Sociology of the Family Essay Example | Topics and Well Written Essays - 1750 words

Humanism of the Family - Essay Example The optional phase of socialization for the most part happens outside of the home, it very well may be at school, with peers or at a work environment - this is when the vast majority start will to associate with individuals from various societies (Laslett, 303). During this stage you may pick up accomplished jobs, for example, finding a decent line of work or turning into a mother/father and the adjustments in patterns are perceived too from the language that is utilized, to the occasional change in style patterns. Standards are the things we are relied upon to do as they are viewed as being typical, values then again are the standards we follow yet we will in general underestimate for example composing. On the off chance that an individual breaks the standard, at that point they are degenerate and organizations of social control, for example, the police dominate. These essential things are perceived by the vast majority these days and clarify why there arent the same number of social clashes as there has been before. A case of social clashes is during the mid nineteenth century when White Americans came into contact with Native Americans - numerous contentions and a couple of slaughters had occurred just on the grounds that the vast majority of the White Americans were not ready to mingle and comprehend this Native culture (Kain, 955). A general impression of humanism is that it is equivalent to brain research. This is just right to a degree, both the subjects are a piece of sociology and they investigate the conduct of individuals (Bar-Yosef, 69). Be that as it may, the thing that matters is that brain research is the investigation of the psyche and its psychological states, while human science takes a gander at individuals on a more extensive scale, as it takes a gander at the investigation of the structure and advancement of human social orders. Today families are faced with numerous issues. One issue is the awkwardness in family unit and childcare work done by people (Haralambous, 5). Another issue confronting families today is the sharp ascending in the quantity of old individuals. Changes to society may help fix a portion of these issues. In spite of the fact that society has made

Five Skills that a Forensic Accountant Needs to Possess Research Paper

A view from the class Nthabiseng Enyonam Mosia, MIA 16 Kevin Gong, MPA 15 COLUMBIA UNIVERSITY - SIPA Admissions Blog

A view from the class Nthabiseng Enyonam Mosia, MIA ’16 Kevin Gong, MPA ’15 COLUMBIA UNIVERSITY - SIPA Admissions Blog The  SIPA Admissions Office, in conjunction with the Development Office, is excited to share with you two more SIPA student stories this week!   Nthabiseng Enyonam Mosia, MIA ’16, is concentrating in global energy management and policy with a specialization in international media, advocacy, and communications. Born in Ghana and raised in South Africa, she considers herself a Pan-African and is passionate about energy’s role as a driving force for inclusive and sustainable growth in Africa. Nthabiseng believes that extensive investments in energy, supported by effective policies that promote a greater mix of renewable resources, can help to spur sustainable industrialization and universal electrification across the continent. Prior to SIPA, Nthabiseng worked as a management consultant for Monitor Deloitte, with the majority of her projects focused on supporting African government clients in the design of their private sector development strategies. Currently, she is involved in several organizations at SIPA that complement her interests including the SIPA Energy Association and SIPA Pan African Network. After graduation, h er plan is to work at the nexus between designing energy policy and the securement of financing required to implement investments in power infrastructure on the continent. Kevin Gong, MPA ’15, is from San Diego, California and is a second year student concentrating in international finance and economic policy with a specialization in management. Prior to attending SIPA, Kevin was a TEDx organizer and graphic designer, having presented his work to the United Nations, the White House, Intel, Microsoft, the U.S. Department of Homeland Security, and the U.S. Department of Veteran Affairs. Presently, Kevin is a teaching assistant for Professor Sarah Holloway’s course in Nonprofit Financial Management, while working part-time at McKinsey Company. He is also developing Eskuwela Now, which is a low-cost portable classroom for post-disaster education, as a side project. After graduating from SIPA, Kevin hopes to work in the tech industry and eventually start a social enterprise. We look forward to Nthabiseng and Kevin’s year at SIPA!

A view from the class Nthabiseng Enyonam Mosia, MIA 16 Kevin Gong, MPA 15 COLUMBIA UNIVERSITY - SIPA Admissions Blog

A view from the class Nthabiseng Enyonam Mosia, MIA ’16 Kevin Gong, MPA ’15 COLUMBIA UNIVERSITY - SIPA Admissions Blog The  SIPA Admissions Office, in conjunction with the Development Office, is excited to share with you two more SIPA student stories this week!   Nthabiseng Enyonam Mosia, MIA ’16, is concentrating in global energy management and policy with a specialization in international media, advocacy, and communications. Born in Ghana and raised in South Africa, she considers herself a Pan-African and is passionate about energy’s role as a driving force for inclusive and sustainable growth in Africa. Nthabiseng believes that extensive investments in energy, supported by effective policies that promote a greater mix of renewable resources, can help to spur sustainable industrialization and universal electrification across the continent. Prior to SIPA, Nthabiseng worked as a management consultant for Monitor Deloitte, with the majority of her projects focused on supporting African government clients in the design of their private sector development strategies. Currently, she is involved in several organizations at SIPA that complement her interests including the SIPA Energy Association and SIPA Pan African Network. After graduation, h er plan is to work at the nexus between designing energy policy and the securement of financing required to implement investments in power infrastructure on the continent. Kevin Gong, MPA ’15, is from San Diego, California and is a second year student concentrating in international finance and economic policy with a specialization in management. Prior to attending SIPA, Kevin was a TEDx organizer and graphic designer, having presented his work to the United Nations, the White House, Intel, Microsoft, the U.S. Department of Homeland Security, and the U.S. Department of Veteran Affairs. Presently, Kevin is a teaching assistant for Professor Sarah Holloway’s course in Nonprofit Financial Management, while working part-time at McKinsey Company. He is also developing Eskuwela Now, which is a low-cost portable classroom for post-disaster education, as a side project. After graduating from SIPA, Kevin hopes to work in the tech industry and eventually start a social enterprise. We look forward to Nthabiseng and Kevin’s year at SIPA!

Personal Narrative My Beautiful Girl - 1083 Words

When I first met DJ at bowling, I thought that she was the most beautiful girl I have ever seen. I had seen her in a picture before I and thought she was really pretty, but seeing her in person was completely different. I tried not to pay much attention to it since I had a girlfriend, but it was something about the way she carried herself and how she was never without a smile that intrigued me. Not only that, but I didn’t think that a Sophomore would want to date a Freshman, especially considering how dorky I looked with my long hair and baggy American Eagle hoodie. However, the difference in my confidence with her compared to with my girlfriend, Briley, at the time was completely different. It put me in a position of being more social†¦show more content†¦That on top of the fear of talking to people was a terrible combination that affected me negatively. Although it was hard to determine how I felt, I knew that I felt love. We both fell for each other fast, but I kno w it was her that fell for me first because she didn’t care about my flaws or what I was going through. She wanted to make me happy and help me in any way possible. One time at bowling practice, she looked at me curiously. She asked me, â€Å"Is there something you want to tell me?† I became nervous and when I put my hands in my pockets, I said, â€Å"I love you.† She was really happy when she said that and said it back immediately. No matter what she helps me through those days and makes me feel wanted and loved indefinitely. Towards the end of freshman year, a situation came up to where we weren’t allowed to see each other over the Summer. An immature and childish decision to sneak out late and night became a dire and tremendous consequence that hurt the both of us. Her dad came over and when he said that I couldn’t see her that summer, I started to shake and thought, â€Å"What am I going to do without her?† I remember seeing her in the hallways on the last day of school and she would not even look at me. It put a strain on our relationship and my Sophomore year was a tough year for our relationship. It wasn’t that we fought or anything, but there were days that sadness and anger were all that I felt. It wasn’t just her either, as I did this withShow MoreRelatedNarrative Of Douglass And Narrative Of Jacobs 900 Words   |  4 PagesA comparison of the narrative of Douglass and the narrative of Jacobs was very interesting to me because, they vividly establishes the full range of burdens and conditions many slaves experience. I couldn’t help when I read the first half of these narratives to notice the similarities they both share and make the connection between them, as I relived their experiences through the lenses of a mixed male and a black female slaves with a white lover; that was also raped by her white master. Mr. DouglassRead MoreMy Personal Experience With Literacy1587 Words   |  7 PagesLiteracy is defined as being literate, that is, being able to read and write in a language. My personal experience with literacy began at an early age, at the age of 4 when I began to sit and read words and letters in the back of my mother’s car. Soon enough, she would bring me a magazine called â€Å"Majed† which, in the 90’s, was a popular magazine. With this, I began even more interested in reading and writing and reviewed every word in the magazine associated with each of the short pictured storiesRead MoreAnthropol ogy : An Intimate Ethnography733 Words   |  3 PagesEthnography I remember it like it was yesterday. I was driving to Mount Shasta with my friend, Marley, and her parents for the weekend. It was about a four-and-a-half-hour car ride full of two eight year olds giggling in the back of the car and two parents blasting Disney radio in the front seats. Marley’s mom’s phone rings and she picks it up as we continue to sing our young hearts out to the Jonas Brothers. All of a sudden my friend and I hear her mother shriek with a pain we have never heard before. HerRead MoreExploring Myths and Narratives: Snow White1083 Words   |  4 Pagesloring Myths and Narratives: Snow White A very popular story from my childhood is the story of Snow White. There are several different versions of the story, from the somewhat child-appropriate Disney version to a very racy Neil Gaiman short story with the same main characters that is far more sexual than the child-oriented fairy tales. However, the basic plot line to the story remains the same. A king becomes a widower, left with a beautiful young daughter, Snow White, to raise on his own. TheyRead MoreThe Bluest Eye By Toni Morrison1587 Words   |  7 Pagesuniquely applies multiple points of view to tell the story of a young black girl who desires blue eyes in order to be socially â€Å"beautiful†. The reason the book is so effective is that Morrison bases the themes on personal experiences. By the end of the novel, we do not directly gain a sense of hope, change and progress for the future, but instead raises awareness of racism, sexism and self-identity. To convey the importance of personal experiences vis à ¡ vis social issues, Morrison parallels crucial timesRead MoreBeauty Is Pain And Its Effect On Society1401 Words   |  6 Pages Beauty is pain. In other words, beauty comes at a high cost—and a painful one. For decades, girls have been conditioned to believe that we must suffer—physically, mentally, or emotionally—in order to be beautiful. Women and girls alike are often told that beauty is on the inside, but then society convinces them otherwise: that it is a difficult process and something to be achieved. â€Å"Beauty is pain† makes it seem like there are rules to conform to or tasks to be completed in order to achieve ultimateRead MoreGreat Performances Of Media Do Not Always Have On Involve Theatrical Acrobatics1147 Words   |  5 PagesGreat performances in media do not always have to involve theatrical acrobatics. An actor’s range or displays of genuine, emotional depth are necessary to build a character that is alive and multi-faceted. B ut, an actor’s ability to encapsulate a narrative within one’s own character is what is truly a display of an artist. Poetry has a phrase to describe the use of as few words as possible to encompass vast terrain of depth called the economy of language. Actors may not know it, but they operate onRead MoreAnalysis Of The Narrator Hunting, And The Narrative Of Daphnis And Chloe1516 Words   |  7 Pagesnarrator hunting, and the narrative of Daphnis and Chloe themselves begins with animals. Animals are the consistent aspect of a story that contains no absolutes: good characters do bad things, bad characters do good things. The only absolute presented is the beauty, power, and virtue of animals, through which they influence titular characters’ kind nature thereby differentiating them from their morally confused counterparts, inspire people to be better, and further the narrative in beneficial ways. DaphnisRead MoreCritical Analysis Of Their Eyes Were Watching God1584 Words   |  7 PagesTheir Eyes Were Watching God by Zora Neale Hurston rests upon a standard of incredible excellence. An account of the coming of age and maturation of Janie Mae Crawford, a strong, resilient, black woman, the novel boasts a beautiful depiction of the complex feelings of love, compassion, and liberation. The work’s success with its themes is largely due to Hurston’s phenomenal writing. She exercises marvelous skill in the narration of the characters and their innermost thoughts. Regardless of genderRead More Celies Transformation in Alice Walkers Color Purple Essay1053 Words   |  5 Pagesprotagonist. In Alice Walkers The Color Purple, the main character Celie is an ugly, poor girl who is severely lacking in self-confidence. However, Celie transforms throughout the course of the novel and manages to realize herself as a colorful, beautiful, and proud human being. Celie becomes a p owerful individual.    The Color Purple follows Celies transformation from an ugly duckling into a beautiful swan. What is remarkable is the fact that this transformation does not merely compose the

Short Story - 842 Words

some other junk were rotting to his left, vines from the outside had left the interior wall and a nearby cabinet with multiple holes that exposed the wooden supports and left a green hue of color. The floor had holes that showed the inner piping, some of the holes went all the way through to the first floor. The floor squeaked and creaked with every step as Marcus tries to sneak around. As he looked at the other rooms he saw some light coming from the master bedroom along with a silhouette of a person. He readied his knife and sneaked into the master bedroom, as he entered he didn’t see the man anymore he only saw an old bed with a moldy mattress, another makeshift fire pit, a closet to the side, and a desk with a cracked mirror above it.†¦show more content†¦While running Marcus got his foot stuck in one of the holes, it was jammed between a pipe and a plank of wood. Marcus tried to wriggle his foot free but only made it worse by having his leg go straight through th e floor. The old man’s shadow was starting to move. I don’t have enough time, there’s just not enough time. Thought Marcus as he was trying to pull his foot out. The old man was getting closer, Marcus grabbed the pistol he took from the and fired. Instead of a bullet, he heard a click. â€Å"Sorry kid, nothing’s in there.† said the man getting closer and closer. Now in a complete panic, Marcus used all of his might to push himself out. It was working, he could feel his leg getting free. Almost there, i’m almost there. He was about to fully pull himself out, but then he heard a large crack and saw the wood his arms were on had finally gave up and broke. Then he heard another crack and all of a sudden felt a bit weightless as he saw the floor he was just on start to rise up, then he felt a sudden jolt of pain along with broken wood all over his body as he lands on the kitchen table. He was in pain and couldn’t really move at that moment , and then everything went completely black†¦ Marcus woke up to feeling some tightness around his wrists and ankles and saw himself tied around a chair. He looked around and saw that he was in the master bedroom, he saw his backpack and allShow MoreRelatedshort story1018 Words   |  5 Pagesï » ¿Short Stories:  Ã‚  Characteristics †¢Short  - Can usually be read in one sitting. †¢Concise:  Ã‚  Information offered in the story is relevant to the tale being told.  Ã‚  This is unlike a novel, where the story can diverge from the main plot †¢Usually tries to leave behind a  single impression  or effect.  Ã‚  Usually, though not always built around one character, place, idea, or act. †¢Because they are concise, writers depend on the reader bringing  personal experiences  and  prior knowledge  to the story. Four MajorRead MoreThe Short Stories Ideas For Writing A Short Story Essay1097 Words   |  5 Pageswriting a short story. Many a time, writers run out of these short story ideas upon exhausting their sources of short story ideas. If you are one of these writers, who have run out of short story ideas, and the deadline you have for coming up with a short story is running out, the short story writing prompts below will surely help you. Additionally, if you are being tormented by the blank Microsoft Word document staring at you because you are not able to come up with the best short story idea, youRead MoreShort Story1804 Words   |  8 PagesShort story: Definition and History. A  short story  like any other term does not have only one definition, it has many definitions, but all of them are similar in a general idea. According to The World Book Encyclopedia (1994, Vol. 12, L-354), â€Å"the short story is a short work of fiction that usually centers around a single incident. Because of its shorter length, the characters and situations are fewer and less complicated than those of a novel.† In the Cambridge Advanced Learner’s DictionaryRead MoreShort Stories648 Words   |  3 Pageswhat the title to the short story is. The short story theme I am going conduct on is â€Å"The Secret Life of Walter Mitty’ by James Thurber (1973). In this short story the literary elements being used is plot and symbols and the theme being full of distractions and disruption. The narrator is giving a third person point of view in sharing the thoughts of the characters. Walter Mitty the daydreamer is very humorous in the different plots of his dr ifting off. In the start of the story the plot, symbols,Read MoreShort Stories1125 Words   |  5 PagesThe themes of short stories are often relevant to real life? To what extent do you agree with this view? In the short stories â€Å"Miss Brill† and â€Å"Frau Brechenmacher attends a wedding† written by Katherine Mansfield, the themes which are relevant to real life in Miss Brill are isolation and appearance versus reality. Likewise Frau Brechenmacher suffers through isolation throughout the story and also male dominance is one of the major themes that are highlighted in the story. These themes areRead MoreShort Story and People1473 Words   |  6 Pagesï » ¿Title: Story Of An Hour Author: Kate Chopin I. On The Elements / Literary Concepts The short story Story Of An Hour is all about the series of emotions that the protagonist, Mrs. Mallard showed to the readers. With the kind of plot of this short story, it actually refers to the moments that Mrs. Mallard knew that all this time, her husband was alive. For the symbol, I like the title of this short story because it actually symbolizes the time where Mrs. Mallard died with joy. And with thatRead MoreShort Story Essay1294 Words   |  6 PagesA short story concentrates on creating a single dynamic effect and is limited in character and situation. It is a language of maximum yet economical effect. Every word must do a job, sometimes several jobs. Short stories are filled with numerous language and sound devices. These language and sound devices create a stronger image of the scenario or the characters within the text, which contribute to the overall pre-designed effect.As it is shown in the metaphor lipstick bleeding gently in CinnamonRead MoreRacism in the Short Stor ies1837 Words   |  7 PagesOften we read stories that tell stories of mixing the grouping may not always be what is legal or what people consider moral at the time. The things that you can learn from someone who is not like you is amazing if people took the time to consider this before judging someone the world as we know it would be a completely different place. The notion to overlook someone because they are not the same race, gender, creed, religion seems to be the way of the world for a long time. Racism is so prevalentRead MoreThe Idol Short Story1728 Words   |  7 PagesThe short stories â€Å"The Idol† by Adolfo Bioy Casares and â€Å"Axolotl† by Julio Cortà ¡zar address the notion of obsession, and the resulting harm that can come from it. Like all addictions, obsession makes one feel overwhelmed, as a single thought comes to continuously intruding our mind, causing the individual to not be able to ignore these thoughts. In â€Å"Axolotl†, the narr ator is drawn upon the axolotls at the Jardin des Plantes aquarium and his fascination towards the axolotls becomes an obsession. InRead MoreGothic Short Story1447 Words   |  6 Pages The End. In the short story, â€Å"Emma Barrett,† the reader follows a search party group searching for a missing girl named Emma deep in a forest in Oregon. The story follows through first person narration by a group member named Holden. This story would be considered a gothic short story because of its use of setting, theme, symbolism, and literary devices used to portray the horror of a missing six-year-old girl. Plot is the literal chronological development of the story, the sequence of events

Nathaniel Hawthorne s The Scarlet Letter - 1944 Words

Nathaniel Hawthorne adds a satirical twist throughout his novel The Scarlet Letter which manifests his perception of the Puritanism. The novel portrays the strictness and impact of Puritanism on human lives. Hawthorne’s usage of Puritan characters and outcasts also demonstrate Hawthorne’s position on Puritanism. Throughout Hawthorne’s novel, all of the characters in this novel represent strong Puritan belief, Puritan lifestyle, strong resistance to Puritanism, and satirical Puritan lifestyles. Hawthorne uses irony to demonstrate his perception of strict Puritanism by providing ironic twists on a character’s true identity with Puritanism. The word Puritan is a term for people during the 16th and 8th century who wanted more purity in worship and doctrine. The Puritans are a group of religious people from England within the Church of England. Their goal is to purify the Church of England and to fulfil the promise of God. The Puritans believe they are God’s chosen people. Puritans thought the English Reformation had never gotten that far in reforming the Church of England. They have a zero tolerance level of other religions. The King of England--Charles I-- persecuted many Puritans for their behavior. Due to the tolerance of many religions and the lack of effort from the English Reformation, many of them left the free society in England and came to the new world seeking a strict society where their religious belief is top priority. This society represents a â€Å"City on a Hill.†Show MoreRelatedNathaniel Hawthorne s The Scarlet Letter1187 Words   |  5 PagesPuritanism in Red Nathaniel Hawthorne’s The Scarlet Letter shows the early view of Puritanism by concentrating on sin, guilt, and its effects on society. Nathaniel Hawthorne conveyed a dark and romantic style of writing in â€Å"The Scarlet Letter†, impacting the society by focusing on the concepts of romanticism. The Scarlet Letter is considered a classic book and is still read today. Nathaniel Hathorne was born in Salem, Massachusetts on July 4, 1804. He was the son of Nathaniel and Elizabeth ClarkRead MoreNathaniel Hawthorne s The Scarlet Letter1631 Words   |  7 PagesNathaniel Hawthorne’s personal isolation originated in his early childhood and later developed the theme for his most renowned literary novel, The Scarlet Letter. In The Scarlet Letter, Nathaniel Hawthorne emphasized the impact that societal isolation can have on individuals. Several of the victims inflicted with isolation throughout the novel were ultimately met with their inevitable downfalls. One particular character, Hester Prynne, was selected to undergo a struggle comparable to Hawthorne’sRead MoreNathaniel Hawthorne s The Scarlet Letter1896 Words   |  8 PagesIn a surface examination of the work of Nathaniel Hawthorne, it is quickly evident that no good things come from the wilderness. Therein, the wilderness is often associated with the savages and the devil. In his wor k The Scarlet Letter, Hester Prynne finds herself exiled by society for having an adulterous affair with the town reverend which brought forth the child known as Pearl. Pearl is quickly established as the child of the wilderness: wild, capricious, and thought by the town to be a demon-childRead MoreNathaniel Hawthorne s The Scarlet Letter869 Words   |  4 Pagesview of human life. The most famous Dark Romantic writer, Nathaniel Hawthorne, emphasizes human proneness to sin and self-destruction, uses symbols that are considered dark, and believes that evil can overtake good. In The Scarlet Letter, Nathaniel Hawthorne employs elements of Romanticism and symbolism to communicate the idea that sin and guilt have psychological effects which can turn into physical and mental manifestations. Hawthorne utilizes the romantic element of the focus on the individualRead MoreNathaniel Hawthorne s The Scarlet Letter1193 Words   |  5 PagesThe Scarlet Letter, is most often referred to as Nathaniel Hawthorne’s best work. It gives a detailed image of life in a Puritan society. The heroine of the book-Hester Prynne, defies power, and rebels against colonial rule. Laws composed of religious convictions and individual beliefs. Through Hester’s action, you can depict a feminist consciousness. She differs from traditional colonial woman who s sole purpose it to be obedient, despite the unfair rules carried out by puritan men. Hester representsRead MoreNathaniel Hawthorne s The Scarlet Letter1850 Words   |  8 PagesShe s an archetype. She is Eve. She s Juno. She the good woman gone bad. She is Hester Prynne. As part of NPR s series, In Character, my colleague, Andrea Seabrook, shows how this Puritan woman is still very much alive today. ANDREA SEABROOK: Hester Prynne is the protagonist of Nathaniel Hawthorne s magnum opus The Scarlet Letter. Any serious literary scholar will tell you that she is one of the first strong women in American literature and is still among the most important. She s veiled(ph)Read MoreNathaniel Hawthorne s The Scarlet Letter2106 Words   |  9 Pagespeople of other religions. Because they â€Å"deeply and fervently believed that they were doing the work of God†, Puritans often punished and shunned those who did not follow their rules or share their same views (Collier 62). In Nathaniel Hawthorne’s The Scarlet Letter, Hawthorne presents these popular ideas and truths about the Puritan way of living in a symbolic story of submissive defiance. He creates a strong feminist that contradicts the majority of the Puritan views on feminism. This rebelliousRead MoreNathaniel Hawthorne s The Scarlet Letter2174 Words   |  9 PagesChildren encompass parents’ lives from the day t hey are born into this world, often altering their plans for the future and their desired outcomes for life. In Nathaniel Hawthorne’s The Scarlet Letter, the most seemingly complex and misinterpreted of characters is Pearl, the illegitimate daughter of Hester Prynne and Reverend Arthur Dimmesdale. The deviations in Pearl’s temperament, conduct, and character in the progression of the plot are a guide to the varying moral statuses of Hester and DimmesdaleRead MoreAnalysis Of Nathaniel Hawthorne s The Scarlet Letter 1606 Words   |  7 PagesMarin Fallon Mrs. Janosy English 2H 23 November 2015 Sin in the The Scarlet Letter The story of The Scarlet Letter by Nathaniel Hawthorne is one with many twists and turns. A young woman moves to Boston, Massachusetts while her husband takes care of affairs in England. After two years pass she secretly has an affair with the Reverend Arthur Dimmesdale. When she becomes pregnant and gives birth to her daughter Pearl, the town punishes her for committing the act of adultery. She is sentenced to standRead MoreSymbolism Of Nathaniel Hawthorne s The Scarlet Letter882 Words   |  4 PagesSymbolism in The Scarlet Letter The Scarlet Letter was a novel written in the 1850 s by a man named Nathaniel Hawthorne. Throughout the Scarlet Letter he uses scads of literary devices. The literary devices are there to give the novel more depth. The main device he uses in the novel is symbolism. Hawthorne uses the symbolism to make an object have more than one meaning. Three of the elements he uses as symbols are the scarlet letter, Pearl, and the forest. These symbols are seen differently by the

Pressure From The Women Essay Example For Students

Pressure From The Women Essay March 10, 1999English 102Pressure from the WomenIn Like a Winding Sheet Anne Petry chooses not to fully develop the femalecharacters of the story but still used them as a major part of the story to bring on theclimax. Petry chose to do this by using each womans appearance and in some cases theirrank in society to bring out the violent doings of Johnson. Petry first used Johnsons boss as a crisis in the plot. Johnson was described as aman in pain and being tired which is assumed by the reader was from working the longhours at work. After repeatedly being late to work his boss finally scolds him for arrivingso late, making her the first lady to start the conflict in the story. By Johnsons bossyelling at him he becomes angered as thoughts of striking his white, female boss enter hismind. The only things that keeps Johnson from hitting the boss was that it was extremelyimmoral to hit a woman, and the fact that she is a superior to him as his boss. The second woman in the story to create a complication in the story was the nextyoung white girl who is working at the coffee shop. On his way home from work Johnsonstopped at the coffee shop for the obvious cup of coffee. Johnson had waited in line forquite a while for the cup of coffee but when he finally got to the front for his coffee, theyoung white girl said that they were out of coffee. When she told Johnson this he didntthink that she did it in a polite manner at all. Johnson thought that he deserved morerespect due to him being an elder to the girl, he felt that the girl didnt show this respect. Once again Johnson had thoughts of striking the young girl but for morality reasons, herefrained. The final woman was the one that pushed the story to its climax. Johnsonreturned home a very tired and aggravated man from working and the disrespectfulwomen through out the day. This woman happened to be his wife Mae, waiting forJohnson at home. Mae verbally abused him similarly to what his boss had done. His wifetold him that he was being a tough old nigger, and continued with similar statements. Although her meaning of the term wasnt as serious as the bosses was, it still added toJohnsons pressure. Once again the thoughts of raising a hand and striking the woman passed throughhis mind. This time Johnson couldnt refrain from striking his abuser. Although theperson was again a woman, the pressure on the man had been too much, and he releasedall of his pressure. All the women throughout the day contributed to the pressure that theman had building inside which finally became too much for Johnson to contain.

Racial Ethnic And Religious Profiling in the U.S. free essay sample

In the United States, ‘The land of the Free’, racial profiling of minority groups seems all too common. Many Americans believe that law enforcement as well as many other people often discriminates on minority groups simply because of their color of their skin. Civil rights activist and many leaders of minority groups are pressuring Enforcement agencies to eliminate racial and ethnic profiling during traffic stops and supposed random pedestrian stops. However, many law enforcement representatives claim that the complaints about these activities are overstated and are simply in the heads of the accusers. As a nation with a history of racial slavery and racial segregation, particularly towards any group that is not Anglo-American or fair skinned, African-Americans have long complained of racial profiling. Although racial slavery has been over for over one hundred years, and segregation that ended over fifty years ago, there is still tension between many people over race. We will write a custom essay sample on Racial Ethnic And Religious Profiling in the U.S. or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Hispanics and Muslims are two other ethnic groups that feel the racial profiling, often being suspected of being terrorists or being illegal immigrants. Racial profiling is not a new subject in America. Racial profiling dates back to the colonial days in America. The revolutionary era there was religious profiling of Quakers because they were seen as being unfaithful to the revolution. African Americans have been racially profiled since the days of Slavery. Mexicans and Latinos have been scrutinized and called out by law enforcement since around the time Texas gained its independence. 19th century immigration laws created ethnic and racial profiling against Asians and southern and eastern Europeans. In August of 1777 the Continental Congress ordered the arrests of multiple Quakers that were supposedly disloyal to the Revolution. The Continental Congress had no evidence, and there were no trials. Many of the prisoners were exiled to a Virginia jail. The captives were released from the imprisonment because of pleas from their families and from a few political leaders. During the Pre-Civil War era African-Americans made up about one sixth of the country’s population. The majority of those African-Americans were slaves, with the majority of them slaves in the South. The Fugitive Slave Act of 1793 had only a few things that protected actual free African-Americans. Slave hunters could legally capture the slaves that were able to escape. Free African-Americans had almost no immunity from being captured and treated as if they were runaway slaves. The new movie â€Å"12 Years a Slave† that recently came out in theatres shows how a free black man could be captured and sold into slavery without being able to prove their freedom, because of profiling any African-American as a slave. The end of slavery did not end the profiling of African-Americans. The Jim Crow era made segregation legal and seemingly right because of laws. The Jim Crow laws reinforced the belief that African-Americans were inferior to whites. Any African-Americans accused of committing a crime could be subject to unjust treatment by law enforcement and even unfair trials in court. One of the most heinous acts of racial profiling was the threat of racist vigilantes. According to the Tuskegee Institute, more than three thousand four hundred African-Americans were lynched from 1880 to 1950. Mexicans and Mexican-Americans were also victim to racial profiling since the days of the annexation of Texas from Mexico. In 1845 the Texas Rangers were formed and served as the nations first statewide police organization. According to the University of Texas’ del Carmen, the Texas Rangers committed many â€Å"brutal acts against Comanche tribes and thousands of Mexicans†. Many Mexican-Americans throughout the southwest United States and throughout most of Texas suffered from the same kind of racial segregation as African-Americans. In the 1930’s nearly 2 million Mexican-Americans were forced and aggressively pressured to leave the United States. In the late 19th century Federal immigration laws portrayed racial profiling by the national government. In 1875 one of the first Federal Immigration laws banned the entry of the country to many undesired Asian immigrants brought to the United States for forced labor and prostitution. In 1882 the Chinese Exclusion Act banned all immigration of Chinese laborers. Decades later the United States government put in action literacy tests to gain citizenship that were swayed to only help Europeans and not Asians or Latinos. On February 19th 1942 one of the most well known acts of racial profiling was committed. Under an executive order of president Franklin D. Roosevelt, the president ordered the internment of over 110,000 people mostly of Japanese descent following the Japanese attack on Pearl Harbor. The federal government believed that anyone of Japanese descent could be a threat to national security. Hundreds of thousands of innocent honest American citizens were forced into internment baffles me, considering that the government would never do that to White German-American citizens even though the main enemy of World War 2 was Germany. In the late 20th century racial and ethnic profiling became an important issue in the public eye. The African-American civil rights movement embodied the desire of African-Americans to be treated equally socially and under the treatment of law. After the Civil Rights movements, African-Americans and other minorities were being treated more fairly but still falling victim to racial profiling. The FBI and DEA perfected the â€Å"formal† art of racial profiling in the 1970’s. The DEA created a â€Å"profile† for supposed drug traffickers, which targeted African-Americans and people of Hispanic descent. The list of characteristics gave agents the right to randomly stop and search people matching the profile; legal racial profiling. In 1989 the Supreme Court granted permission to use those characteristics as probable cause to stop and search someone. Throughout the 1990’s racial profiling was an epidemic with law enforcement stops in the United States. Statistics show that African-Americans were the great majority of police drug stops. In Maryland during 1995, a man with the last name Wilkins filed a lawsuit against law enforcement to uncover hard evidence that African-Americans were being unfairly profiled. After a thorough investigation of the Maryland law enforcement, a state police â€Å"Criminal Intelligence Report† showed that there was a explicit profile for targeting African-Americans. The investigation actually uncovered that African-Americans were 72 percent of the stops made in the state. After the terrorist attacks of September 11th 2001 there was a new group in the United States being racially profiled, Middle Easterners and Muslims. The federal government, as well as the many of the American public became suspicious of anyone of Middle Eastern descent or anyone who practiced the Muslim religion. Although the vast majority of Muslims are peaceful, many people as well as law enforcement began to racially profile them as â€Å"terrorist†. Even African-Americans and Latinos began to scrutinize innocent Middle Easterners. Although President George W. Bush promised to help end racial profiling because it was unconstitutional, following 9/11 the law enforcement began to profile even more than ever. The government focused on Arab Nationals and anyone who could possible have links to the terrorist group Al Qaeda. Immigration Authorities began rounding up hundreds of Middle Easterners for thorough questioning. Although they denied it, Airport screeners began giving special attention to anyone who appeared to be of Middle Eastern or Arabic descent. In 2003 the Bush administration issued a Racial Profiling guideline that stated racial profiling is okay as long as it is related to National Security. In 2008 the Barrack Obama administration and critics of racial profiling began to push for more legislation to prevent racial profiling. Being the first African-American President, it seemed as if times were changing as far as racial profiling stands in the United States. In 2009 the murder of African-American teenager Trayvon Martin griped the nation. The murder was a pure case of racial profiling by a vigilante in a predominantly white neighborhood. Martin’s murder George Zimmerman, a former neighborhood watchman was suspicious of Martin walking around his neighbor hood one evening. Zimmerman armed with his handgun, began stalking Martin and eventually confronted Martin, even though police dispatchers told Zimmerman not to. On Zimmerman’s 911 call he used racial slurs and clearly profiled Martin as a criminal because he was African-American. Eventually Zimmerman confronted Martin, the two got into a scuffle, and Zimmerman shot and killed the unarmed teen. After years of trial, the jury eventually acquitted Zimmerman of the murder charge claiming it was â€Å"self defense† even though Law enforcement told Zimmerman to not follow Martin and Zimmerman did anyways. The Trayvon martin murder is still a current issue that has the nation divided. After doing extensive research on the topic of Racial Profiling in the United States I have learned a lot about how far back and diverse racial profiling is. I believe that there will always be racial profiling as long as there are multiple races living in one country. Racial Profiling is simply human nature and cannot be undone by making laws or legislation. People subconsciously profile individuals based on their individual history and knowledge. People say â€Å"I don’t see color† but the fact of the matter is, everyone sees color. Even the victims of racial profiling are guilty of racially profiling others; whether or not they say it out loud people still think it. The only thing people can do is try there best to not act upon their assumptions of others based on race, and try their best to treat everyone equally regardless of what you may think initially. Its like the old saying, â€Å"Don’t Judge a book by its cover†.

Alien Vs Predator essays

Alien Vs Predator essays This is a scientific film, its about a war between 2 groups of strange organisms which are not from earth. And all the fight is on earth inside an ancient pyramid in Egypt which has a relation ship between these aliens from a long time ago. I really liked the film much, I think it is so exiting, I liked its story much and its brilliant direction. And I wrote about some scenes from the film which I really found that they The story begins inside a research center in USA, where the group of the history scientists were talking about a strange pyramid which was discovered in Egypt. At the end of the talk the result was to send some of the group to the pyramid to find out what history or revolution does it belongs to. Unfortunately, the time the group was going to the pyramid, was the time the revolution of the aliens come to life again. All the frozen aliens in the pyramid will go out to life again. And the predators are coming to the pyramid to destroy the aliens and stop them from making their civilization One of the scenes which I really liked in the film was the scene when a woman scientist of the group called Sam was under the mercy of the 2 creatures. When Sam was running inside the pyramid from one of the aliens then suddenly a predator appears in front of her. I felt so pitiful toward her, but the strange thing was that the predator didnt attack her but he went for the alien. Then there was a strong painful fight between the 2 enormous strong creatures, which ended by the victory of the predator. This wasnt only the exciting part of the scene, when the predator killed the alien he went towards Sam as he approaches to her he gets out a sword and he almost kills kills her. I felt my heart beats at this time as she was so panic, then suddenly the predator stops as she get out a bag, then she opens it and gets out o ...

Laundromax Case Study Example | Topics and Well Written Essays - 750 words

Laundromax - Case Study Example With my financial management role, my plan for financing would start with personal owner equity. This would act as a show to outside investors of the personal trust that the founders have in the growth and success of their business and hence worth a further inducement for additional outsider investment. In order for Laundromax to attain self-sufficiency as a company, 100 stores must be established at an estimate of $500,000 per fully functional and operational store. This puts the total capital required to attain self-sufficiency at an estimate cost of $50,000,000. With such heavy initial capital outlay, personal equity would not be sufficient to meet this expenses and hence the vision of the business. I would result to investment capital with major focus on investment banks and venture capital firms who are willing and able to raise a major part of the required capital in return for an equivalent stake in the company’s assets. ... The rate at which the funds should be infused in the business will be greatly dependent on the strategic expansion motive of the management. In this case, from the given projections, the 100th store may be opened sometime in the 4th year of operation with the highest number of store opening before the 100th being in the third year. Thus, according to the historical information and the forecasts presented, the preferable allocation of capital according to the number of stores required would be $4,500,000 in the first year, $11,500,000 in the second year, $25,000,000 in the third year and $14,000,000 in the third year to attain the 100th store mark comfortably. The above estimations of the capital requirement of the business in its various stages of development are not sufficient financial projections to be able to convince potential investors of the financial soundness of the business and to give them assurance of the security of their investment. In order to present a proper financia l plan in their business plan, Reese and Mounger should include certain financial forecasts including: Cash flow forecasts, A break-even analysis, A projected statement of profit or loss, and A projected statement of financial position. There in, the cash flow forecasts give a view of the expected cash inflows and out flows to and from the company, the break even analysis shows the expectation of future profit by the company detailing the point at which the company would equate expenses to revenues generated, A projected statement of profit or loss details the expected revenues and expenses to the company, while the projected statement of financial position shows an expectation of the company’s holding of assets and liabilities. With these projections, Reese and Mounger would have a

The legality of downloading mp3 Research Paper Example | Topics and Well Written Essays - 1500 words

The legality of downloading mp3 - Research Paper Example There are many contradictory opinions on this subject, and the fact that day by day the number of illegal mp3 downloads grows just makes the matter more and more actual and painful for the people whose work is being stolen. Transmitting mp3 files over the Internet has become by far the most popular method of distribution, generating in this way controversial and intense debates. This subject has been chosen for the research paper not only due to the indisputable popularity of the illegal actions, but also because of the fact that most of us have at least once downloaded the music we like by using these illegal sites, even if we are aware that it was wrong. Nevertheless, â€Å"the law enforcement community in the twenty-first century seems to have finally awakened to the fact that ...computers are here to stay†1 and something must be done in order to solve this problem as efficiently as possible. The term paper will be focused on revealing the essence of the growing popularity of illegal mp3 downloads, the legal matters that arise from these actions and come up with some recommendations on combating this phenomenon. The author will focus both on the national Canadian context, as well as on the international one, pointing out the main differences and similarities and analyzing them. The paper will be finished with the conclusions, where the personal opinion of the author is expressed, as well as some recommendations, which, in the author’s opinion, could improve the statistics. It is not possible to talk about illegal mp3 downloads in Canada, where downloading music from peer-to-peer networks is legal, uploading it being against the law. â€Å"Canada has a private copying levy, which grants the right to make personal, non-commercial copies of sound recordings. Canada has imposed levies (fees) on recording mediums like blank CDs and similar items. These levies are used to fund musicians and

Talent Management in the Corporate Sector

Talent Management in the Corporate Sector A Talent Management INTRODUCTION:- Talent management is the process that emerged in 1990 and continues to be adopted, as more companies came to realize that their employees talent, skills drive their business success. Companies that have put into practice talent management have done so to solve an employee retention problem. The issue with many companies today is that many organizations put tremendous effort into attracting employees to their company, but spend little time into retaining and developing talent. A talent management system must be worked into the business strategy and implemented in daily processes throughout the company as a whole. It cannot be left solely to the human resources department to attract and retain employees, but rather must be practiced at all levels of the organization. The business strategy must include responsibilities for line managers to develop the skills of their immediate subordinates. Divisions within the company should be openly sharing information with other departments in order for employees to gain knowledge of the overall organizational objectives. Talent management refers to the process of developing and integrating new workers, developing and retaining current workers, and attracting highly skilled workers to work for your company. Talent management in this context does not refer to the management of entertainers. The term was coined by David Watkins of Softscape published in an article in 1998. The process of attracting and retaining profitable employees, as it is increasingly more competitive between firms and of strategic importance, has come to be known as the war for talent. IMPORTANCE OF TALENT MANAGEMENT IN US CORPORATE SECTOR US sector always want to grow and improve their system and processes must focus on people practices that allow or foster their growth and improvement. The best practices are known. The key variables (leadership competencies, experience and skill, interest rewards) that motivate people to succeed have been identified and successfully put into practice. Talent Management is no loger a cutting-edge field being solely tapped by pioneers. It is a viable path towards and improving organizational performance. Integrated, strategically aligned human capital asset management systems have provided significant economic benefits to companies that have embraced them as ongoing processes instead of one-time events. Research done on the value of such systems to companies consistently finds benefits in these seven critical economic areas: revenue, customer satisfaction, quality, productivity, cost, cycle time, and market capitalization. This research clearly shows that adopting and investing in best-practice talent management systems results in bottom-line improvement in each of these key areas:- 1) Increase Revenue It was initially thought that companies that make more money were associated with better talent management practices only because they could afford them (.19 correlation), but the 2001 Watson Wyatt Human Capital Index Study showed that talent management practices actually increase financial performance (.41 correlation). According to Watson Wyatts research 15% of profit performance is driven by: Management participation Open management style Taking some risks, but not too many Top managers spending 20% of time with customers Around 20% of top management should be outsiders Management training is deemed important Top managers are effectively incentivized Succession planning is done A good appraisal system is in place Employees get feedback In addition to supporting Becker and Huselids 1998 results, the 2001 Watson Wyatt Human Capital Index study showed precisely which HR practices have an impact on the bottom line. 49 specific HR practices across 6 dimensions played the greatest role in creating shareholder value. The research quantified exactly how much an improvement in each practice could be expected to increase a companys market value. For example, a company that makes a significant improvement (one standard deviation) in all of the practices categorized under Total Rewards and Accountability should see its value improve by 16.5 percent, and a significant improvement in 43 key HR practices is associated with an increase of 47 percent in market value. Results included: 16.5% impact on company market value from total rewards and accountability 9% impact from a collegial, flexible workplace 7.9% impact from recruiting and retention excellence 7.1% impact from the integrity of communications 6.5% impact from the implementation of focused HR service technologies 33.9% loss from non-prudent use of resources Careful inspection of all the data shows that for every available correlation calculated over time, the relationship between past HR practices and future financial performance is stronger than the relationship between past financial outcomes and future HR practices. This is the first study to show that HR practices actually increase financial performance (.41 correlation) instead of inferring that companies that make more money can afford better HR practices (.19 correlation). Given companies of comparable size, those whos CEOs exhibited more emotional intelligence competencies showed better financial results as measured by both profit and growth. The divisions of leaders with a critical mass of strengths in emotional intelligence competencies outperformed revenue targets by a margin of 15-20 percent. 2) Customer Satisfaction Knowing and using the critical competencies associated with success creates results. The 1998 Watson Wyatt study, Competencies and the Competitive Edge, showed that when an organization identifies and communicates the core competencies that it needs to be successful in the present and the future, it has developed a powerful tool to help meet its goals. Competencies define and communicate an organizations strategy and help employees to understand that strategy and achieve its goals. The many roles that competencies can play in an organization include: Articulating what the organization values Providing a common language for employees and managers to describe value creation Establishing a new paradigm for human capital management programs (organizational levers) Focusing on the development of the individual instead of an organizational structure Linking pay, promotions and growth directly to what the organization values to be successful Guiding employees and managers to what is expected and how value is defined even in times of dramatic change and restructuring Competencies serve as a powerful communication vehicle to focus all members of the organization on the skills and activities that will create both value and wealth. Competency-based programs can make a difference to the bottom line. Analysis of the financial data clearly shows that companies with competency- based programs perform better in the marketplace. Such programs help focus the organization and all the individuals in it on what they can do to add value to the organization. Contributions are role-related rather than position-related. Adopting this view of contribution to value will help organizations think differently about their human resource and development programs. Organizations can focus on competencies needed for the future and identify the roles that employees do and must play. Programs that build employee commitment can bring great returns. Data from this and other Watson Wyatt studies clearly demonstrate that both individual and organizational performance increase when employees are committed to their companies. Ensuring that organizational levers that build employee commitment are in place and working will affect the bottom line. This was most notable when the competencies focused on attributes and behaviors that promoted customer satisfaction. Training is important, but it is no substitute for good management. A large majority of the organizations participating in Watson Wyatts study identified training and development as the driver of future corporate success. The high-performing companies identified it slightly more often than the others. Putting people first by adopting high performance management practices translates into improved morale, more innovation, better customer service, higher productivity, greater cost reduction, greater flexibility, and increased skills development. 3) Improve Quality Motor vehicle manufacturing firms in US implementing flexible production processes and associated practices for managing people enjoyed 47 percent better quality and 43 percent better productivity than firms relying on traditional mass-production approaches, according to a worldwide study by Wharton Schools John Paul McDuffie. Overall financial performance improved 3.8% per year for ten years when companies stayed with traditional talent management practices, 6.8% when they realized they needed to re-design their talent management practices, and 10.1% when they launched a completely new talent management system Watson Wyatts 2002 European Human Capital Index study shows that 36 key human capital variables (practices and policies) are associated with an almost 90% increase in value. 4) Increase Productivity Initial research on 740 companies HR practices found that those using high performance work systems (HPWS are defined as integrated talent management practices) had economically and statistically significantly higher levels of company performance. One standard deviation of improvement on their bell curve of integrated talent management systems was associated with changes in market value from $15,000 to $60,000 per employee. Employee productivity was calculated as the logarithm of net sales per employee using gross rate of return on assets (GRATE), which is less sensitive to depreciation and other non-cash transactions, and Tobins q, a future-oriented and risk-adjusted capital-market measure of performance that reflects both current and anticipated profitability and often mirrors the price that the market will pay for intangible assets (goodwill). Further research that included three US surveys and the experience of more than 2,400 companies continued to show significant impact of systems that select, maintain, develop, and reinforce employee performance on both market-based and accounting-based measures of company performance (while statistically controlling for RD investment, industry market changes, capital improvements, sales growth trends, etc.). Moving from the 60th percentile of integrated HPWS to the 80th percentile improved market valuation by $20,000 per employee. This reflects both operational excellence and alignment with the companys strategy. When the elements are present, but not aligned with the company strategy there is a 27% drop off in measured gains. Gallup Management Journal reported the following in 2001: †¢19% of all employees are actively disengaged from their jobs †¢55% of all employees are not engaged in their jobs and †¢26% of all employees are engaged in their jobs at a cost of $292-355 Billion per year to the US economy. Great people management equals great shareholder value: European companies with the best human capital management deliver around twice as much shareholder value as their average competitors. 5) Reduce Cost ASTD and SHRM studies companies that is renowned for their ability to retain top talent (Linbeck, Kennedy Rossi, Zachary, Dow Chemical, Edward Jones, Great Plains, Sears, and Southwest Airlines). One key finding was that all of these companies implemented competency-based position profiles so that employees understood the skills and abilities required to move into leadership positions. They must also avoid wasting their money on bad human capital investments: The 2001 Watson Wyatt Human Capital Index study showed precisely which HR practices have an impact on the bottom line. 49 specific HR practices across 6 dimensions played the greatest role in creating shareholder value. Additionally, one dimension, Prudent Use of Resources identifies six practices that diminish shareholder value (e.g. training that is not connected to the business objectives and not evaluated for ROI). A new book shows how Microsoft, Intel, Nokia, Starbucks, Singapore Airlines and 20 other world-class organizations are luring and holding high-quality employees. One senior executive said, Microsoft has a market capitalization of $450 billion, the largest in the world. If you add up every desk and chair, every computer, every building, every piece of land, everything we own, including the $17 billion or so we have in the bank, it comes to about $30 billion. If you then add in things like goodwill and other financial assets, maybe youll come up with another $70 billion, if you really struggle. But that means that there is $350 billion more that people have given us credit for that is not there. What is it? Well, its the stuff in smart peoples heads. With that knowledge Microsoft has built and maintains a human capital management system very similar to Mundo Strategies system to prevent employees from wanting to leave the company even as the stock took a beating in the past few years. Supervisors who received training in how to listen better and resolve employee problems found that lost-time accidents were cut by 50 percent, formal grievances were reduced from 15 to 3 per year, and productivity goals were exceeded. Retention is one of the more obvious areas that effective talent management practices can affect. What attracts and retains high performers? 79% stay because of opportunities for advancement 69% stay because their job is redesigned 65% stay because they are learning new skills in their current job. Why do high performers resign? 56% leave because they are dissatisfied with company management 56% leave due to inadequate opportunity for promotion 50% leave due to dissatisfaction with pay 6) Reduce Cycle Time There is very little research into the impact of talent management practices on company cycle time. One classic work on cycle time showed that steel mini-mills using a high-commitment approach to management required 34 percent fewer labor hours to make a ton of steel and had a 64 percent better scrap rate than mini-mills using a command and control approach. 7) Increase Return to Shareholders Market Capitalization The five highest return to shareholders from 1972-1992 (Southwest Airlines Co. 21,775%, Wal-Mart Stores, Inc. 19,897%, Tyson Foods, Inc. 18,118%, Circuit City Stores, Inc. 16,410%, and Plenum Publishing 15,689%) differentiated themselves from their competitors and the market only through the way they managed their people during the infancy of talent management. Whereas at the start of the 1990s studying its earnings and fixed assets and adding a token amount for goodwill invariably gauged a companys stock market valuation, by the end of the decade a seismic shift had taken place. When accountants Ernst Young came to look at the issue, they found that the largest slice of most companies market capitalization was held in intangibles primarily, the talent, knowledge and teamwork of its staff. In high-tech companies like Nokia, the percentage was as high as 95 per cent; but even old economy stalwarts like BP, despite its huge investments in oil platforms and exploration equipment, notched up a significant 74 per cent. The upshot was that even companies operating in the same sector with similar earnings could experience widely differing stock valuations. Those ignoring the new emphasis on intangibles invariably found themselves penalized by the markets. Watson Wyatt also reported that a 26% increase in market value in 2000 was driven by common talent management best practices: Use of knowledge and contract workers Recruiting excellence Consistent pan-European HR practices Good union-management relations Lack of hierarchy, clear leadership Teamwork and 360 ° feedback Customer-focused environment Remuneration Sharing information with employees The difference between a non-strategic HR system and one that has removed the barriers to performance are dramatic. Improving the relative sophistication of the HR system by adopting best practices does not provide measurable value (20%-60% adoption of a strategic HR system). Integrating the strategic elements of HR into the broader fabric of the organization provides a significant improvement in shareholder value (60%-80%). When HR systems have adopted best practices and aligned those systems with business priorities and initiatives they return the greatest shareholder value (80%-100%). The five-year survival rates of initial public offering showed that firms whose talent management practices scored in the top one-sixth of IPO firms had a 33 percent higher probability of surviving than those in the lowest one-sixth. Firms in the upper one-sixth in providing financial rewards to all employees, not just managers, had almost twice as much chance of surviving for five years, according to research by Theresa Welbourne of Cornell and Alice Andrews of Vanderbilt. COMPETITIVE ADVANTAGE OF TALENT MANAGEMENT IN US CORPORATE SECTOR Taking a systemic approach to talent management Getting the right people in pivotal roles at the right time should be nothing new to HR professionals, but done effectively, talent management can create longterm organizational success. Here, Lynne Morton and Chris Ashton show how to align talent management strategies to business goals, integrate all related processes and systems and create a talent mindset in organization. TALENT MANAGEMENT (TM) IS more than a new language for old HR work, or just the next hot new thing for HR practitioners and managers to get involved in. For many organizations, it has become a strategic imperative. McKinsey research1 reveals that 75 percent of corporate officers were concerned about talent shortages and Deloitte reports that retaining the best talent is a top priority for 87 percent of surveyed HR directors. This need for talent and, therefore, its expert management is also driven by macro trends including: †¢ New cycles of business growth, often requiring different kinds of talent. †¢ Changing workforce demographics with reducing labor pools and, therefore, a talent squeeze. †¢ More complex economic conditions which require segregated talent and TM. †¢ The emergence of new enterprises which suck talent from larger organizations. †¢ A global focus on leadership which is now permeating many levels of organizations. The strategic importance of talent management:- On the basis of substantive research undertaken for our forthcoming report , they argue that good TM is of strategic importance and can differentiate an organization when it becomes a core competence and when its talent significantly improves strategy execution and operational excellence. For example, imagine your company has the right talent in pivotal roles at the right time. What difference will these people make to revenues, innovation and organization effectiveness compared with having to operate without them? What is the cost of the lost opportunities and the downtime and replacement costs of losing critical talent? What are the consequences of having to make do with the wrong kind of leaders and managers in the top two executive layers or of not having successors groomed and ready to replace them? Yet generally, organizations still struggle with TM. According to research, three-quarters of business leaders have invested dedicated resources in TM but most say they havent yet felt the impact of doing so.3 Why not? Through one of the research, they tried to provide reasons by asking these questions: †¢ Why are they doing TM? Is it for the individual, the organization or both? †¢ What do they mean by talent and talent management? †¢ What are their propositions for attracting and retaining talent? †¢ How do they manage and use the talent in their organization needs? †¢ How are internal roles and resources deployed appropriately to support TM? †¢ How is TM integrated across HR processes and with business planning and strategy execution processes? Talent management at FDC its focus, leadership, acquisition, retention, evaluation and tools has evolved over five years, and continues to be a work in progress. The evolving talent plan aligns with goals, business strategy and their organizational implications. The talent office annually reviews analytics and recalibrates talent to align with growth and other organizational needs. The current growth objective is 15 percent. Ours is a numbers business, which tends to reflect a short-term view, says Annmarie Neal, senior VP, organization development. Yet, we also have to build a leadership bench and talent pools, not around the execution capabilities were known for, but on a customer-solutions focus and strategic foresight. Investments in talent arent short-term they need at least three-year horizons to see returns. The key issue for FDC is to accurately identify high potentials with different capabilities such as strategic thinking, partnership building, results orientation, innovation and talent leadership and then build succession depth. In effect, they are building talent balanced with buying it, guided by the notion of critical positions that is, those positions that positively impact on the strategic goals or their execution. They are now applying their processes for identifying, assessing and growing future leaders to our more junior, untested populations who we expect to be our next VPs. Technology, as Neal explains, has allowed them to do more in depth and breadth with the same headcount. TM initiatives at FDC include: †¢ Talent profiling of individuals. †¢ Conducting calibrations of business performance and key results behaviors. †¢ Assessing and forecasting succession depth. †¢ Implementing organizational assessment summaries to give status reports for leadership talent. †¢ Using just-in-time, action-learning programs and talent-sharing assignments. †¢ Developing talent at risk tools based on potential derailers and defection triggers. †¢ Introducing a talent scorecard with five perspectives, each of which has critical indicators hiring. As we see it, TM is a strategic and holistic approach to both HR and business planning or a new route to organizational effectiveness. This improves the performance and the potential of people the talent who can make a measurable difference to the organization now and in future. And it aspires to yield enhanced performance among all levels in the workforce, thus allowing everyone to reach his/her potential, no matter what that might be. Though this interpretation of talent is inclusive, it strikes a strategic balance between performance and potential. Performance historically, the primary focus of measurement and management concerns both the past and the present, whereas potential represents the future. Our position assumes that potential exists, it can be identified and it can be developed. Here are specific ways that two case organizations inthe report define talent: †¢ Executive management team leaders, directors/VPs and A-player managers in all functions plus Bplayers as potentials. †¢ Future business leaders with more strategic capabilities than just operational excellence skills -plus specialist talent able to execute business integration projects on time and to budget. Clearly, there isnt a single consistent or concise definition. Current or historic cultural attributes may play a part in defining talent, as will more egalitarian business models. Many organizations acknowledge that talent, if aligned with business strategy or the operational parameters of strategy execution will change in definition as strategic priorities change. For example, in start-up businesses, the talent emphasis will be different to the innovative or creative talent needed to bring new products to market. Any definition needs to be fluid as business drivers change, so will the definitions of talent. What TM involves Talent management is the integration of different initiatives, or constructs, into a coherent framework of activity. There are certain crucial components and a useful model for defining TM is to think of it in these key words: †¢ Ethos embedding values and behavior, known as atalent mindset, to support the view that everyone has potential worth developing. †¢ Focus knowing which jobs make a difference and making sure that the right people hold those jobs at the right time. †¢ Positioning starting at the top of the organization and cascading throughout the management levels to make this a management, not HR, initiative. †¢ Structure creating tools, processes and techniques with defined accountability to ensure that the work gets done. †¢ System facilitating a long-term and holistic approach to generate change. Integrating TM through a system Its worth emphasizing that integration is critical. Our research shows that without integrating TM activities, the effort invested will tend to be dissipated with patchy results. Integration is knowing how all the pieces of TM fit together within a TM system. This will not operate in isolation from strategy, business planning and the organizations approach to people management. In this sense, the work of talent management cuts across what has been traditional HR silos. If integrated, it functions in a more facilitative, OD-like nature. It will also reach higher up the organization than other HR initiatives, often attracting the attention of boards and senior teams. Similarly, TM reaches down the organization, to include new recruits along with tenured professionals. Lastly, talent planning must be done in parallel with business planning, creating a rich integration of people and strategy. One way of achieving such system integration and alignment is the CRF Talent Management System (see Figure 1, above right). This systemic view of talent has five elements: Need the business need derived from the business model and competitive issues. Data collection the fundamental data and intelligence critical for good talent decisions. Planning people/talent planning guided by data analysis. Activities the conversion of plans into integrated sets of activities. Results costs, measures and effectiveness criteria to judge the value and impacts of TM Using this system can help TM become a strategic differentiator rather than a standard set of HR processes if the right conditions, context, timescales and offerings exist in the first place. System integration and alignment ensures that TM efforts are rational and fit for purpose. Since the arrival of the current era of talent is widely acknowledged, its not surprising that renewed significance is being placed on the management of that talent. And as talent continues to be viewed as a strategic differentiator, its management will take more of a strategic role. How fascinating it will be to take the pulse of talent management in the business community in another five years. We believe that while the management of talent will most likely become embedded in the fiber of cultures by then, the HR executives who led those initiatives will have achieved much more prominence. OBJECTIVES OF TALENT MANAGEMENT: There are some basic objectives which need to be fulfilled by the US corporate sector while applying Talent Management in the organisation and the objectives are:- 1) TO DETECT TALENT:- It is very important for the US corporate sector to determine or detect their best talent for the organisation and this Talent Management helps the selector to select the best talent among the pool of various alternatives present in the organisation. Because the best talent helps in generating more and more good ideas which help organisation to achieve or innovate something new. As Talent Management helps in detecting best talent of the organisation within the organisation, this helps organisation to achieve their goal more efficiently and effectively which are set by the organisation. 2) TO DEVELOP TALENT:- After detecting the talent in the organisation the US corporate next step for applying Talent Management is to develop the talent. It is not necessary that every person has a some talent in him or her but talent can also be developed through regular practice such as training, educating, providing them with the basic guidelines of the respective talent so that the talent of any person can be used for the effective utilization of the talent for the sake of the organisation which will be helpful for the organisation to came up with a new idea with the help of talent which will provide them with the best competencies among the competitor so that they can stay in long run of the business giving tough competition to their competitors and by developing talent US corporate sector tried to change the scenario of the employees by developing their talent and making them more confident, reliable and motivating factor for themselves and for others too which improves the behaviour and efficiency t o work. There is a huge change when a person come to some hidden talent in him and this makes them to be more responsible to the work and take the work as natural as play 3) TO MAKE TALENTS MORE RELIABLE:- Talent Management helps in making talent more reliable and US corporate sector use the Talent Management as their one of the important tool for making their employees talent more reliable as talent management helps in detecting and developing talent by the different mode they used while developing their talent they make the employees to be more confident in their talent which makes them more reliable which means that they will be confident in using their talent and organisation can rely on their talent while doing or making effective decision. Until and unless employees believe themselves in their talent then the organisation too will not have any faith on the employee and US corporate sector never keep such employees in the organisation as US corporate sector is best known for their talent and technologies and the technology is the result of the talent only. 4) TO PROMOTE TALENTS TO STRATEGIC PROJECTS OR TO HIGHER POSITION:- Talent Management helps in promoting talent to strategic projects or to the higher position because US corporate sector that every talent should be given their own position. If the talent deserves higher position then he should be given the higher position irrespective of any other things which might be taken in account such as education or qualification. They think that if the post deserves that talent then that talent should be given that post. When talent is promoted it acts as a motivating tool for the employees to make them more responsible and work towards the achievement of the goal set by the organisation which also enhance their style and attitude towards their work. Talent Management in the Corporate Sector Talent Management in the Corporate Sector A Talent Management INTRODUCTION:- Talent management is the process that emerged in 1990 and continues to be adopted, as more companies came to realize that their employees talent, skills drive their business success. Companies that have put into practice talent management have done so to solve an employee retention problem. The issue with many companies today is that many organizations put tremendous effort into attracting employees to their company, but spend little time into retaining and developing talent. A talent management system must be worked into the business strategy and implemented in daily processes throughout the company as a whole. It cannot be left solely to the human resources department to attract and retain employees, but rather must be practiced at all levels of the organization. The business strategy must include responsibilities for line managers to develop the skills of their immediate subordinates. Divisions within the company should be openly sharing information with other departments in order for employees to gain knowledge of the overall organizational objectives. Talent management refers to the process of developing and integrating new workers, developing and retaining current workers, and attracting highly skilled workers to work for your company. Talent management in this context does not refer to the management of entertainers. The term was coined by David Watkins of Softscape published in an article in 1998. The process of attracting and retaining profitable employees, as it is increasingly more competitive between firms and of strategic importance, has come to be known as the war for talent. IMPORTANCE OF TALENT MANAGEMENT IN US CORPORATE SECTOR US sector always want to grow and improve their system and processes must focus on people practices that allow or foster their growth and improvement. The best practices are known. The key variables (leadership competencies, experience and skill, interest rewards) that motivate people to succeed have been identified and successfully put into practice. Talent Management is no loger a cutting-edge field being solely tapped by pioneers. It is a viable path towards and improving organizational performance. Integrated, strategically aligned human capital asset management systems have provided significant economic benefits to companies that have embraced them as ongoing processes instead of one-time events. Research done on the value of such systems to companies consistently finds benefits in these seven critical economic areas: revenue, customer satisfaction, quality, productivity, cost, cycle time, and market capitalization. This research clearly shows that adopting and investing in best-practice talent management systems results in bottom-line improvement in each of these key areas:- 1) Increase Revenue It was initially thought that companies that make more money were associated with better talent management practices only because they could afford them (.19 correlation), but the 2001 Watson Wyatt Human Capital Index Study showed that talent management practices actually increase financial performance (.41 correlation). According to Watson Wyatts research 15% of profit performance is driven by: Management participation Open management style Taking some risks, but not too many Top managers spending 20% of time with customers Around 20% of top management should be outsiders Management training is deemed important Top managers are effectively incentivized Succession planning is done A good appraisal system is in place Employees get feedback In addition to supporting Becker and Huselids 1998 results, the 2001 Watson Wyatt Human Capital Index study showed precisely which HR practices have an impact on the bottom line. 49 specific HR practices across 6 dimensions played the greatest role in creating shareholder value. The research quantified exactly how much an improvement in each practice could be expected to increase a companys market value. For example, a company that makes a significant improvement (one standard deviation) in all of the practices categorized under Total Rewards and Accountability should see its value improve by 16.5 percent, and a significant improvement in 43 key HR practices is associated with an increase of 47 percent in market value. Results included: 16.5% impact on company market value from total rewards and accountability 9% impact from a collegial, flexible workplace 7.9% impact from recruiting and retention excellence 7.1% impact from the integrity of communications 6.5% impact from the implementation of focused HR service technologies 33.9% loss from non-prudent use of resources Careful inspection of all the data shows that for every available correlation calculated over time, the relationship between past HR practices and future financial performance is stronger than the relationship between past financial outcomes and future HR practices. This is the first study to show that HR practices actually increase financial performance (.41 correlation) instead of inferring that companies that make more money can afford better HR practices (.19 correlation). Given companies of comparable size, those whos CEOs exhibited more emotional intelligence competencies showed better financial results as measured by both profit and growth. The divisions of leaders with a critical mass of strengths in emotional intelligence competencies outperformed revenue targets by a margin of 15-20 percent. 2) Customer Satisfaction Knowing and using the critical competencies associated with success creates results. The 1998 Watson Wyatt study, Competencies and the Competitive Edge, showed that when an organization identifies and communicates the core competencies that it needs to be successful in the present and the future, it has developed a powerful tool to help meet its goals. Competencies define and communicate an organizations strategy and help employees to understand that strategy and achieve its goals. The many roles that competencies can play in an organization include: Articulating what the organization values Providing a common language for employees and managers to describe value creation Establishing a new paradigm for human capital management programs (organizational levers) Focusing on the development of the individual instead of an organizational structure Linking pay, promotions and growth directly to what the organization values to be successful Guiding employees and managers to what is expected and how value is defined even in times of dramatic change and restructuring Competencies serve as a powerful communication vehicle to focus all members of the organization on the skills and activities that will create both value and wealth. Competency-based programs can make a difference to the bottom line. Analysis of the financial data clearly shows that companies with competency- based programs perform better in the marketplace. Such programs help focus the organization and all the individuals in it on what they can do to add value to the organization. Contributions are role-related rather than position-related. Adopting this view of contribution to value will help organizations think differently about their human resource and development programs. Organizations can focus on competencies needed for the future and identify the roles that employees do and must play. Programs that build employee commitment can bring great returns. Data from this and other Watson Wyatt studies clearly demonstrate that both individual and organizational performance increase when employees are committed to their companies. Ensuring that organizational levers that build employee commitment are in place and working will affect the bottom line. This was most notable when the competencies focused on attributes and behaviors that promoted customer satisfaction. Training is important, but it is no substitute for good management. A large majority of the organizations participating in Watson Wyatts study identified training and development as the driver of future corporate success. The high-performing companies identified it slightly more often than the others. Putting people first by adopting high performance management practices translates into improved morale, more innovation, better customer service, higher productivity, greater cost reduction, greater flexibility, and increased skills development. 3) Improve Quality Motor vehicle manufacturing firms in US implementing flexible production processes and associated practices for managing people enjoyed 47 percent better quality and 43 percent better productivity than firms relying on traditional mass-production approaches, according to a worldwide study by Wharton Schools John Paul McDuffie. Overall financial performance improved 3.8% per year for ten years when companies stayed with traditional talent management practices, 6.8% when they realized they needed to re-design their talent management practices, and 10.1% when they launched a completely new talent management system Watson Wyatts 2002 European Human Capital Index study shows that 36 key human capital variables (practices and policies) are associated with an almost 90% increase in value. 4) Increase Productivity Initial research on 740 companies HR practices found that those using high performance work systems (HPWS are defined as integrated talent management practices) had economically and statistically significantly higher levels of company performance. One standard deviation of improvement on their bell curve of integrated talent management systems was associated with changes in market value from $15,000 to $60,000 per employee. Employee productivity was calculated as the logarithm of net sales per employee using gross rate of return on assets (GRATE), which is less sensitive to depreciation and other non-cash transactions, and Tobins q, a future-oriented and risk-adjusted capital-market measure of performance that reflects both current and anticipated profitability and often mirrors the price that the market will pay for intangible assets (goodwill). Further research that included three US surveys and the experience of more than 2,400 companies continued to show significant impact of systems that select, maintain, develop, and reinforce employee performance on both market-based and accounting-based measures of company performance (while statistically controlling for RD investment, industry market changes, capital improvements, sales growth trends, etc.). Moving from the 60th percentile of integrated HPWS to the 80th percentile improved market valuation by $20,000 per employee. This reflects both operational excellence and alignment with the companys strategy. When the elements are present, but not aligned with the company strategy there is a 27% drop off in measured gains. Gallup Management Journal reported the following in 2001: †¢19% of all employees are actively disengaged from their jobs †¢55% of all employees are not engaged in their jobs and †¢26% of all employees are engaged in their jobs at a cost of $292-355 Billion per year to the US economy. Great people management equals great shareholder value: European companies with the best human capital management deliver around twice as much shareholder value as their average competitors. 5) Reduce Cost ASTD and SHRM studies companies that is renowned for their ability to retain top talent (Linbeck, Kennedy Rossi, Zachary, Dow Chemical, Edward Jones, Great Plains, Sears, and Southwest Airlines). One key finding was that all of these companies implemented competency-based position profiles so that employees understood the skills and abilities required to move into leadership positions. They must also avoid wasting their money on bad human capital investments: The 2001 Watson Wyatt Human Capital Index study showed precisely which HR practices have an impact on the bottom line. 49 specific HR practices across 6 dimensions played the greatest role in creating shareholder value. Additionally, one dimension, Prudent Use of Resources identifies six practices that diminish shareholder value (e.g. training that is not connected to the business objectives and not evaluated for ROI). A new book shows how Microsoft, Intel, Nokia, Starbucks, Singapore Airlines and 20 other world-class organizations are luring and holding high-quality employees. One senior executive said, Microsoft has a market capitalization of $450 billion, the largest in the world. If you add up every desk and chair, every computer, every building, every piece of land, everything we own, including the $17 billion or so we have in the bank, it comes to about $30 billion. If you then add in things like goodwill and other financial assets, maybe youll come up with another $70 billion, if you really struggle. But that means that there is $350 billion more that people have given us credit for that is not there. What is it? Well, its the stuff in smart peoples heads. With that knowledge Microsoft has built and maintains a human capital management system very similar to Mundo Strategies system to prevent employees from wanting to leave the company even as the stock took a beating in the past few years. Supervisors who received training in how to listen better and resolve employee problems found that lost-time accidents were cut by 50 percent, formal grievances were reduced from 15 to 3 per year, and productivity goals were exceeded. Retention is one of the more obvious areas that effective talent management practices can affect. What attracts and retains high performers? 79% stay because of opportunities for advancement 69% stay because their job is redesigned 65% stay because they are learning new skills in their current job. Why do high performers resign? 56% leave because they are dissatisfied with company management 56% leave due to inadequate opportunity for promotion 50% leave due to dissatisfaction with pay 6) Reduce Cycle Time There is very little research into the impact of talent management practices on company cycle time. One classic work on cycle time showed that steel mini-mills using a high-commitment approach to management required 34 percent fewer labor hours to make a ton of steel and had a 64 percent better scrap rate than mini-mills using a command and control approach. 7) Increase Return to Shareholders Market Capitalization The five highest return to shareholders from 1972-1992 (Southwest Airlines Co. 21,775%, Wal-Mart Stores, Inc. 19,897%, Tyson Foods, Inc. 18,118%, Circuit City Stores, Inc. 16,410%, and Plenum Publishing 15,689%) differentiated themselves from their competitors and the market only through the way they managed their people during the infancy of talent management. Whereas at the start of the 1990s studying its earnings and fixed assets and adding a token amount for goodwill invariably gauged a companys stock market valuation, by the end of the decade a seismic shift had taken place. When accountants Ernst Young came to look at the issue, they found that the largest slice of most companies market capitalization was held in intangibles primarily, the talent, knowledge and teamwork of its staff. In high-tech companies like Nokia, the percentage was as high as 95 per cent; but even old economy stalwarts like BP, despite its huge investments in oil platforms and exploration equipment, notched up a significant 74 per cent. The upshot was that even companies operating in the same sector with similar earnings could experience widely differing stock valuations. Those ignoring the new emphasis on intangibles invariably found themselves penalized by the markets. Watson Wyatt also reported that a 26% increase in market value in 2000 was driven by common talent management best practices: Use of knowledge and contract workers Recruiting excellence Consistent pan-European HR practices Good union-management relations Lack of hierarchy, clear leadership Teamwork and 360 ° feedback Customer-focused environment Remuneration Sharing information with employees The difference between a non-strategic HR system and one that has removed the barriers to performance are dramatic. Improving the relative sophistication of the HR system by adopting best practices does not provide measurable value (20%-60% adoption of a strategic HR system). Integrating the strategic elements of HR into the broader fabric of the organization provides a significant improvement in shareholder value (60%-80%). When HR systems have adopted best practices and aligned those systems with business priorities and initiatives they return the greatest shareholder value (80%-100%). The five-year survival rates of initial public offering showed that firms whose talent management practices scored in the top one-sixth of IPO firms had a 33 percent higher probability of surviving than those in the lowest one-sixth. Firms in the upper one-sixth in providing financial rewards to all employees, not just managers, had almost twice as much chance of surviving for five years, according to research by Theresa Welbourne of Cornell and Alice Andrews of Vanderbilt. COMPETITIVE ADVANTAGE OF TALENT MANAGEMENT IN US CORPORATE SECTOR Taking a systemic approach to talent management Getting the right people in pivotal roles at the right time should be nothing new to HR professionals, but done effectively, talent management can create longterm organizational success. Here, Lynne Morton and Chris Ashton show how to align talent management strategies to business goals, integrate all related processes and systems and create a talent mindset in organization. TALENT MANAGEMENT (TM) IS more than a new language for old HR work, or just the next hot new thing for HR practitioners and managers to get involved in. For many organizations, it has become a strategic imperative. McKinsey research1 reveals that 75 percent of corporate officers were concerned about talent shortages and Deloitte reports that retaining the best talent is a top priority for 87 percent of surveyed HR directors. This need for talent and, therefore, its expert management is also driven by macro trends including: †¢ New cycles of business growth, often requiring different kinds of talent. †¢ Changing workforce demographics with reducing labor pools and, therefore, a talent squeeze. †¢ More complex economic conditions which require segregated talent and TM. †¢ The emergence of new enterprises which suck talent from larger organizations. †¢ A global focus on leadership which is now permeating many levels of organizations. The strategic importance of talent management:- On the basis of substantive research undertaken for our forthcoming report , they argue that good TM is of strategic importance and can differentiate an organization when it becomes a core competence and when its talent significantly improves strategy execution and operational excellence. For example, imagine your company has the right talent in pivotal roles at the right time. What difference will these people make to revenues, innovation and organization effectiveness compared with having to operate without them? What is the cost of the lost opportunities and the downtime and replacement costs of losing critical talent? What are the consequences of having to make do with the wrong kind of leaders and managers in the top two executive layers or of not having successors groomed and ready to replace them? Yet generally, organizations still struggle with TM. According to research, three-quarters of business leaders have invested dedicated resources in TM but most say they havent yet felt the impact of doing so.3 Why not? Through one of the research, they tried to provide reasons by asking these questions: †¢ Why are they doing TM? Is it for the individual, the organization or both? †¢ What do they mean by talent and talent management? †¢ What are their propositions for attracting and retaining talent? †¢ How do they manage and use the talent in their organization needs? †¢ How are internal roles and resources deployed appropriately to support TM? †¢ How is TM integrated across HR processes and with business planning and strategy execution processes? Talent management at FDC its focus, leadership, acquisition, retention, evaluation and tools has evolved over five years, and continues to be a work in progress. The evolving talent plan aligns with goals, business strategy and their organizational implications. The talent office annually reviews analytics and recalibrates talent to align with growth and other organizational needs. The current growth objective is 15 percent. Ours is a numbers business, which tends to reflect a short-term view, says Annmarie Neal, senior VP, organization development. Yet, we also have to build a leadership bench and talent pools, not around the execution capabilities were known for, but on a customer-solutions focus and strategic foresight. Investments in talent arent short-term they need at least three-year horizons to see returns. The key issue for FDC is to accurately identify high potentials with different capabilities such as strategic thinking, partnership building, results orientation, innovation and talent leadership and then build succession depth. In effect, they are building talent balanced with buying it, guided by the notion of critical positions that is, those positions that positively impact on the strategic goals or their execution. They are now applying their processes for identifying, assessing and growing future leaders to our more junior, untested populations who we expect to be our next VPs. Technology, as Neal explains, has allowed them to do more in depth and breadth with the same headcount. TM initiatives at FDC include: †¢ Talent profiling of individuals. †¢ Conducting calibrations of business performance and key results behaviors. †¢ Assessing and forecasting succession depth. †¢ Implementing organizational assessment summaries to give status reports for leadership talent. †¢ Using just-in-time, action-learning programs and talent-sharing assignments. †¢ Developing talent at risk tools based on potential derailers and defection triggers. †¢ Introducing a talent scorecard with five perspectives, each of which has critical indicators hiring. As we see it, TM is a strategic and holistic approach to both HR and business planning or a new route to organizational effectiveness. This improves the performance and the potential of people the talent who can make a measurable difference to the organization now and in future. And it aspires to yield enhanced performance among all levels in the workforce, thus allowing everyone to reach his/her potential, no matter what that might be. Though this interpretation of talent is inclusive, it strikes a strategic balance between performance and potential. Performance historically, the primary focus of measurement and management concerns both the past and the present, whereas potential represents the future. Our position assumes that potential exists, it can be identified and it can be developed. Here are specific ways that two case organizations inthe report define talent: †¢ Executive management team leaders, directors/VPs and A-player managers in all functions plus Bplayers as potentials. †¢ Future business leaders with more strategic capabilities than just operational excellence skills -plus specialist talent able to execute business integration projects on time and to budget. Clearly, there isnt a single consistent or concise definition. Current or historic cultural attributes may play a part in defining talent, as will more egalitarian business models. Many organizations acknowledge that talent, if aligned with business strategy or the operational parameters of strategy execution will change in definition as strategic priorities change. For example, in start-up businesses, the talent emphasis will be different to the innovative or creative talent needed to bring new products to market. Any definition needs to be fluid as business drivers change, so will the definitions of talent. What TM involves Talent management is the integration of different initiatives, or constructs, into a coherent framework of activity. There are certain crucial components and a useful model for defining TM is to think of it in these key words: †¢ Ethos embedding values and behavior, known as atalent mindset, to support the view that everyone has potential worth developing. †¢ Focus knowing which jobs make a difference and making sure that the right people hold those jobs at the right time. †¢ Positioning starting at the top of the organization and cascading throughout the management levels to make this a management, not HR, initiative. †¢ Structure creating tools, processes and techniques with defined accountability to ensure that the work gets done. †¢ System facilitating a long-term and holistic approach to generate change. Integrating TM through a system Its worth emphasizing that integration is critical. Our research shows that without integrating TM activities, the effort invested will tend to be dissipated with patchy results. Integration is knowing how all the pieces of TM fit together within a TM system. This will not operate in isolation from strategy, business planning and the organizations approach to people management. In this sense, the work of talent management cuts across what has been traditional HR silos. If integrated, it functions in a more facilitative, OD-like nature. It will also reach higher up the organization than other HR initiatives, often attracting the attention of boards and senior teams. Similarly, TM reaches down the organization, to include new recruits along with tenured professionals. Lastly, talent planning must be done in parallel with business planning, creating a rich integration of people and strategy. One way of achieving such system integration and alignment is the CRF Talent Management System (see Figure 1, above right). This systemic view of talent has five elements: Need the business need derived from the business model and competitive issues. Data collection the fundamental data and intelligence critical for good talent decisions. Planning people/talent planning guided by data analysis. Activities the conversion of plans into integrated sets of activities. Results costs, measures and effectiveness criteria to judge the value and impacts of TM Using this system can help TM become a strategic differentiator rather than a standard set of HR processes if the right conditions, context, timescales and offerings exist in the first place. System integration and alignment ensures that TM efforts are rational and fit for purpose. Since the arrival of the current era of talent is widely acknowledged, its not surprising that renewed significance is being placed on the management of that talent. And as talent continues to be viewed as a strategic differentiator, its management will take more of a strategic role. How fascinating it will be to take the pulse of talent management in the business community in another five years. We believe that while the management of talent will most likely become embedded in the fiber of cultures by then, the HR executives who led those initiatives will have achieved much more prominence. OBJECTIVES OF TALENT MANAGEMENT: There are some basic objectives which need to be fulfilled by the US corporate sector while applying Talent Management in the organisation and the objectives are:- 1) TO DETECT TALENT:- It is very important for the US corporate sector to determine or detect their best talent for the organisation and this Talent Management helps the selector to select the best talent among the pool of various alternatives present in the organisation. Because the best talent helps in generating more and more good ideas which help organisation to achieve or innovate something new. As Talent Management helps in detecting best talent of the organisation within the organisation, this helps organisation to achieve their goal more efficiently and effectively which are set by the organisation. 2) TO DEVELOP TALENT:- After detecting the talent in the organisation the US corporate next step for applying Talent Management is to develop the talent. It is not necessary that every person has a some talent in him or her but talent can also be developed through regular practice such as training, educating, providing them with the basic guidelines of the respective talent so that the talent of any person can be used for the effective utilization of the talent for the sake of the organisation which will be helpful for the organisation to came up with a new idea with the help of talent which will provide them with the best competencies among the competitor so that they can stay in long run of the business giving tough competition to their competitors and by developing talent US corporate sector tried to change the scenario of the employees by developing their talent and making them more confident, reliable and motivating factor for themselves and for others too which improves the behaviour and efficiency t o work. There is a huge change when a person come to some hidden talent in him and this makes them to be more responsible to the work and take the work as natural as play 3) TO MAKE TALENTS MORE RELIABLE:- Talent Management helps in making talent more reliable and US corporate sector use the Talent Management as their one of the important tool for making their employees talent more reliable as talent management helps in detecting and developing talent by the different mode they used while developing their talent they make the employees to be more confident in their talent which makes them more reliable which means that they will be confident in using their talent and organisation can rely on their talent while doing or making effective decision. Until and unless employees believe themselves in their talent then the organisation too will not have any faith on the employee and US corporate sector never keep such employees in the organisation as US corporate sector is best known for their talent and technologies and the technology is the result of the talent only. 4) TO PROMOTE TALENTS TO STRATEGIC PROJECTS OR TO HIGHER POSITION:- Talent Management helps in promoting talent to strategic projects or to the higher position because US corporate sector that every talent should be given their own position. If the talent deserves higher position then he should be given the higher position irrespective of any other things which might be taken in account such as education or qualification. They think that if the post deserves that talent then that talent should be given that post. When talent is promoted it acts as a motivating tool for the employees to make them more responsible and work towards the achievement of the goal set by the organisation which also enhance their style and attitude towards their work.