Abilities Essay

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Abilities means talents, special skills, or aptitudes. In  particular,  the  term  is  used  to  describe  the ability of workers  in business. The performance of organizations depends  on individual  information, skills, and personality traits as much as on technology  and capital  investments.

When  writing  about  ability,  sometimes  people are  referring  to  aptitude, intelligence,  knowledge, skill, power,  or capabilities.  Let’s first review each of these items in turn before reviewing their effects on economic performance.

Aptitude  is  a  constituent  of  an  ability   to  do  a particular type of job at a certain  level, which  may also   be  described   as  “talent.” Aptitudes   can   be physical or mental. The congenital nature of aptitude is opposed  to  the  idea  of success, which  supposes cognition  or skill obtained by way of learning.

Intelligence  is defined  in many  different  ways, such as a person’s capacity  for logical reasoning,  abstract thinking,  understanding, self-consciousness, memory, communication, learning, emotional cognition, creativity, or problem solving. It may also be generally defined as the ability not only to comprehend knowledge but also to use it for practical  purposes.

Knowledge may be defined  as proficiency,  mindfulness or comprehension of facts, or cognition,  which is obtained by way of experience  or training  and by perceiving, discovering, or learning. Knowledge may indicate to the theoretical or practical  understanding of a subject.

Skill is the ability to perform  a task with prespecified outcomes,  often within  a given time, energy, or both. To put it another way, it is possessing the ability. Skills may  often  be  distinguished as  domain-general and domain-specific skills. For  example,  domain-general skills  include  general  talents  such  as  time  management, teamwork, leadership, and  self-motivation, whereas  domain-specific talents  would  be applicable only to a particular task.  Skills usually  need certain environmental stimuli  and  situations to  specify  the level of skill being shown and used.

Power is the ability to do or act—the competence  to do or complete  successfully any assignment.

Capability is the potential for improvement or use of a particular skill or ability.

Talent   is  difficult   to   define.   The   ability   to   do something  without much  effort  or  perform  a  task effortlessly  may be loosely defined  as talent.  Talent is innate  and  thereby  difficult  to  generate  through training.

Ed Michaels,  Helen  Handfield-Jones, and  Beth Axelrod  (2001)  refer  to  talent  as “the  sum  of  a person’s  abilities—his  or  her  intrinsic  gifts, skills, knowledge, experience, intelligence, judgment, attitude, character, and drive. It also includes his or her ability to learn and grow” (p. xii, Preface).

Talent  also refers to a group  of individual  characteristics that help improve one’s ability to achieve expertise  rapidly.  These  characteristics allow  one to enhance one’s abilities at a much faster rate than others in the same circle and with the same level of expertise,  skills, and  so on. Talent  enables  one to adapt  one’s skills to training  and  development in one’s  specialized  field. Talent  exists  when  strong genetics and a desire to excel in practice come together   to  create  superior   ability  for  a  specific activity.  Talent   depends   on  using  one’s  genetic makeup combined with hard work to produce exemplary  work.

According   to  a  yearlong   study  conducted  in 2001 by Michaels and his team from McKinsey & Co.—a  study  involving  77 companies  and  almost 6,000 managers and executives—the most significant  resource  in  the  coming  years  will  be talent:  intelligent,  advanced  businesspersons who are technologically literate, globally astute, and operationally agile.

Talent Management

Talents and abilities need to be managed for organizations to maximize their benefits. The important stages of talent  management include the hiring, growth, promotion, and retention of talented workers.  Does the organization have the right mix of talent  to meet current  and  future  goals? Trying to maintain the right talent mix becomes especially difficult when the most talented  workers  are highly sought after. According to Audrey B. Smith, Richard S. Wellins, and Matthew J. Paese, this requires planning  that  is flexible  enough  to  meet  the  quickly changing  market  conditions.

It is an accepted  fact that  talent  is more significant  than  resources,  strategy,  or  R&D  (research and development). Think  about  the capital  of competitive  advantage that organizations have. Resources  are available  for smart  ideas and smart projects. Strategies are transparent: Even when you have a good strategy, others may copy it. And technology  is rapidly developing today. Furthermore, management of talent  is a “forwardlooking” function.  According  to  Josh  Bersin, not only should talent management enhance your company’s  flexibility and productivity, but it must also give you the knowledge  and tools to plan for development,  change,   income,   and   critical   new output and service effort.

To  meet  the  business  challenges  of tomorrow, companies need to have a talented human resources department. According  to Richard  Olsen, “a company’s   traditional  department-oriented  staffing and recruiting  process needs to be converted  to an enterprise  wide human  talent attraction and retention effort”  (as cited  in Lewis &  Heckman, 2006,  p. 144).

Talent   management  is  the   science  of  using human  resource  planning  to enhance  the value of business and help organizations attain  their targets. Companies increasingly  set  their  sights  on  talent management.  Organizations  work   hard   to  hire talent;  moving from reactive to proactive,  trying to obtain   a  competitive   advantage,  their   need  for human resources drives talent management. Strategies of talent management are focused on five primary areas: (1) attracting, (2) selecting, (3) engaging, (4) developing, and (5) retaining workers. Although    wages   and   interests   initially   allure workers,  organizations with  a  top-tier  leadership aim at retaining  and improving  their talent  base.

According  to scholars,  the talent  marketplace is a worker  training  and development strategy that is set in place within a company. It has been found to be most  useful  for  organizations where  the  most productive  managers  may select and handpick the projects  and assignments  that  are ideal for certain workers.   An  ideal  setting  is  where  productivity is worker-centric and  duty  is described  as “judgment-based work,” for example,  a law firm. The point of activating  a talent marketplace within a  department is  to  harness  and  link  a  person’s particular talents with the duty at hand. Examples of organizations that  apply the talent  marketplace strategy  are American Express and IBM.

Global Talent Management

Management of global talent is the main challenge for  multinational sectors  today.  There  has  been some recent study in this area by Elaine Farndale, Hugh   Scullion,  and  Paul  Sparrow   (2010),   who define global  talent  management as “the  strategic integration of resourcing  and  development at the international level, which  involves  the  proactive identification and development and strategic deployment of high-performing and high-potential strategic employees on a global scale” (p. 162).

Global  talent  management and its many potential challenges may be investigated  in the matter  of international  human   resource   management,  an area  that  has achieved  tremendous advancements in research  and  practice  during  the past  20 years. During that time, some challenges have been faced in international human  resource management with regard  to increased  global economic  development, extensive worldwide  communication, speedy transfer  of new technology, developing  trade,  and emigration of large numbers  of people, according to Ibraiz Tarique  and Randall  S. Schuler.

According to Farndale,  Scullion, and Sparrow,  a significant  aspect of international human  resource management  in  recent   years  is  maximizing   the ability of individual  workers  as a unique capital of competitive  advantage. How to manage the global talent effectually is a significant area for future research.  For example,  Karen Roberts, Ellen Ernst Kossek, and Cynthia Ozeki describe primary global talent  management challenges  in  the  context   of international human  resource  management as (a) conveniently  obtaining the right talent  in the right numbers  where they are needed, (b) spreading  current information and practices throughout the multinational enterprise  regardless  of where  they originate, and (c) defining and growing talent on a worldwide basis. In a similar way, according to Farndale   and   colleagues,   multinational  enterprises  have  faced  some  challenges  in  attracting, retaining, and  developing   the  managerial  talent essential for their global units.


  1. Bersin, Josh. Talent Management: What  Is It? Why  Now? (2006). http://www.bersin.com/Blog/post/TalentManagement–What-is-it–Why-Now.aspx
  2. Farndale, Elaine, Hugh Scullion, and Paul Sparrow. “The Role of the Corporate HR Function  in Global Talent Management.” Journal of World  Business, v.45/2 (2010).
  3. Lewis, Robert and Robert  J. Heckman. “Talent Management: A Critical  Review.” Human Resource Management Review,  v.16/2 (2006).
  4. Michaels, Ed, Helen Handfield-Jones, and Beth Axelrod. The War for Talent. Watertown, MA: Harvard Business School Press, 2001.
  5. Roberts, Karen, Ellen Ernst Kossek, and Cynthia “Managing the Global Workforce: Challenges  and Strategies.”  Academy of Management Executive, v.12/4 (1998).
  6. Smith, Audrey B., Richard Wellins, and Matthew J. Paese. The CEO’s  Guide  to Talent  Management: A Practical Approach. Pittsburgh, PA: Development Dimensions  International, 2008.
  7. Tarique, Ibraiz and Randall Schuler. “Global Talent Management: Literature Review, Integrative Framework, and Suggestions for Further  Research.” Journal of World  Business, v.45/2 (2010).

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