Explain how you, as a supervisor, will engage in the recruitment efforts.

Begin this assignment by reading the scenario below:
You are a supervisor responsible for an organization’s logistic team leaving an annual company meeting that just concluded. The organization has recently acquired two smaller companies and is in need of some additional talented employees. None of the current employees have the technical skills the organization needs to move forward. In the meeting, the president announced that they are open to suggestions to fulfill the talent gaps. You have some ideas that you believe will help the organization address the talent needs. You have not shared this information with anyone. When you arrive at the elevators, the president invites you to share the executive elevator, which will take you directly to the first floor without any stops. You know what a busy schedule the president has, so this may be your only chance. You are on the twelfth floor and know that you will only have until you reach the first floor to share your ideas.
You have about 30 to 60 seconds to give the president your elevator pitch.
Prepare a script of your elevator pitch to submit for this assignment. An elevator pitch is a succinct and persuasive pitch on your topic. After preparing your first draft, time yourself as you read it. This will give you an idea if your thoughts are concise enough.
Include the following in your submission, supporting it with at least three scholarly sources:
Begin your elevator pitch with what you believe is your most important talent sourcing ideas.
Explain how you, as a supervisor, will engage in the recruitment efforts.
Justify a need to support a diverse workforce to increase talent within the organization.
please submit the script, along with an additional 1 to 2-page reflection of your experience with this assignment.
Assignment Length: 2-3 pages, not including title and reference pages.
Your assignment should demonstrate thoughtful consideration of the ideas and concepts presented in the course by providing new thoughts and insights relating directly to this topic. Your response should reflect scholarly writing and current APA standards

Information:
Supervision Tomorrow: A Future Perspective
Talented people are becoming rarer and more highly sought after. At the same time, high-potential and high-performance workers provide sources of value creation. As workplace trends move from organizational growth to organizational sustainability, leaders have been influenced to more fervently support the strategic importance of human talent management (Ganaie & Haque, 2017). Identifying the pivotal competencies of key positions and projects is the first step in the Talent Management process before committing to making a substantial investment in internal and external talent pools. This will ensure that the talent strategy is aligned with business strategy and that the organization knows what talent is needed.
Then, the organization needs to recognize high-performers and high-potential workers currently available in its talent pool, and create plans to increase their talent, engage in knowledge sharing, and commit to mutual development toward a value-driven organization. The next step is to go beyond your current staff to explore talent opportunities through other means such as referrals, headhunters, and contingent works, social networks, and even leverage current employees.
Four distinctive dimensions of human talent management involved in organizational success are to:
Focus on competencies or crucial skills that can be developed in high-potential employees.
Form talent pools of people with the skills needed at the time those people are needed for current and future deployment.
Invest and engage people to enhance knowledge and capabilities.
Utilize talent orientation sharing knowledge, enhance skills, and channel abilities, thus creating a culture of learning and innovation (Ganaie & Haque, 2017).
A more recent and logical talent management strategy is to focus on a more unified approach which sources talent from the entire workforce, including freelancers, contractors, along with full and part-time employees.
Figure 4. Talent management and value creation: A conceptual framework (2017). Academy of Strategic Management Journal, 16(2), Diagram; found on p. 2
Be sure to review this week’s resources carefully. You are expected to apply the information from these resources when you prepare your assignments.
Reference:
Ganaie, M. U., & Haque, M. I. (2017). Talent management and value creation: A conceptual framework. Academy of Strategic Management Journal, 16(2), 1-9.
Additional Info:
The distance between number one and number two is always a constant. If you want to improve the organization, you have to improve yourself and the organization gets pulled up with you. That is a big lesson. I cannot just expect the organization to improve if I don’t improve myself and lift the organization, because that distance is a constant.
Indra Nooyi, Chairperson and CEO, PepsiCo
An organization’s key capital is its employees; and currently, there is a skilled labor shortage affecting companies all over the world. According to the latest Manpower Talent Shortage Survey, 44 percent of employers across the globe report they cannot find people with the skills they need (ManpowerGroup, 2017).
The supervisor’s role in effectively managing human talent is beneficial to both individuals and organizations in meeting their goals. It will take effective talent management to ensure that employees have the development they need to grow and that organizations have the human talent they need to successfully compete. Talent management is a critical challenge for today’s organizations and will continue to be a significant challenge for supervisors.
According to Link (2015), global talent network strategies have been revamped, especially since it is predicted that by 2020, Generation Z will comprise 36 percent of the workforce. Therefore, it is also indicated that the two most important job trends will continue to be increased flexibility at work and the ability to design your own job. Younger generations also demand open and ongoing feedback and more diverse career models. Further, Davidson from Duke University points out that 65 percent of young people starting school today will work in jobs that do not exist yet (Link, 2015).
References:
Bruke, M. (n.d.). 11 Inspirational quotes from the top CEOs of the modern business world [Web resource]. Hubspot.
Link, J. (2015). Engaging the workforce of the future: The emergence of Generation Z [PowerPoint slides]. SHRM: Thought Leaders Retreat.
ManpowerGroup (2017). 2016/2017 U.S. Talent Shortage Survey: 11th Annual Talent Shortage Survey [White Paper].
Schumann, F. (2018, June 29). A new solution to the skilled workers shortage. Gallup Business Journal, 1.
Additional References:
Barriere, M., Owens, M., & Pobereskin, S. (2018). Linking talent to value. McKinsey Quarterly, 2, 36–44.
Gochman, I., & Storfer, P. (2014). Talent for tomorrow: Four secrets for HR agility in an uncertain world. People & Strategy, 37(2), 24-28.
Link, J. (2015). Engaging the workforce of the future: The emergence of Generation Z [PowerPoint slides]. SHRM: Thought Leaders Retreat.
Schumann, F. (2018, June 29). A new solution to the skilled workers shortage. Gallup Business Journal, 1.
Zamcu, E. G. (2014). Trends and challenges in the modern HRM – Talent management. SEA: Practical Application of Science, 2(2), 173-180.

Last Completed Projects