In the latter twenty years of the twentieth century, the concept of quality and process improvement was widely embraced by U.S. manufacturers as a method of reversing the decreasing margins and a shrinking market share as a result of a crisis brought on through a flood of low-cost imports.
The success of that quality or talent evolution had rapidly become popular with a variety of non-manufacturing firms who believed it was a means to discover new ways to speed up the delivery of goods and services to reduce costs and mistakes and increase satisfaction with customers.
Welcome to the Information Age
The challenges to productivity during the industrial age ran their course and companies of all sizes and types switched to the new technology of networking and computers which were taking giant leaps forward in the 1990s.
In the constant pursuit of a business of gaining competitive advantage, pundits discovered that all improvement programs and initiatives were based on a common thread which was employees.
It's no wonder that the next new frontier of competitive advantage has moved towards Talent Management with the approach of the millennium?
Human Resource Management for a Competitive Advantage
In the majority of businesses, payroll is the largest ongoing expense. It's a good idea to maximize that investment every month. Enhancing an organization's talent management practices, however, isn't an instant fix but rather a multi-pronged approach that addresses challenges in at least four major areas, which include: recruitment, performance and administration, management of leaders, and bottom-up communication.