Talent Management Strategy for Nottinghamshire Police

Thedchanamoorthy, Geetha (2011) Talent Management Strategy for Nottinghamshire Police. [Dissertation (University of Nottingham only)] (Unpublished)

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Abstract

This consultancy project examines an effective way of providing a programme of Talent Management (TM) within Nottinghamshire Police. A programme of Talent Management is consistent with the organisation’s “Policing for You” vision to drive forward change, improve performance and deliver a better quality of service for the public. It aims to ensure that Nottinghamshire Police provides the correct services, in the correct manner, in the most cost-effective way possible for the public.

The organisation is currently going through a re-structure as a result of budget cuts advocated by the government’s spending review (police funding cut by 4% a year). In the process of restructuring, an effective talent management programme is necessary in order to meet the tough financial challenges placed upon the organisation. It aims to become the best performing force in the UK by 2015.

Methodology Adopted:

For the research, primary data and secondary data were used. Primary data was collected through interviews and questionnaires. Secondary data was collected from e-books and journal articles from university online databases such as EBSCO. A case study approach was adopted for the purpose of this report, as it provides a good insight into issues facing the organisation on talent management. It broadened my understanding of the organisation. The experiences and opinions of individual officers could be analysed better.

By collecting secondary data through journal articles, I was able to develop my idea of the research field. It helped in defining concepts and the creation of a conceptual framework pertaining to talent management. I covered theory and frameworks on performance management systems, employee engagement, coaching and mentoring, leadership champions, 360 degree feedback, succession planning, replacement planning and different definitions and literature on talent management.

The questionnaire which I used for interviews was developed through the literature review process. The final list of questions comprised of 14 standard questions. The interview method used for primary data collection was a vital tool for gatheri ng viewpoints from interviewees. It formed an important source of case study evidence, which facilitated organisational affairs to be interpreted and conveyed through interviewees. The interviews enabled me to obtain extensive viewpoints and ideas from officers on various aspects of talent management.

Recommendations Made:

I analysed the information obtained from interviews and questionnaires and related it to existing literature. I was thereby able to arrive at implications for my findings and proposed recommendations on the following areas.

(A) Identifying, retaining and engaging talent

(B) Formulation of a strategic talent plan

(C) Upgrading of Technology

(D) Adoption of an organisation sponsored mentoring system

(E) Implementation of replacement planning process

(F) Implementation of succession planning process

Item Type: Dissertation (University of Nottingham only)
Depositing User: EP, Services
Date Deposited: 11 Nov 2011 09:12
Last Modified: 23 Oct 2016 08:17
URI: http://eprints.nottingham.ac.uk/id/eprint/24836

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