Talent Management At Solar Industries Business Essay

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I am going to make some strategies and make some research as suggestion for solar industries, which is very use full for the industries , I solve the all difficulties and problems by my point of view and make some strategies as well for the solar industries and I make I discus so me key activities as well for the solar industries with manpower planning, employee selection, employee's motivation, employee's relation and payroll module, These are the basic strategies for the solar industries.


Manpower Planning: The HR is the one who have the right to make decision related with manpower and they have to recruit considers the actual requirement of the staff for the organization. Because the over staffing is wasteful and expensive, and under staffing leads to loses of the organization economics and profits, Lastly I suggests that company should make these process very powerful and easy to choose employee's.

2. Employee selection: The employee selection is very important process for the company, employee selection is process which also related with HR department, I suggest tha company should select employee's on basis of experience and study requirements, so

employee can easily learn all the things which related with job and they can work on more profitable to the company.

3. Employees motivating :After employee selection period the main thing to concentrate is

employee motivation, I suggest that employee motivation is the most important thing

then other things, it is very useful to train the employee for the companies as they want,

and can helpful to improve employee's performance, so I suggest that company should

give more importance to employee's selection then others.

4. Employee relation: Employee relation is one of the main thing to concentrate, I suggest that Employee relation is one kind of strategies which use to take good work from the employee's and give them good benefits for the future, I suggest company should maintain good relation with the employee for the companies benefits and employee's benefits as well, and I believe that employee relation is one kind of the employee motivation because employee do hard work because of the relation with the company.

5. Payroll module: Payment of the wages should be on the proper time to the employee,

because wages is the basic and most important need of the employee's, I suggest that

wages should be on proper time have to be main important thing for the company .


1. Transnational HR model:

The idea of the all company are very old and basic, the basic idea is '' idea of

community. And benefits is not applies on more or less then benefits of the people,

of their characters, judgements, acts, and effort as well.

While organizations are clearly a product of their leaders' vision, beliefs, and values, they are also heavily influenced by their cultural origin and administrative heritage - or corporate history - as well as by the attitudes and orientations of the people who populate them. The... new chaordic, Transnational HR business model brings together this corporate heritage, along with the vision and values of the enterprise,

the organization's structure, and the global orientation of its associates. Together with a foundation of well-defined, structured business processes and the appropriate supporting technology, the emerging chaordic, Transnational HR Model comprises the following five core components (see Figure 1):

- sets the overarching framework, direction, and values for the organization

_ Organization - defines the organizational structure that the enterprise will function within

_ People - comprises the organization's associates - their skills, competencies, and orientations

_ Process - delineates the processes that individuals in the organization are to follow

_ Technology - provides the underlying infrastructure to support the people and the processes

The new Transnational HR model must be adaptive and responsive to changing conditions and must at the same time preserve overall cohesion and unity of purpose. The fundamental paradox facing most enterprises today is that healthy, vibrant organizations naturally exhibit a dynamic tension between chaos and order: the chaordic organization must foster as much initiative and competition as possible - chaos - while building in mechanisms for cooperation and control - order. "Neither competition nor cooperation can rise to its highest potential unless both are seamlessly blended…. Either without the other swiftly becomes dangerous and destructive" (Hock 1991). To ensure that the new HR business model is a living, breathing process, actively used in the day-to-day operations of the business, there must be a way to measure the organization's progress according to the model - because, in the well-known words of Peter Drucker, "you can't manage what you don't measure." Thus, the new Transnational HR Model includes methods for measuring each of its components:

The Vision-to-Values (V2V) assessment process aids in defining a global vision and set of values for the organization, placing quantifiable, measurable values - or metrics - on the global enterprise vision and strategic objectives;

_ The Efficiency Innovation Model (EIM) assesses where the enterprise is along the path in its global evolution and points to some leading practices to help move the organization further along in its development; and,

_ The Global Orientation Evaluation (GOE) approach assesses the associates in the organization to determine whether they have the appropriate personality characteristics and global mindset for leading a Transnational enterprise.

Due to scope limitations, the remainder of this article will address only the first three components in the Transnational HR Model - Vision, Organization, and People - the ones that form the underpinnings of the enterprise and hence are critical to success for the global company.



1.On the job Training and Lectures

There is the frequently used two type of training are lecture and on the job training, these two little types are exists very effectively compare to each other. These type of training are very powerful to solve the problem easily, nowadays most of the companies use these two training types to train theme's employees. In industries is is impossible to teach everything to the employees because employee's have to be on the field of workplace.

The two most frequently used kinds of training are on-the-job training and lectures, although little research exists as to the effectiveness of either. It is usually impossible to teach someone everything she needs to know at a location away from the workplace. Thus on-the-job training often supplements other kinds of training, e.g., classroom or off-site training; but on-the-job training is frequently the only form of training. It is usually informal, which means, unfortunately, that the trainer does not concentrate on the training as much as she should, and the trainer may not have a well-articulated picture of what the novice needs to learn.

On-the-job training is not successful when used to avoid developing a training program, though it can be an effective part of a well-coordinated training program.

Lectures are used because of their low cost and their capacity to reach many people. Lectures, which use one-way communication as opposed to interactive learning techniques, are much criticized as a training device.

2. Programmed Instruction (PI)

These devices systematically present information to the learner and elicit a response; they use reinforcement principles to promote appropriate responses. When PI was originally developed in the 1950s, it was thought to be useful only for basic subjects. Today the method is used for skills as diverse as air traffic control, blueprint reading, and the analysis of tax returns.

3. Computer-Assisted Instruction (CAI)

With CAI, students can learn at their own pace, as with PI. Because the student interacts with the computer, it is believed by many to be a more dynamic learning device. Educational alternatives can be quickly selected to suit the student's capabilities, and performance can be monitored continuously. As instruction proceeds, data are gathered for monitoring and improving performance.

4. Audiovisual Techniques

Both television and film extend the range of skills that can be taught and the way information may be presented. Many systems have electronic blackboards and slide projection equipment. The use of techniques that combine audiovisual systems such as closed circuit television and telephones has spawned a new term for this type of training, teletraining. The feature on " Sesame Street " illustrates the design and evaluation of one of television's favorite children's program as a training device.

5. Simulations

Training simulations replicate the essential characteristics of the real world that are necessary to produce both learning and the transfer of new knowledge and skills to application settings. Both machine and other forms of simulators exist. Machine simulators often have substantial degrees of. physical fidelity; that is, they represent the real world's operational equipment. The main purpose of simulation, however, is to produce psychological fidelity, that is, to reproduce in the training those processes that will be required on the job. We simulate for a number of reasons, including to control the training environment, for safety, to introduce feedback and other learning principles, and to reduce cost.

6. Business games

They are the direct progeny of war games that have been used to train officers in combat techniques for hundreds of years. Almost all early business games were designed to teach basic business skills, but more recent games also include interpersonal skills. Monopoly might be considered the quintessential business game for young capitalists. It is probably the first place youngsters learned the words mortgage, taxes, and go to jail.

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Purpose of Training and Development 

Reasons for emphasizing the growth and development of personnel include

Creating a pool of readily available and adequate replacements for personnel who may leave or move up in the organization.

Enhancing the company's ability to adopt and use advances in technology because of a sufficiently knowledgeable staff.

Building a more efficient, effective and highly motivated team, which enhances the company's competitive position and improves employee morale.

Ensuring adequate human resources for expansion into new programs.

Research has shown specific benefits that a small business receives from training and developing its workers, including:

Increased productivity.

Reduced employee turnover.

Increased efficiency resulting in financial gains.

Decreased need for supervision.

Employees frequently develop a greater sense of self-worth, dignity and well-being as they become more valuable to the firm and to society. Generally they will receive a greater share of the material gains that result from their increased productivity. These factors give them a sense of satisfaction through the achievement of personal and company goals.


Claire McCartney, CIPD Resourcing and Talent Planning Adviser, says: "Organisations are facing increased competition to attract and retain the talent needed for their future success, with twice as many telling us that the pool of available talent to hire has fallen. 

"Limited budgets mean organisations and HR departments have to think creatively - doing more for less is not so easy. However by developing internal talent pipelines employees can benefit from increased opportunities, development and progression and the employer can fulfil the skills requirement for the job. 

"Although private sector companies are finding ways to restore profitability, the public sector, as we are now seeing is increasingly going through recruitment freezes and reductions in headcount and the number of new recruits. That said, most other sectors, particularly financial services are ramping up their graduate recruitment programmes giving a lift to new and existing graduates working to get their foot in the door.