enabling employees to perform their full potential, which in return will improve the performance of the organization (De, 2013).
Other roles include an analysis and evaluation on the possible hazards, which may result in the implementation of the performance management strategy and, ways of addressing the hazards (Goldsmith ; Carter, 2010). This is important in efficiently planning the financial resources and other important resources required in the implementation process of the strategy. The leaders also had a role of collecting information related to the performance management strategy (Goldsmith ; Carter, 2010). This information would be used to determine the performance of each employee, which is important in determining high qualified and skilled employees. Different criteria are used to determine different talents and how these talents can be nurtured. Leaders at Porter Novelli also had the role of giving advice to employees on all aspects of the organization, which include consumer products and improvement strategies based on a successful analysis on the organization’s performance (Goldsmith & Carter, 2010).
A Five (5) Point Criteria For Evaluating the Effectiveness of the Talent Management Strategy and How the Data Could Be Collected
Effectiveness of the talent management strategy can be evaluated by using the human resource, which is an important resource for any organization (Collings, Mellahi, & Cascio, 2017). This is because it plays an important role in identifying the necessary resources required in the organization to enable a smooth running of operations. The human resource can collect information in the organization, which may include the desired outcome versus the achieved outcome to evaluate the effectiveness of the talent management strategy (Collings, Mellahi, & Cascio, 2017).
Identifying Organizational Goals
Organizational goals provide a criterion to evaluate the effectiveness of the talent management strategy by helping in determining the kind of talent required in an organization to enable the organization to be successful in its operations (Collings, Mellahi, & Cascio, 2017). This information will be collected by the human resource by engaging the business managers to determine what skills are necessary to improve the performance of the organization. Evaluation can be done by comparing the desired outcome with the current outcome, which will help the management in making important information related to the improvement of the strategy if any deficits are discovered. This can involve hiring individuals with more enhanced talent that can help in improving the outcome of the strategy (Collings, Mellahi, & Cascio, 2017).
Determining a Criterion to Identify the Success for the Different Positions
Due to the different roles played by the different leaders and employees, a universal criterion cannot be used to determine the success of the members and different criteria based on the positions should be determined (Collings, Mellahi, & Cascio, 2017). The success criterion involves testing if a strategy was successful in attaining certain objectives. This is achieved by analyzing a strategy from the implementation stage, the execution process, and the performance of the strategy. This should be done by first determining the right success metric. This can include comparisons between outcome before and after the implementation of the strategy or the growth in the organization due to the implementation of the strategy (Collings, Mellahi, & Cascio, 2017).
Evaluating the Performance of the Staff Based On Different Assessments
Performance is based on the potential of the employees in successfully undertaking certain tasks. Employee potential is based on the qualification of the employees as well as the skills, which the employee has (Thunnissen & Gallardo-Gallardo, 2017). There are different expectations for different positions, which are measured after analyzing the results. The effectiveness of the talent management strategy can be assessed by analyzing the results of the different tasks performed by the different employees (Thunnissen & Gallardo-Gallardo, 2017). This is important in developing a competent and a powerful team by measuring employee contribution in the success of the talent management strategy. Every individual contributes to the implementation of the strategy in different ways, which can be identified to determine the effectiveness of the talent management strategy. Information can be collected through an analysis on employee turnover in the organization (Thunnissen & Gallardo-Gallardo, 2017).
Engaging the staff is a good approach to evaluate the effectiveness of the talent management strategy. Information can be collected by collecting feedback from the employees and using social platforms to collect information from the employees on the implementation process of the talent management strategy (Thunnissen & Gallardo-Gallardo, 2017). This helps employees who are the main workforce behind the implementation of the talent management strategy to participate and provide accurate information regarding the strategy, which is important in evaluating the effectiveness of the talent management strategy. The performance of the employees can also be measured to determine the perception and the attitude of the employees towards the strategy (Thunnissen & Gallardo-Gallardo, 2017).
Critique the Components of Your Talent Management Strategy and Suggest Alternative Ways to Achieve Effective Results
Due to the current advancement of business methods, this has impacted all the different aspects related to organizational dimension and organizations should also remain up to date with any strategies implemented aimed to improve the success of the business strategies (Castellano, 2013). In the current times, technology has been widely adopted by organizations with the earlier business practices becoming obsolete and not as successful as they were in the early days. It is important that technology be adopted in the different elements of the talent management strategy (Castellano, 2013). Technology is useful in enhancing the processes involved in the talent management strategy which can include training and evaluating the talent management strategy which will lead to improved performance of the employees as well as the organization (Castellano, 2013).
Another drawback of this strategy is the focus in relying on the top management for support, which is not ultimately successful. This strategy needs to establish more roles and responsibilities of the top management at the same time having roles for the employees to enhance their involvement (Castellano, 2013). At most times, the top management determines and delivers the strategy to be accomplished by the other members of the organization without largely participating in the process. Most top management performs supervisory roles and only kicks in times of trouble, which may not be adequate to realize the benefits of the management strategy (Castellano, 2013). Increased responsibilities and collaboration with other employees will not only improve the working environment but will also improve the outcome of the strategy (Castellano, 2013).
Outline The Functional Expertise Component Of This Strategy And How It Optimizes The Company’s Ability To Identify Highly Qualified Individuals
The functional expertise component of performance management strategy is important in the planning of talent requirements, determining talent needs, development of important talent, and evaluation of the talent management strategy (Morgan, 2014). The talent management strategy involves the top and the human resource management in the process of identifying, acquiring, and nurturing talented employees, which enhances the performance of the organization in achieving the desired outcomes (Morgan, 2014). For a successful implementation of this strategy, qualified leaders must be engaged to identify high performing employees. This will help the management in aligning the talent management with the company’s strategy, determine, and develop competent and consistent leadership in all the critical areas in the organization. This will also enable the management to identify specific competencies, which can be utilized to enhance growth in the organization (Morgan, 2014).
This will also enable the organization to have a competitive advantage over other organizations and take advantage on new opportunities as the organization is well prepared for any business opportunities (Elegbe, 2016). Talent management will help an organization in strategic employee planning which involves developing organizational goals and determining the specific roles and personnel to enable the organization in achieving those objectives. A company is able to identify talent by first concentrating on its internal team, which is more cost-effective (Elegbe, 2016). The organization is also able to align the right employees with the right roles and responsibilities, which is vital in recognizing the business goals. This strategy allows an organization to determine the employee’s performance based on their results and not based on other ineffective aspects, which may include employee behavior (Elegbe, 2016).
Castellano, W. G. (2013). Practices for engaging the 21st century workforce: challenges of talent management in a changing workplace. New York: Pearson FT Press.
Collings, D. G., Mellahi, K., ; Cascio, W. F. (2017). The Oxford handbook of Talent Management. Oxford: Oxford University Press.
De, W. A. (2013). Strategic Performance Management. Palgrave Macmillan.
Elegbe, J. A. (2016). Talent management in the developing world: Adopting a global perspective. London: Routledge.
Goldsmith, M., ; Carter, L. (2010). Best practices in talent management: How the world’s leading corporations manage, develop, and retain top talent. San Francisco: Pfeiffer.
Morgan, J. (2014). The future of work: attract new talent, build better leaders, and create a competitive organization . New York: Wiley.
Porter Novelli. (2018). Our heritage. Retrieved from https://www.porternovelli.com/about/
Thunnissen, M. A. G., & Gallardo-Gallardo, E. (2017). Talent management in practice: An integrated and dynamic approach. United Kingdom: Emerald Publishing.