Formative Assessment 2 Resourcing and Talent Management 7RTM


Given the rise in literature which exists on the rise of  1Generation Y and Generation C (Booz and Co),  2discuss with examples how the HR activity of Resourcing and Talent Management will change in the next 10 years. 3 Examples may include features such as the change in working expectations, the use of social media and flexible working.


Executive Summary

This report has evaluated how the HR activity of resourcing and talent management will change in the next 10 years. Through the context of generation Y and C, it has been established that the HR is currently changing influencing expectations at workplace, social media and technology usage and flexible working. Further, it has been pointed out that through these features, a drastic change on how organisations harness talent development, resourcing and rewarding would be affected. In terms of recommendations, restructuring of organisation operations, policy development and readiness to align with the prevailing changes in business environment has been suggested.



1.0 Introduction

In the contemporary knowledge-based economy, human capital is the core source of leverage on competitive advantage for entities. This is evidenced in CIPD (2017) technical report on the human capital theory that assessed evidence for the value and relevance of human capital. The report hypothesized that talent nurturing, skills leverage, involvement in decision making, innovativeness of workforce represent an important imperative for contemporary organizations. The possible changes in the HR activity of resourcing and talent management (RTM) in the next 10 years are informed by the dramatic shift in workplace workforce composition. Specifically, William Strauss and Neil Howe as quoted in Wilson and Gerber (2008), noted that the majority of the modern workplaces are comprised of Generation Y and C/Millennial and born between 1982 and 2001. Gallup (2020) identified millennials as a generation that is heftily connected to technology. Taking this background into account, this report evaluates how RTM will change in the next 10 years in the context of the rise of Generation Y and C.

2.0 RTM Changes in the Next 10 Years

2.1 Generation X and C Impact on RTM

From the available research, generation Y and C have three main characteristics; choice, options, and flexibility relating to work, finances, and living conditions. Taking this into account, Wilson and Gerber (2008) noted that the generation Y and C are technology savvy, high demands hence costly maintenance, optimism and confidence, self –reliant, and highly entrepreneurial. Further, this generation group is characterized by self-confidence and desire to be given expected outcomes and set the strategies to achieve them. As noted by Kar (2018),  technology has a critical role in shaping the learning and information process of this generation. In this regard, the talent management strategies for this generation is anchored on developing programs integrating decisions regarding people with results intended to be achieved by an entity.

The increasing number of generation X and C in the workplace leads to drastic changes in workplace environment. There is increased demand for promotions, work schedules with flexibility, and challenges to sustain their interests. Nevertheless, Gitonga et al. (2016) pointed out that since they represent the workforce of the future, organisations are altering their HR policies as a strategy of effectively responding to their changing demands. A summary of Generation X and C strengths and weaknesses informing the changes in workplace is as shown in figure 1;

Additionally, as the Generation Y and X joins the workforce,

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