Problem
Apple executives are certainly in high demand at other firms that seek to be equally as innovative. Despite this demand, Apple certainly does not have any significant turnover problems. Some describe Apple's approach toward employees as a bit arrogant, and employees are certainly pushed to their limits. If you do not "bleed six colors," you simply will not enjoy your experience at Apple for long. Although Apple clearly produces extraordinary results, its approach to talent management is totally different than that of Google and Facebook, which also produce industry-dominating results. As Apple has grown larger, its rigor around sustainable innovation has grown as well, a feat that proves impossible for most organizations including the likes of HP, Microsoft, and Yahoo. The three "big picture" learnings from this case include: These three factors are not easy to copy, but they are certainly worth emulating. If you can bring them and the results that they produce to your firm, there is no doubt that you will be a hero. Source: https://drjohnsullivan.com/articles/talent-management-lessons-from-apple-a-case-study-of-the-worlds-mostvaluable-firm-part-1-of-4/ As a Human Resource Management expert in your organisation you are tasked to address the following; Answer ALL the questions in this section. Focus on "the work" - it is management's responsibilty to do whatever is necessary to keep work exciting and compelling. 1. Strive for continuous innovation - Apple's emphasis on being "different" is so strong that it cannot be overlooked by any employee or applicant. It delivers industry-dominating innovation levels because everyone is expected to. 2. Deliver on your brand - Apple works hard to make sure that potential applicants, employees, and even competitors admire its products, the firm, and how it operates.
a) Discuss the benefits that your company would receive from nurturing, enabling and empowering its talent.
b) Globally, organizations are of the view that managing people is a strategic priority. Comment critically on the shortcomings of those responsible for implementing talent management.
c) Propose solutions to the obstacles preventing talent management programs from delivering business value.