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Assignment questions: 1. Chiua et al (2008) describe talent management as old wine in new bottles. Making use of information given in the case study, analyse and justify whether the high-potential development programme in EEI is the same as HRM or can be classed as talent management. See: Chuia, X., Preece, D. and Iles, P. (2008). Is talent management old wine in new bottles?: The case of multinational companies in Beijing, Management Research News, 31(12): 901-911. 2. In EEI, high potential development programme is closely linked with the performance management process through which line managers recognise individuals with high-potential. Discuss the advantages and disadvantages of involving line managers in selecting and assessing high potential employees. 3. There is evidence from the case study to show that some of the high potential employees are unhappy about their experience within the talent pools. a) Critically examine way
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s in which TM initiatives impact on the psychological contract of high potential/talented employees. b) If you were the vice President of employer Branding in EEI, how would you seek to strengthen the psychological contract with talented employees in order to build a stronger employer branding- best employer to work for? 4. Case study evidence shows that TM practices are process oriented. a) Taking into account factors which distinguish or influence talent management in the international context, critically discuss the factors why TM in this German organisation is process oriented. b) Critically discuss ways in which this process-oriented approach has affected high-potential employees and their experience of talent management as well as career development.
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