MGT567 Strategic Human Capital and Talent Management Assignment Answers

Question 1
Integrated Talent Management System (System-Level) Using your chosen organisation as the context:

1. Assemble an integrated talent management system covering recruitment, talent development, performance management, retention, and succession planning.
2. Appraise the effectiveness of the integrated talent management system developed in (a) highlighting areas of alignment, gaps, and improvement.
3. Recommend one suitable digital or AI-enabled tool to support workforce transformation in your organisation.
4. Prioritise the key leadership capabilities required in your organisation for effective implementation and evaluate the main challenges involved.
5. Propose strategies to address these challenges and ensure sustainable talent outcomes.(50 marks)

Question 2
Talent Acquisition and Development Strategy, Using your chosen organisation as the context:

Many organisations experience challenges related to voluntary turnover, particularly among early-career and frontline employees.

1. Formulate a talent acquisition and development strategy incorporating creative sourcing approaches, inclusive selection practices, engaging onboarding, and retention initiatives.
2. Assemble targeted development and performance management programmes to support early-career and frontline employees.
3. Assess how your proposed strategy supports diversity, equity, inclusion, and belonging (DEIB).
4. Justify the use of digital and HR technologies by linking them to improvements in employee engagement, retention, and organisational performance.

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Integrated talent management system

The organisation selected for the purpose of analysis is DBS Bank Singapore. The strategy with respect to recruitment is to perform campus hiring for tech and Finance graduates, and AI screening tools can be used to reduce bias and improve employee fit. For talent development, DBS Academy can be used for continuous learning, performing job rotations across business units and leadership development programmes. The strategy for performance management should focus on Agile performance reviews, and KPI should be linked to customer outcomes, innovation, and sustainability goals. For retention and success and planning, there should be clear career Pathways opportunities with a flexible working environment, along with identification of high potential employees early.

Effectiveness: Alignment, Gaps and Improvements

It is important that the recruitment should focus on digital skills as it aligns well with the DBS digital strategy, while the development programmes should be the responsibility of future leaders. In terms of gaps, high pressure levels can result in stress and burnout and the mid-career employees may feel that they are overlooked. The improvements require personalized career planning and stronger reskilling opportunities for employees with low digital awareness.

Digital and AI tool recommendations

AI driven talent intelligence platforms can be utilised by DBS as it helps in mapping employee skills, suggesting internal career moves and also with predicting attrition risks.

Key leadership capabilities

The leaders should be capable enough to understand tech and data, and support employee growth along with guiding teams through transformation. The main challenges can be in the form of resistance to change on the part of employees, and also with managing performance while avoiding burnout. Strategies that can be considered are to emphasize the leadership development on digital and inclusive leadership, workload monitoring and wellbeing initiatives.

Talent acquisition and development strategy

The Talent acquisition requires creative sourcing which can be done through partnerships with universities and hiring from adjacent industries while the inclusive selection can be done through structured interviews and by having diverse hiring panels. By way of allowing new recruits to be exposed to real projects in the earlier phase would allow for engaging onboarding while the retention can be achieved through clear growth path and regular career conversations.

Development and performance for early career and Frontline staff

It requires technical and soft skills training along with mentorship programmes and frequent feedback mechanisms for skills development.

Supporting DEIB

The strategy will be effective in promoting DEIB by providing equal access to development, reducing bias in the hiring process, and supporting different learning styles.

Role of digital and HR technologies

The role of digital and HR technologies is significant as the application of AI recruitment tools can help in reducing bias whereas the people analytics application allows for predicting turnover and engagement trends. As a result of this it is possible to achieve improved organisational performance.

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