The Abolition Of The Slave System - 1915 Words

Secondly, not only was the argument that slavery disappeared when abolition clearly became the economically rational option but another partial cause to the conclusion of slavery can be grasped in the changing social system of nations during this era. Morales of those both directly and not directly involved with the slave trade were transforming. The harshness of the slave system was being proven by the many slave suicides, runaways, first hand stories, and rebellions. Rousseau spread the idea in his writings of personal liberty and equality of all men, which included the African slaves. The realization of what slavery entailed was becoming more known to society and the increasing belief of liberty for all, including slaves, was budding. Potential political benefits from the abolition of slavery were an increasingly common idea that had surfaced from the prevalent idea that slavery was immoral. Without the support from the British Parliament the Parliamentary acts that was necessary to effect change would not have occurred. Changes in moral progress, in ideas about ethics and morality, played an important part in bringing about the end of slavery. Abolition movements became the driving force of ridding economies of the process of slavery with the aid of forced coercion, through Civil war, to accepting the end of slavery in the Americas. In the early modern period of Europe the view of the people was that only non- Europeans could be enslaved and the availability ofShow MoreRelatedThe abolition of slavery in Africa and the Middle East Essay1003 Words   |  5 Pages The abolition of slavery in Africa and the Middle East can be seen from different perspectives. One of them, it is from the international pressure to abolish slavery in Africa and Middle East. The British and Foreign Anti-Slavery Society, was one of the most active institutions in looking for suppression of slavery, in India, Africa and the Middle East.2 They pushed to British government to take direct actions in abolish Indian slavery, and indirect actions on non-European regions were slavery wasRead MoreEssay on Slavery In American History1430 Words   |  6 Pagesin United States, we must mention the Abolition Movement, which began in 1930s, and ended with Emancipation Proclamation. Just like our textbook---A Short History of the American Nation,  ¡Ã‚ °No reform movement of this era was more significant, more ambiguous in character, or more provocative of later historical investigation than the drive to abolish slavery. ¡Ã‚ ± Abolition Movement was not only meaningful to itself, that is, slavery was abolished and black slaves were freed, but also meaningful to theRead MoreSlave Trade Abolition Of Britain And United States Essay1298 Words   |  6 PagesSlave Trade Abolition in Britain and United States Introduction In America, slavery began when African slaves were forcefully brought to work for the production of profitable crops like tobacco. The slavery was practiced all over the American colonies in 17th and 18th centuries. These slaves helped in building the economy of the new nation. Invention of cotton solidified the belief that more workers were needed to work in the farm and ginnery. By middle of 19th century, the Americans westward expansionRead MoreEuropean Exploration And Conquest Of Latin America1277 Words   |  6 Pagesnatural resources, greed quickly became the driving force behind most of the settler’s actions. Slavery became a tremendously important aspect of both society and economics in Spanish, English, French and Portuguese colonies through the encomienda system of forced labor. Although European settlers had nearly identical goals, slavery had distinct roles in their individual colonial economies and societies. European settlers began to travel to and colonize Latin America in the late 15th century searchingRead MoreAbolition of Slaver in the Cape1084 Words   |  5 PagesThe abolition of slave trade was passed by the British Parliament on 24 August 1833. This affected South Africa , which was a British colony at the time, as many colonists at the Cape had lots of capital invested in their slaves. Colonists were particularly annoyed because payment of the slaves was to be collected personally in England, and in many cases the cost of the trip would be more than the money received. (www.sahistory.org.za) In order to answer this key question, information relating theRead MoreCivil Slavery, By Francis Wayland Essay1180 Words   |  5 PagesIn â€Å"Domestic Slavery,† Francis Wayland makes the case for the theological prohibition, and so general abolition, of racial slavery. His particular thesis is most apparent in his conclusion, where he claims that â€Å"the Christian religion no t only forbids slavery, but that it also provides the only method in which, after it has been established, it may be abolished, and that with the entire safety and benefit to both parties† (197). Wayland’s argument therefore has two burdens: first, to show how ChristianityRead MoreThe Path to Aboliton 1312 Words   |  5 Pagessocial and political minds of Americans striving to influence the participation of the abolition movement. One of the many strategies used by American abolitionists was the use of slave narratives. This moral persuasion was a very useful tactic. The creation of these narratives helped white northerners identify with the mindset of an African American slave in the south. The narratives illustrated the experiences slaves overcame to find freedom. Another major strategy that was useful to the slavery movementRead MoreThe Age Of Revolution And The European Revolution1152 Words   |  5 Pagesthis era, radical citizens and reforming governments in Eu rope changed the existing laws and the ruling structure in a way that created the forms of the existing modern Europe states. The age was very revolutionary as it gave the introduction to new systems within Europe. The era was both an age of destruction as well as a catalyst for growth. Also, the impacts during this age changed the world socially, politically, and economically. The age even from the fact that it was centered in the Franco-BritishRead MoreEffects of Slavery on America1594 Words   |  7 Pagesreached at the Constitutional Convention of 1787 in Philadelphia in which three-fifths of states’ slaves would be counted as representation regarding distribution of taxes and apportionment of members to the House of Representatives[1]. This meant that slave owners would be taxed on the number of slaves they owned as well as states receiving representation for the allotted 3/5, or â€Å"Federal ratio,† of slaves owned. During the Continental Congress of 1783, a co mmittee was appointed to decide upon a methodRead MoreSlavery and Liberty ‚Äà ¬ Profit vs. Morality1306 Words   |  6 PagesBritish Writers Speed the Process of Freedom â€Å"By the late 18th century, over eleven million African men, women and children had been taken from Africa to be used as slaves in the West Indies and the American colonies. Great Britain was the mightiest superpower on earth and its empire was built on the backs of slaves. The slave trade was considered acceptable by all but a few. Of them even fewer were brave enough to speak it.† (Amazing Grace 2006) Discussions of slavery often focus

Motivation in Economic Downturn for Surviving Employees Free Essays

string(231) " their great inclination to leave for greener pastures in times of uncertainty, as well as those who are personally affiliated with the laid off as they tend to experience the greatest emotional toll from loss of their co-workers\." | Motivation in Economic Downturn for Surviving Employees| Awesome| Julia Gao Helen HuHannah Hung Chimeme Pan Johnson SunMandy WongYidi YuElaine Zhu| | 4/15/2013| | Motivation in Economic Downturn for Surviving Employees 1. Executive summary The global economy experiences a downturn every five to ten years nowadays. During such financial crises, organizations might have to face the issue of lay-off in order to reduce cost and survive from the downturn. We will write a custom essay sample on Motivation in Economic Downturn for Surviving Employees or any similar topic only for you Order Now Apart from the negative effects on the unemployed, those survivors also go through a hard time. This report has firstly investigated possible negative effects on remaining employees. It is found that survivor syndrome, including five major types, occurs among survivors. Besides, four relevant solutions for managers are provided to minimize the negative influence on remaining employees and to support future development of the company. Lastly, current issues and concerns with respect to motivation maintenance are also discussed for feasibility. 2. Introduction During the financial crisis, many organizations are downsizing and laying off their employees. A major factor that contributes to the failure of most organizations to achieve their objectives after downsizing is that they do not adequately and effectively address the â€Å"people factor† related to surviving employees throughout the process. In other words, most companies focus on comforting the leavers instead of concerning the negative effects on the survivors. Survivor Syndrome is a mental condition that occurs when people perceives themselves to have done wrong by surviving a traumatic event when others did not. In the field of management, it refers to the negative psychological and physical impact that originations’ layoffs bring to the remaining workers (Cascio, 1993). In this report, we identified 5 major negative effects on survived employees and provide possible solutions to the managers. 3. Major negative effects 3. 1 Psychological effects 1. Job insecurity. Survivors wonder how long they will be able to keep their jobs, and they worry that they are not prepared to find work elsewhere, or that there are no comparable outside jobs. Since survivors are at the risk of losing jobs, they no longer regard themselves as an integral organization member, as which they are responsible for the future of organization. 2. Depression, anxiety and fatigue. The process is demoralizing and stressful for the managers who must lay off employees, as well as for employees who lose friends and colleagues. After the layoffs, more work and more pressure to perform, mentally and emotionally drained after survival. 3. Reduced risk-taking and creativity. Many survivors are afraid to face challenging jobs, accept a new task, or discuss a work-related problem for fear that they expose themselves to criticism or poor performance appraisals and become the target of future layoff. As a result, they are receptive to their status quo as being â€Å"safe† instead of taking initiative. 4. Distrust and betrayal. Doubts may arise about the wisdom of the layoff choices when survivors believe that someone laid off is more capable than a remaining one. The feeling of unfairness can lead to worries about the transparency of organization operation thus causing distrust and possible job-hopping. 3. 2 Physical effect Apart from the psychological negative effects, layoffs may also influence the physical health of the survivors. Great pressure and heavy workload can have a bad impact on employees’ immune system. Under this situation, people are probably to have more physical symptoms, like stomachache, headache and cold. 4. Solutions for managers The following are four solutions provided to minimize negative effects on survivors. . 1 Open Communication Research has proposed that procedural justice, which is the perceived fairness of the process used to determine distribution of rewards, has a critical role to play in the management of employee organizational commitment, trust in the corporations and turnover intentions. Hence in times of uncertainty and fear, increasing the perception of procedural justice is the key to rebuild tr ust and confidence among the employees and hence combat the Layoff Survivor Syndrome. This could be achieved through open communication. . 1. 1 Communicate about the downsizing Managers could pursue promoting perceived fairness and transparency through openly addressing the downsizing event, explaining explicitly and honestly the rationale as well as procedure for the layoffs and illustrating how the action of downsizing will lead to future organizational success. Open-book management, a strategy that is designed to help facilitate the communication process, is widely adopted by many recognizable corporations such as the HSBC Group and Cathay Pacific during downsizing. Through disclosure of the detailed business and financial information, the practice provides employees with insights into the company’s situation and hence the rationale for layoffs. Moreover, the approach empowers employees to take ownership of their work as they are now fully aware of the implications of their actions on the company’s performance. As a result, they are motivated to take the initiative to help reduce cost. Furthermore, managers should be candid about the potential drawbacks of the policy. For instance, while downsizing inevitably leads to increased workload and prolonged working hours that create an overwhelming stress for the survivors, timely and quality communication with the employees about their new roles and responsibilities is hence imperative to help them better manage the pressure and maintain employee morale and productivity. 4. 1. 2 Communicate about the future Goal Setting Theory clearly demonstrates that working towards a goal is a major source of job motivation. Effective communication about the organization’s post-layoff goals and visions is therefore important in maintaining and strengthening employee commitment. Regular update on the organization’s long term strategies will further reinforce trust and confidence among the employees, as not only does the action assure them that the leadership is actively solving the problems, but also conveys a clear message that they are being valued and respected by the company. While open ommunication should be encouraged at all levels, special attention should be devoted to the group of employees who are highly skilled and professional in their field due to their great inclination to leave for greener pastures in times of uncertainty, as well as those who are personally affiliated with the laid off as they tend to experience the greatest emotional toll from loss of their co-workers. You read "Motivation in Economic Downturn for Surviving Employees" in category "Papers" 4. 2 Job reassignme nt Job reassignment means to redesign individual roles according to their talents and background. Job reassignment is essential in clarifying everyone’s duty in order to assure that the company can still function normally. And in another aspect, proper job reassignments may also to some extent reduce the negative effects on survivors such as job insecurity and anxiety. 4. 2. 1 Job design Here are some suggested actions for job redesign, including combining tasks, creating natural work units, establishing internal or external client relationships, expanding jobs vertically, and opening feedback channels. The actions mentioned above provide the survivors with more and better opportunities to develop their skills and to take the responsibility. Since the workload of individual survivor usually becomes heavier, what managers can do might be making the job more motivating for the survivors. They will help the survivors to experience the meaningfulness of their work, and also have higher working satisfaction. It will also be able to keep survivors from feeling passed over during the downsizing; they must be assured of their value, which will reduce their job insecurity. 4. 2. Training and supporting programs Besides job design, managers should do a lot more work in order to assure that job reassignment is being carried out successfully, in which training and supporting programs should be offered. Sometimes in the haste of layoffs, employees are shifted to new assignments without appropriate preparation such as job insecurity and lack of confidence in competency. It is found that â€Å"pe ople are uneasy because they are not sure what they are supposed to be doing, who they should be accountable to, or if they are doing a good job†(Wexley Silverman, 1993). In the wake of a downsizing, managers are suggested to sit down with each employee to help clarify his or her new role. Employees need to know what expectations have changed and how those changes may have an impact on their daily work. Research shows that most employees find great comfort in knowing exactly what they’re working toward and exactly what’s expected of them. Additionally, a large portion of anxiety is caused by lacking confidence in competency. Survivors worry that they will not be competent in their newly restructured job functions that the survivors do not ever possess. So immediately after layoffs, employees should be trained on how to handle new tasks or responsibilities. 4. 3 Pay-for-performance As the expectancy theory states motivation= expectation *instrumentality * valance, in relation to effort, performance and rewards. Therefore, we suggest the pay-for-performance scheme to work alongside this theory. The general idea is rewarding through the recognition of work done by overachievers, thus encouraging performance levels. There are, however, several takes to this approach according to Stephen O’Bryne. . 3. 1 Pay versus target pay is tied to performance Some companies believe that pay-for-performance is best reached by awarding compensation when the performance level is above a target level, thus a decrease if it is below target level. Companies such as Procter and Gamble are known to use this method. For example, in its 2010 proxy statement, PG describes pay for performance this way: â€Å"We pay above target when goals are exceeded and below target when goals are not met. † 4. 3. 2 Pay doesn’t go up when performance is poor This method defines pay for performance in terms of performance and pay changes. In its 2008 U. S. proxy voting guidelines, ISS said it would vote against compensation committee members when â€Å"the company has a pay ­for ­performance disconnect,† defined as an increase in pay coupled with a decrease in performance. 4. 3. 3 Pay versus market pay is tied to performance Adopting target pay/prior year pay as a benchmark for assessing pay-for-performance has led some companies to focus on market pay instead. Companies such as Dow Chemical and CSX agree that superior performance should lead to above market pay and poor performance should lead to below market pay. 4. 3. 4 Pay percentile equals Performance percentile If a company provides target levels of pay at or above a particular percentile but the performance does not meet the percentile of peer companies, the firm should redesign its compensation strategy to align it with the organization’s compensation. This can help the situation as it recognizes the efforts of individuals and thus boosting the general morale of the employees. Limitation in this approach lies in deciding the target levels. For example, some companies may adopt a needlessly high target pay level which may result in the rewarding of poorly behaved executives with pay levels that, albeit lower than those for well performing executives, remain above the market. 4. 4 Individualized recognition and reassurance People have social esteem needs such as recognition and belongingness. Employee recognition and reassurance is a critical issue especially when a company is dealing with downsizing, where the survivors are both physically and psychologically affected. Here are 4 detailed ways to raise employee recognition. 4. 4. 1 Offer reassurance whenever possible Recognition is the essentially positive feedback that lets employees know they are valued and appreciated by their  co-workers, supervisors and the organization. Employee recognition could be raised from daily works to formal events. Certainly, special tasks, important meetings and awards presentation are good chances for creating employees’ sense of belongings and self-actualization. Apart from those formal situations, bonuses and prizes, daily appreciation and reassurance are also important. By sending thank-you email or a handwritten note of praise, employees would feel that their hard work is being rewarded. Then, they will be more motivated and continue to work harder (Murdock, 2010). 4. 4. 2 Provide counseling for survivors for further development Counseling can take the format of buddy program in which manager acts as mentor and employee as mentee. Manager may meet with employees on an individual or small-group basis to devise a personal plan for goal achievement. By doing this, the survivors will be aware of the opportunities they still have remaining in the company. Besides, a feedback system can also be established where the employees give feedback about their progress in achieving individualized goals and managers help to evaluate and make improvement on their plan at the same time (Boyd, 2013). The program serves as a channel for mutual communication in the company. Therefore, remaining employees can release the distress brought about by downsizing. 4. 4. 3 Continue to communicate, especially one-to-one Individualized communication would be a modified way to boost morale based on different personality type of employees. By communicating with employees individually, managers are able to understand their feelings and problems and offer helps to improve the situations (jobsDB HK, 2007). Also, they could realize employees’ personalities and take them into account when designing plans for reducing negative effects from lay-off. For instance, for an employee with need for affiliation according to the Three-Needs Theory, he/she probably prefers a social event to renew his/her personal network. As a result, surviving employees could be easily motivated. 5. Conclusion This report discusses 5 negative effects on employees who have survived organization’s layoff and the corresponding solutions. Layoffs due to the financial crisis can lead to physical problems and a series of negative psychological effects including job insecurity, depression, anxiety and fatigue, reduced risk-taking and creativity, distrust and betrayal. Facing such a situation, open communication, job reassignment, pay for performance, and individualized recognition reassurance are the four corresponding solutions suggested. However, the real situation is much more complicated, where more issues should be taken into consideration. One concern is the diversity of workforce. Different employees have different values, backgrounds, making it challenging for managers to identify and satisfy their needs. Another concern is the culture difference. Most current motivation theories are based on the situation in the United States and managers cannot assume that motivational programs well fit in their own case. Therefore, it is suggested that managers should incorporate local cultural factors and personal characteristics when dealing with the downsizing negative effects. ——————————————– [ 1 ]. Cascio, W. F. (1993). Downsizing: what do we know? What have we learned. Academy of Management Executive, 7(1), 95-104. [ 2 ]. Wexley, K. N. , Silverman, S. B. (1993). Working Scared: Achieving Success in Trying Times Jossey-Bass. [ 3 ]. Murdock, K. (2010). Boosting Morale of Employees Important During Tough Times: How You Can Do It in Three Easy Steps. The Washington Post. [ 4 ]. Boyd, J. (2013). How to Motivate Employee Performance. eHow. Retrieved from http://www. ehow. com/how_5996416_motivate-employee-performance. html [ 5 ]. JobsDB HK. (2007). Boost Staff Morale. Retrieved from http://hk. jobsdb. com/HK/EN/Resources/EmployerArticle/morale? ID=500 How to cite Motivation in Economic Downturn for Surviving Employees, Papers

Contemporary Management for Talent Management Plan - myassignmenthelp

Question: Discuss about theContemporary Management for Talent Management Plan. Answer: Introduction Human resource managers and executives of a company have always focused on the basic need of talent management plan for the organization. Talent management plan includes hiring, retaining or acquiring talented employees. In order to reach the optimum level of success, organizational leaders need high performing and engaging employees. It is important to align the talent management program with the strategies of a company, its leadership criteria and functional areas (Subsorn and Limwiriyakul 2012). The report throws light on the importance of talent management plan to cultivate for the continuing growth of a well known company HSBC Australia. The company has been worried about the impact of the changes the modern business world has brought. The report consists of a talent management plan for the company to tackle the issues and challenges for the next ten years. The best talent managing plan is related to the strategic plan of any company and the overall needs of a business. Discussion Goal alignment can be considered as a powerful tool of management, which not just only clarifies the job roles of individual workers, but also discusses the ongoing values of the employees in the organization. HSBC Australia is a well known bank that offers a vast range of banking services and products to the commercial, retail, institutional and corporate sectors (Farndale et al. 2014). It provides its customers with a huge range of financial services, including commercial and retail banking. Recently, the company has been facing some issues and challenges, due to the changing modern business world. The key factors can be the knowledge economy, globalization, structural employment and skill gaps, workplace diversity, digitization, telecommunications and last but not the least; the growing expectations of the customers (Thomas 2013). Talent management plan helps in developing the companys strategies and business needs. At the time of engaging the workers into their work, it is to be kept in mind that greater ownership of employees can lead to the companys success. Through goal alignment plans, employees become more engaged and committed to the companys growth and moreover, they achieve great levels of performance. For a change, HSBC Australia needs to change their strategies to some extent, in order to satisfy the needs and demands of the consumers. The company needs to keep under consideration, several strategic planning which are discussed in this part of the report (Cain 2015). The Human Resource Management policies of HSBC Australia are highly commendable as well as appreciated. It has worked hard to provide its workers and associates with a better working life. The company must also focus on other non-monetary factors; it should give equal importance to other things, such as stabilizing both professional as well as personal life, better opportunities of improvement, good leadership and a friendly environment of working and development (Downs and Swailes 2013). Interaction with the workers has disclosed the fact that they are quite happy working with the corporation. The organizations culture as well as guiding principles and policies have a notable impact on the Human Resource policies of the enterprise, but it should also focus on manpower selection, recruitment and also planning, training, grievance redress, development, employee retention and welfare initiatives (Swailes 2013). The company has gained international popularity and acclamation. The vision and mission of the company is to offer the customers with the best banking and financial services across the globe. It has built a good image and earned great reputation, through creating a safe and healthy working environment for the employees. Moreover, they must take into account every single item and with great detail, to please the customers and check that they dont get offended with the services. The major concern must be the satisfaction of the customers as well as the employees. The company has helped in framing the modern industry banking (Elegbe 2016). However, while recruiting new employees, the company must conduct an orientation program for them, in order to make them understand the vision, mission, goals, strategies and planning of the organization. Such programs help the employees to gain an understanding regarding the company policies and procedures. Furthermore, the organization must conduct various management programs, where different types of courses must be taught to the new employees, by certified trainers, professional experts and others. The employees must be motivated and encouraged to interact as well as share their views and opinions regarding banking and financial services (Kasemsap 2016). The success of the company totally depends on how the organizational leader is treating his/her associates. It must not be taken very lightly as it has the potential to energize the employees, which can drive the company to something huge and greater. HSBC Australia must always look out for new and modern measures for recruiting, developing or training their employees. They must be provided with vast opportunities and benefits as well, in order to assist in the profitability and productivity of the organization itself (Al Ariss, Cascio and Paauwe 2014). The board members of the company are strictly responsible for supervising the organizational management as well as providing the employees with strategic directions. The Global leaders group is highly responsible for overall administration of the organization. The chairman of the company, Mr. Tung Shun Wong JP maintains a quality governance standard in the company. Mr. Antony Cripps is the Chief Executive Officer and Executive Directo r of the company, who has been successfully leading the organization, for years, to the success. Other members of the board namely, Carol Austin, Mark Johnson, Graham Bradley and others has made an exceptional change within the corporation and helped in its progress (Schuler 2015). The company has managed to earn faith and trust from their customers. However, for a better talent management plan, they must motivate as well as encourage their workers by offering them with opportunities of issues resolving, which arises at times. This assists in gaining some creative as well as innovative ideas. They should motivate the associates or employees to voice their feelings as well as share their views fearlessly. This will help HSBC to gain a clear understanding of the problems of their workers. They should also offer their workers with individual sessions of career counseling as well as mentor them for the development of their personality. A leadership approach, of this sort, is highly required in each and every company to reach the heights of appreciation (Bluen 2013). HSBC conducts its operational management in highly efficient manner. The company has worked hard in gaining a respectable market position and that is highly acclaimed. However, the company must keep on encouraging skilled and diverse workforce, which will prove beneficial for the competitive advantage of the company, on the international platform. An organization with skilled and diverse offerings of experiences such as, cultural understanding, ethnicity, languages and more, can provide better services and facilities to the customers on a global platform. It also assists in the expansion of the companys existing service range and that is advantageous for them (Mobley, Wang and Li 2012). A diverse group of workforce enables the employees freely communicate as well as provide a vast range of experiences, skills and points of view. It assists the company to meet the ever expanding needs of the customers as well as business strategies in a more proficient manner. Multinational companies that promotes diverse workforce can prove to be an inspiration for its workers and motivate them to give their best performance. The companys operations management must support the employees to effectively execute as well as implement organizational strategies, which results in profitability, return of investment and profit. The company should effectively manage its employees attitude as well as behavior and moreover, professional diversity trainings must be given, which will prove advantageous for the company (Silvanto and Ryan 2014). However, with new technologies invention, HSBC must consider reshuffling and reframing its technological factors, while implementing the new ones. In recent days competitive environment, information technologys implementation in every operational area is a very integral part for any companys success and growth. Every company looks out for modern and innovative measures for improving their strategies and developmental policies (Gelens et al. 2013). The company should upgrade their existing policies and reshuffle them, considering the leadership approach and employee behavior. They should start implementing new policies and procedures, for competing with other companies in the global platform. The implementations must be framed beforehand and strategically planned, keeping into consideration the pros and cons. Therefore, HSBC Australias management should keep these factors into mind for its further growth and improvement (James Sunday Kehinde 2012). Conclusion To conclude, HSBC Australia has successfully gained mass attention and won many peoples hearts as well as appreciation, in terms of both banking facilities as well as loyalty. The organization has achieved much popularity from their customers as well as the media. In addition to this, the company can further execute more efficient strategies as well as policies, in order to gain better benefits and mass attention. Employees must be receiving regular trainings by management group, which in turn will act as a motivator for them. Every employee should have a common goal and target during their sessions of training, which would further help in checking their efficiency. Furthermore, categorical developmental programs must be introduced amidst the employees, who are qualified enough to move to the upcoming stages. Introduction of feedback forms will help the organization gain a clear understanding of their mistakes, if any. Moreover, the company should start implementing innovative techno logies, as the globalized world has become more competitive. With digital media, marketing and promoting a company has become easier. Therefore, HSBC Australia must focus on this segment of marketing more, in order to capture the global markets. References Al Ariss, A., Cascio, W.F. and Paauwe, J., 2014. Talent management: Current theories and future research directions.Journal of World Business,49(2), pp.173-179. Bluen, S., 2013.Talent management in emerging markets. Knowledge Resources Publishing. Cain, A., 2015. Diving into the digital age.Company Director,31(1), p.16. Downs, Y. and Swailes, S., 2013. A capability approach to organizational talent management.Human Resource Development International,16(3), pp.267-281. Elegbe, J.A., 2016.Talent management in the developing world: Adopting a global perspective. Routledge. Farndale, E., Pai, A., Sparrow, P. and Scullion, H., 2014. Balancing individual and organizational goals in global talent management: A mutual-benefits perspective.Journal of World Business,49(2), pp.204-214. Gelens, J., Dries, N., Hofmans, J. and Pepermans, R., 2013. The role of perceived organizational justice in shaping the outcomes of talent management: A research agenda.Human Resource Management Review,23(4), pp.341-353. James Sunday Kehinde PhD, A.C.A., 2012. Talent management: Effect on organizational performance.Journal of Management Research,4(2), p.178. Kasemsap, K., 2016. Promoting leadership development and talent management in modern organizations.Project Management: Concepts, Methodologies, Tools, and Applications: Concepts, Methodologies, Tools, and Applications, p.178. Mobley, W.H., Wang, Y. and Li, M. eds., 2012.Advances in global leadership. Emerald Group Publishing Limited. Schuler, R.S., 2015. The 5-C framework for managing talent.Organizational Dynamics,44(1), pp.47-56. Silvanto, S. and Ryan, J., 2014. Relocation branding: a strategic framework for attracting talent from abroad.Journal of Global Mobility,2(1), pp.102-120. Subsorn, P. and Limwiriyakul, S., 2012. An analysis of internet banking security of foreign subsidiary banks in Australia: A customer perspective.International Journal of Computer Science Issues (IJCSI),9(2), pp.8-16. Swailes, S., 2013. The ethics of talent management.Business Ethics: A European Review,22(1), pp.32-46. Thomas, R., 2013. From the CEO.InFinance: The Magazine for Finsia Members,127(1), p.3.