Becoming A Medical Reimbursement Technician - 1314 Words

My Ultimate goal is to become a Medical reimbursement Technician, because it’s a challenge; challenging myself is what I like to do. To be able to perform this job well you have to have the training, education, skills, knowledge, experience, communication skills, and customer services skills. This career field is very demanding and the availability for it is high. It is very critical when performing this job because with the important information that will be handled. The training includes knowing how to input data into medical office based software accurately and in a timely manner. This insures that the insurance, doctor, and patient gets billed and paid correctly and on time for services rendered. Having the ability to input a†¦show more content†¦All information gets coded, and billed to all responsible parties. The education background is there so that you know the medical language of the field. Having the ability to know what the body consists of and how it fun ctions. This will help with reading a patients chart and knowing what codes to use for services provide to the patient. A hospital would not want to hire me if I did not have the right training and education background; over a person who has the training, knowledge, and education. Many courses that need to be completed is a follows: health information, insurance, medical law ethics, coding and billing, reimbursement. You have to know medical terminology which is the language the doctor uses and this will allow you to know what to code and bill. Anatomy Physiology which is the structures of the body and how they work. You have to know pharmacology which is what pharmacy workers need to know when disbursing medication. You have to know Pathophysiology which is diseases and how they work. This is good for an MRT person to know so that they know how to interpret when it shows up on a patients chart. When completing all of these courses it is good to have an externship ready and think about shadowing someone in the career. Having the skills looks well on your resume from an employer and employee stand point. Your skill set will allow the employer to say if you are able to perform the hob to its highest performance rate. As an employee

American Foreign Policy After The Great Depression

Between 1920 and 1941 the paradigm of American foreign policy completely shifted from the Isolationism to Interventionism for valid reasons. First the economic and socially challenging home front crisis of the Great Depression kept American citizens and politicians busy with domestic policy. Additionally the disillusionment of people with WWI caused America to avoid war at all costs. However, the rising threat of fascism in Europe forced America to defend democracy and help its allies. The first shift was seen when foreign policy in the 1920s had moved to isolationism in large part due to WWI. WWI in the eyes of the American people had been an extreme failure for they believed it was a waste of American life with very little progress towards a more democratic world. This led to disillusionment which stemmed from many things including that casualties of many soldiers which according to PBS numbered 323,018. Furthermore, Woodrow Wilson on April 2, 1917, called for a Declaration of War against Germany saying The world must be made safe for democracy.(Wilson s Speech to Congress April 2) and sold the war to the American people by claiming that it was in the name of the safety of democracy. However, this goal was not achieved and this failure was clearly seen by Americans as after the war, Wilson s League of Nations which was supposed to be created to protect democracy in the future, was not approved by the U.S. Congress.( The League of Nations, 1920. Milestones:Show MoreRelatedTheu.s. The Great Depression1548 Words   |  7 Pagesthe public and eventually the majority of the government to support the idea of the isolationists: the Great Depression. As this tragic event persisted throughout the decade, it persuaded many variety of citizens of United States to believe that Isolationism was the answer to fix this crisis. The favoring of isolationism in different parts of the country and people influenced the U.S foreign policies in such a way that the United States Government became an isolationist. They believed that with theRead MoreUs Isolationism 1919-411343 Words   |  6 PagesHow far was US foreign policy completely isolationist between 1919-41? At the end of World War One, the American public were completely against becoming entangled in another European war which would cost American soldier’s lives and be expensive to the economy; this was a feeling which also ran through Congress. The feeling became known as ‘isolationism’. An isolationist policy meant that it focused on domestic affairs and disregarded international issues. During the period, particularly as WorldRead MoreAmerica s First Great Depression : Economic Crisis And Political Disorder Essay856 Words   |  4 Pages Alasdair Roberts book entitled America s First Great Depression: Economic Crisis and Political Disorder After The Panic of 1837 introduces the reader to challenges the United States dealt with in terms of economic and political crisis. He thoroughly entails the drastic decline the nation witnessed shortly after The Panic of 1837 which he coined the start of America s first Great Depression. Alasdair Roberts is a well known Canadian professor at the Truman School of Public Affairs. He frequentlyRead MoreWar I And World War II1264 Words   |  6 Pages During any war, there will alwaAys be alliances made which stick even after the war has been dissolved. Postwar foreign policy after wars such as World War I and World War II was complicated and both had their similarities and differences from each other. World War I (WWI) strengthened our international relations with many countries, It also deteriorated some relations as well and set the stage for America becoming a great power. Wo rld War II (WWII) had some of the same effects, solidating ourRead MoreThe Great Depression And World War II Essay1391 Words   |  6 PagesFrom 1929 to 1945, two catastrophes occurred: the Great Depression and World War II. American political leaders established a cause-effect relationship between economic collapse and total war, based on these two events, which defined their policy approach in the post-war period. In the 1930s, American leadership, and most importantly, President Franklin Delano Roosevelt, came to view economic decline, political radicalization, and instability as forming a vicious cycle that led to utter chaos andRead MoreEssay on Americas Dark Period of the Great Depression981 Words   |  4 PagesThe Great Depression is one of the darkest periods in America’s history. It was a time of despair for all Americans. The Great Depression was caused by various reasons. It also had many effects which left an impact on America still up to this day. At that tim e, there was no abundance of anything: not jobs, not food, and certainly not an abundance of money, but there was surely an abundance of sadness. America had no hope since the money was a thin, green line. The Great Depression impacted the economyRead MoreIsolationism in Post-World War I America1451 Words   |  6 PagesIn George Washingtons farewell speech he warned the American people to beware the insidious wiles of foreign influence. Though it was never put into law, this statement has played a major role in the American foreign policy of isolationism. American isolationist sentiment stems from the fact that America is geographically isolated from the rest of the world. American isolationist sentiment was at its peak in the years following World War I. In the war of 1914-1918 that had set the stage on whichRead MoreSocial and Economic Impact of The New Deal Essay966 Words   |  4 PagesImpact of The New Deal Prior to the great depression, the U.S. economy alternated between periods of prosperity and sharp economic decline. During the great depression, aggregate demand dropped sharply, causing the price level and real GOP to decline. As aggregate output declined, the unemployment rate jumped, climbing from around 3 percent in 1929 to 25 percent in1933. There were several factors that played a major role in the Great Depression. The main explanation was overproduction ofRead MoreEssay on Great depression1599 Words   |  7 PagesMaterial The Great Depression Part 1 Complete the chart by filling in each president’s views on the Great Depression. Herbert Hoover Franklin Delano Roosevelt Causes of the Great Depression *Weak agricultural and industrial growth in the US was due to foreign competition with domestic businesses, and a solution that helped both domestic and foreign economies grow mutually was not necessary. *The lack of individual and voluntary response to the depression, especially responseRead MoreThe American Imperialism Essay558 Words   |  3 PagesAfter the civil war, United States took a turn that led them to solidify as the world power. From the late 1800s, as the US began to collect power through Cuba, Hawaii, and the Philippines, debate arose among historians about American imperialism and its behavior. Historians such as William A. Williams, Arthur Schlesinger, and Stephen Kinzer provides their own vision and how America ought to be through ideas centered around economics, power, and racial superiority. Economics becomes a large factor

Health Through Flexibility And Resilience †Myassignmenthelp.Com

Question: Discuss About The Health Through Flexibility And Resilience? Answer: Introducation The foremost thing about social work is that it is all on the social front with which we deal in our day to day life situations. Working for society helps to develop sound relations between a group of people. However, in other professions like Banker deals with Finance management of each individual, doctor look after the cure and prevention of disease, lawyers look for having proof of different crime and provide justice but social work uniquely stands out to enhance the relationships between each individual by knowing their problems and providing appropriate solutions by visiting their home and sort out the various problems (Pollack, 2009). The social worker must be aware of different measures of dealing with social problems. He must be familiar with the factors that contribute to the quality of life of this universe. Few factor such as are pure air and water, hygienic provision of food and equal opportunities for job seekers (Pollack, 2009). The social worker should be capable of dealing with the social issues and must have strong networking to sort out the problem by providing the victim with the necessary resources. There is a various social problem which never let the individual fulfil their goal at first stoke of their efforts. To exemplify social problems, individuals are facing issues related to unemployment, racism, malnutrition and unequal opportunity in their countries. Other examples of social problems are substance abuse, employment discrimination, and child abuse. Some social problem affects the individual directly and indirectly. For instance, the drunk driver becomes the reason of accident that has not chosen the victims of the accident by race or colour but its all so randomly (MacEachen, Polzer Clarke, 2008). The children belong to the family of abusive parents often becomes the perpetrator of family violence as an adult. The roots of social work lie in various charitable organizations that stand out for helping people who are in need. Earlier social work was volunteer basis only, however, nowadays social work becomes a unique profession whose primary responsibility is to provide a helping hand to people in need and making improvements to their environments (MacEachen, Polzer Clarke, 2008). The social worker has a concern about both personal and public aspects of individuals.The personal aspects of the human such as moral values, emotions, and problem-solving attitude of people, whereas public aspects such as the neighbourhoods, schools, working conditions, social welfare systems, and political systems that affect each individual. In this way, social workers are able to provide a unique service to the people in need by taking care of their private and public aspects of problems (MacEachen, Polzer Clarke, 2008). The social worker has made their network circle with different organizations dealing with different professional so that their clients can easily avail required facilities like financial, medical, education services which help them to improve their present situation of living style. The basic duty of social worker is to provide a clear path out of the problem to their client so that client becomes self sufficient with help of social networking. Before choosing the field of social work, one must have basic skills to work effectively as a social worker. By human nature, there is always feeling of fear whenever an individual stands against some injustice happening around us but there is a social worker who is full of confidence and power to lead different social issues (Dwyer, 2005). As a student, I am in learning phase but I have different skills like good communication skills, leadership, problem solving, critical thinking, social networking and few of these skills I am trying to learn which are discussed as follows. I am sure to have these qualities as part of my personality to become social worker without any fear and vulnerabilities. Assessment Skills One should be able to recognize the individual who is needy and requires resources to overcome their social problem and it is strictly instructed to assess the client at different parameters to evaluate that whether the resources are still required or not (Pollack, 2008). Communication Skills Communication being a social worker must be clear and concise as it requires oral and written communication with clients (Dwyer, 2005).To exemplifies, social workers must communicate effectively with higher officials to demand required funding for the social cause. Counsellor and Leadership Social workers need to counsel their clients usually so they require the qualities of a good advocate for the presentation of client social issues that lead to positive development in resolving the social problems. Problem Solving Skills One of the important skills that the social workers must have is their ability to solve the problem analytically with fewer resources and limited budget. Critical Thinking Skills Critical thinking is all about looking for a solution to social problem along with broad minded attitude and making use of information and knowledge that reflect their education. Documentation Skills Each and every aspect of social issues must be recorded in a sequential manner corresponding to each client.For this record maintenance, the social worker needs to do proper documentation of all documents that represent cause and solution to social problems (Pollack, 2008). As a role of social worker, there must be a clear understanding of the human relationships. Social workers are able to help their client as if they have good human relationships across different fields of profession. They can support their client by developing a positive attitude in them, by letting them free from any kind of fear, by motivating them to create a social circle. In this way, I am able to develop a positive circle around me so that I have knowledge and information on different issues (Pollack, 2008). By knowing the details of various social causes and problem, one must be able to resolve it with the help of individuals in the network. In this way, social worker acts as a catalyst for providing better living conditions to their client. Accounting, for positive results, the client must have trust on their respective social worker or team so that client feels comfortable in sharing their problem related issues and feelings attached to each and every aspect of the problem ( Pollack, 2008). In other words, the social worker is able to provide a safe environment to their client to resolve the social problem. References Dwyer, S. (2005). The role of the social worker.Psychiatry,4(2), 95-97. https://dx.doi.org/10.1383/psyt.4.2.95.59099 MacEachen, E., Polzer, J., Clarke, J. (2008). You are free to set your own hours: Governing worker productivity and healthcare through flexibility and resilience.Social Science Medicine,66(5), 1019-1033. https://dx.doi.org/10.1016/j.socscimed.2007.11.013 Pollack, D. (2008). International legal note: Social work comes to the small screen.International Social Work,51(6), 841-846. https://dx.doi.org/10.1177/0020872808095256 Pollack, D. (2009). Legal risk, accountability and transparency in social work.International Social Work,52(6), 837-842. https://dx.doi.org/10.1177/0020872809342663

Talent Management A Global Challenge

Executive Summary The increasing levels of diversity and market dynamism have brought stiff competition among organisations, thus forcing them to engage in training of the available workforce, as well as hire competent employees in order to give them competitive edge in the crowded market. Technological developments have also brought business services into a single platform where customers in any part of the world can access products and services of an organisation from the internet (Salkey 2005).Advertising We will write a custom essay sample on Talent Management: A Global Challenge specifically for you for only $16.05 $11/page Learn More With these drastic changes in business operations, organisations are struggling to be at advantaged positions by attracting, developing, motivating, and retaining productive employees. This move helps organisations to report high performance with the competent employees. In engaging a competent and diverse workforce or ganisations become sustainable in their operations, as they can successfully meet their strategic goals and objectives. Introduction HR departments in all organisations have to ensure that they bring out the best from the existing employees. This process does not only touches on hiring and retaining the right people, but also touches on making apt decisions that benefit both employees and the organisation (Salkey 2005). Talent management engages and motivates critical talents within a firm, and directs them towards achieving the strategic goals of the firm. With the inclusion of hiring, motivating, training, and retaining of employees under this subject, talent management is a broad process that encompasses compensation, management, learning and development, global human resources, talent acquisition, performance management, goal management, and succession management. Employees who prove worthwhile to the organisation are retained for continuous growth of the business (Srinivasan 20 11). The process helps CEOs and company managers to link employees with the business strategy, thus empowering them to make a sustainable impact on the organisation’s success (McGee 2006). Most companies are working to recruit competent employees, but do little in terms of training and retaining in order to develop their talents. In expanding its presence in the global platform, Unilever hired new employees, and aligned its objectives with the global approach on employee services in order to register high performance levels (McLeane 2012). From a cultural perspective, talent management becomes part of an organisational culture and strategy, such that it develops the skills and increases responsibility of employees. The aspect becomes a way of operation within firms, in which it optimises the performance of each employee in respect to the expected goals. With the economic recession of 2009, companies rely on lean staffs that are well conversant with their roles. According to U ren (2007), the move helps in cutting expenses in order to maximise the return on investment. As a commercial factor, talent management helps firms to meet and even surpass the needs of their clients, thus gaining competitive advantage over their competitors.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The concept requires strategic positioning in the competitive market in order to attract ready-to-learn employees who can increase the profitability of an organisation. In my opinion, talent management is a human resource practice of maintaining relevance in the current global and competitive market by hiring ready-to-learn workforce to increase the growth of an organisation. Hofstede Model and Link with Cultural Barriers to Global Talent Multinational corporations struggle to manage global talents given that they attract employees from diverse cultural backgrounds. Cultural diversity in terms of race, ethnic group, language, and nationality cause incompatibility of perceptions of organisational performance. According to Hofstede’s cultural dimensions theory, culture instils values in its members, which in-turn influences behaviour (McLeane 2012). From this presumption, countries having different cultures will have employees of different behaviours in terms of language, political systems, geographical proximity, and religious beliefs, as organisational leaders have to forge a diverse approach in handling such a multicultural workforce. Hofstede’s model analyses cultural values using power distance, uncertainty avoidance, individualism-collectivism, and femininity-masculinity. In 1988, long/short-term orientation was added to the four dimensions. Therefore, handling employees from different nations that appraise employee performance differently will result in challenges in development of talents. In line with power distance, which is the separation degr ee between subordinates and the management, different firms have practices that define the gap between employees and the top management. In a country like Argentina, where high power distance culture is practised, employees merely take orders from the top management, while in Ireland, employees interact closely with the top management. Evidently, employees from the two countries will behave differently at the workplace. Societal behaviours are also seen from the individualism versus collectivism aspect. South American nations practice collectivism where they value group roles and value personal relationship more than the task, while in Canada, people operates on individual basis. Therefore, in influencing behaviour of employees from these two nations requires different approaches. Integrating employees who believes in individualism in the management process of a firm requires. Uncertainty and avoidance, on the other hand, touches on the willingness to share and act on certain inform ation (McLeane 2012).Advertising We will write a custom essay sample on Talent Management: A Global Challenge specifically for you for only $16.05 $11/page Learn More Differences in religious beliefs and practices, language, and race act as barriers to global talent management. A close check on the dimensions of Hofstede’s model reveals the different barriers that exist in managing global talents, where employees come from countries with different practices and ideologies (Jenkins 2008). Cultural Barriers to Managing Global Talent Depending on the values of an organisation, employee retention becomes a challenging aspect since most employees leave for other companies, especially to local organisations (Cseres Kelly 2006). Effective management of individuals of different races or nationalities requires a culturally diversified HR department in order to incorporate the practices of all employees in the strategic objectives of the organisation, esp ecially during the design of training and motivation programmes. China is an example of a nation that has set up talent management that focuses on specific jobs. With the globalisation aspect, organisations are competing for the same pool of talent and are trying to standardise the process of recruiting and developing new and existing talents. The move on standardisation makes it easy for other companies to imitate given the availability of data from large organisations. However, the move to imitate talent management by other corporations complicates the issue of competitive advantage, as strategic HRM assumes that competitive advantage only exist when other firms cannot copy or imitate an idea that gives a specific firm the competitive edge (Ingham 2006). Huawei Technologies Company built a global culture of shared values in order to create a talent base that targets specific markets (McLeane 2012). The $28 billion Chinese networking and telecommunications equipment supplier devise d a culture and human resources that is capable of supporting its operations in all regions where it exists. Reward Programme Talent development is key to the success of businesses in the present world; therefore, successful implementation of the talent programme is also vital for the same. A reward scheme helps in ensuring that the process becomes successful. For instance, using annual salary increments and variable commissions or allowances can improve the implementation process (Gratton 2012). An annual salary of $15,000 and bonuses depending on the output per worker will be effective for the programme. Further, there ought to be an assessment approach that is structured to monitor the application of the learnt ideas in line with the goals and objectives of the firm. Compensation and recognition of employees and key management staff should also be in place to monitor the implementation of talent programmes in organisations that intend to remain competitive in the market. Rewardi ng employees after positioning the organisation in the upper quartile of the market with a pay of $1500 for all employees will be recommendable. In addition, a base pay of $600 will be useful to motivate employees to work towards meeting the organisational targets in the talent management. In monitoring this programme both men and women possessing same skills will be entitled to same allowances of $800. The implementation of the talent programme will guide employees’ movements up the pay scale. This will occur after completing the entire global talent plan. The pay will increase the recruitment, retention, motivation, and productivity of the firm from the aspect of variability, which removes predictability of occurrence (Gratton 2012). Employees get motivated from pay, but variable pays motivate them more than the fixed ones. Factors that will Assist or Hinder a Successful Programme In restructuring new and existing talents within organisations, there are issues that hinder or assist the success of the programme. Investment in human capital remains the driver of organisational success. Even though the global talent management has numerous benefits to the overall performance of both employees and the organisation, the process of implementing the concept attracts many challenges.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Lack of HR leadership is one factor that can hinder the successful implementation of a global talent programme. Most HR executives give less time to talent development and training, but pay keen attention on tactical activities that do not add value to the growth of an organisation in the current shaky economy (Powell Lubitsh 2007). The uncertainty in the economy has made key organisations to avoid investing in talents. Such leadership believes in pushing employees to meet the expected targets forgetting the essence of organisational learning and development in nurturing talents of employees. The HR leadership should work closely with employees and the senior management in facilitating their employees’ talents through an integrated and proactive strategic approach (Chris Morton 2005). Lack of support from business leaders and unwillingness from the senior management to buy into the global talent management idea also hinder the success of the programme. Such moves create a w orkplace environment that does not support development of talents, thus making retention difficult. Lack of organisations’ commitment towards inculcating talent management in their management process creates negative impacts to adoption of new ideas. However, a healthy, rewarding, and enjoyable working environment positively affects performance of organisations since employees feel motivated to learn new ideas, and apply them in their line of operations within the organisation (Swailes 2007). An organisation with a well-structured reward system for employees can enhance the success of implementing a global talent programme. Rewards coupled with an employee-talented organisation create a culture that enhances the talent of employees and the senior management. Recommendation for Assessing a Successful Programme The shifting demographics in terms of age, gender, and race, the HR department must device an inclusive approach to attract and retain skilful employees who are ready to remain updated with the current information and trends in the marketplace. Organizations can assess the success of its global talent programme by analysing its historical aspects on hiring, retention, productivity, and competitiveness in the market. In a situation of hiring new employees, an organisation can analyse the level at which applicants increase their interest to be part of the company (Gratton 2012). Since the talent management programmes develops employees’ knowledge bases, more employees will prefer to work for organisations that enhances their personal development. If a programme is successful, an organisation will receive more applicants for a vacant position than in the periods before the implementation of the programme. On the other hand, if the programme is not successful a few applicants will seek to occupy such positions. A successfully implemented programme can make organisations to register high retention of employees compared to the times before the imp lementation of the programme. An organisation will not find difficulty to find and retain employees if its talent programme is successful. A study by Ernest and Young on refilling of vacant positions found out that 60% of employers worldwide experienced shortage of competent leadership in 2012, as well as an increase in the number of employers in India who experienced difficulties in filling vacancies in 2011 (Matthews n.d.). In assessing the success of a talent programme, there should be less difficulty in retaining employees. In some firms, employees will voluntarily apply for extension of contracts before the expiry of their terms. The programme increases satisfaction among employees, thus making retention an easy activity. However, the reverse will occur if the programme was not successful. Since global talent management intends to make an organisation gain competitive advantage over its competitors in the marketplace, productivity forms the core aspect of growth and sustainabil ity of a firm. For assessment on the success of the programme, a company should report high output from streamlined employees after the implementing the programme (Baker, Kubal O’Rourke 2006). In case of low productivity, then, the programme was not successful. A well-implemented global talent programme ensures that there is a clear job analysis from the job design in order to match the roles employees with their specific goals, as well as those of the organisation. Conclusion Notably, organisations that do not inculcate talent management in their HR functions are only planning to lose their competitive advantage in the dynamic market. Managers who are knowledgeable in this field find it easy to identify outstanding candidates and facilitate more strategic recruitments, as well as designing training strategies basing the content on organisational goals and objectives (Uren 2007). In addition, such managers are to design reward or compensation programmes for top performers to encourage development of talents. There is assurance of effective management and maintenance of core aspects of a global workforce in line with attributes of a country, thus aligning organisational goals and objectives with those of employees. Proper understanding of learning and development helps in designing plans that incorporates the needs of employees and the management. Performance management helps in assessing performance of employees and developing and retaining top organisational talents. Motivation in talent management fuels the enthusiasm of employees and builds their commitment to work towards meeting the goals and objectives of the organisation throughout the period of change. Organisations have to make training of employees a culture so that new recruits learn to adapt to the system. The broad nature of talent management requires a collective approach of all departments in an organisation for proper implementation. Line managers in organisations should help in develop ing the skills of employees under them. The concept of talent management has remained a significant aspect in the operations of current organisations given the fast changing needs of consumers and a combination of different workforce. List of References Baker, M., Kubal, D., O’Rourke, T 2006, ‘How to use innovative approaches to retain key talent’, Emerald Journals, vol. 5, no. 6, pp. 87-105. Chris, A., Morton, L 2005, ‘Managing talent for competitive advantage: Taking a systemic approach to talent management’, Strategic HR Review, Vol. 4, no. 5, pp. 28-31. Cseres, P., Kelly, N 2006, ‘Restructuring talent sourcing at DuPont: Standardizing and simplifying talent-search and management processes’, Emerald Journals, vol. 6, no. 1, pp. 33-45. Gratton, L 2012, ‘The Talent Factory of the Future’, Business Strategy Review, vol. 23, no. 3, pp. 20-23. Ingham, J 2006, ‘Closing the talent management gap: Harnessing your employe es’ talent to deliver optimum business performance’, Emerald Journals, vol. 5, no. 3, pp. 72-95. Jenkins, J 2008, ‘Strategies for Managing Talent in a Multigenerational Workforce’, Employment Relations Today, vol. 34, no. 4, pp. 19-26. Matthews, P n.d., Paradigm shift: Building a new talent management model to boost growth, Ernest and Young, https://www.ey.com/en_gl McGee, L 2006, ‘CEO’s influence on talent management’, Emerald Journals, vol. 6, no. 1, pp. 22-39. McLeane, V 2012, ‘The future of talent’, New Zealand Management, vol. 59, no. 10, pp. 36-40. Powell, M., Lubitsh, G 2007, ‘Courage in the face of extraordinary talent: Why talent management has become a leadership issue’, Emerald Journals, vol. 6, no. 5, pp. 18-27. Salkey, J 2005, ‘Talent Management for the 21st Century’, Emerald Journals, vol. 4, no. 5, pp. 243-270. Srinivasan, M. S 2011, ‘An Integral Approach to Talent Managementà ¢â‚¬â„¢, Vilakshan: The XIMB Journal of Management, vol. 8, no. 2, pp. 81-90. Swailes, S 2007, ‘The Ethics of Talent Management’, Business Ethics: A European Review, vol. 22, no. 1, PP. 32-46. Uren, L 2007, ‘From talent compliance to talent commitment: Moving beyond the hype of talent management to realizing the benefits’, Emerald Journals, vol. 6, no. 3, pp. 237-241. This essay on Talent Management: A Global Challenge was written and submitted by user Johnathan Knight to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.