The paper 'Talent Management: Australian Taxation Office " is a good example of a management case study. The ability to manage talent is presently being rated as a strategic priority in most organizations with the goal of maximizing on the performance and the productivity of the organization (Sonnenberg and van Zijderveld, 2015). The management of talent involves the identification of individuals in the company with immense potential then giving these respective personnel activities that develop them for the purpose of organizational performance (Duplessis and Sukumaran, 2015). There have been various approaches among different firms to retain talent thus the practice of firms seeking the best talent and retaining the most prospective employees.
Management of talent, in addition, helps to deal with various challenges that affect the workforce such as diversity and imbalance in the workplace. The discussion in this paper is centered on the Australian Taxation Office and its human resource practices. The Australian Taxation Office is the primary collector of revenue in Australia for the Australian government (Berg and Davidson, 2016). In ATO, the greatest assets are its workforce.
The capabilities of the staff in ATO are imperative given the nature of the work environment which is a high performing, intensive and agile. Among the challenges faced by the company are the continuous legislative shifts and global technological changes that directly affect the running of the organization. In order to develop its workforce and maximize productivity, the Australian Taxation Office requires identifying its most potential employees and working around them through development and training in order to achieve maximum organizational performance. This retro respect paper thus seeks to discuss talent management, workforce challenges and relate them to the Australian Taxation Office for an explicit comprehension of the concept under study. Organizational Background The Australian Taxation Office is a body of the Australian government which controls the collection of revenue in the country (APS, 2013).
The agency additionally controls the taxation structure of Australia and the legislation under taxes. The vision of the ATO is to see Australians place worth on their taxes and the superannuation structure as resources where voluntary participation is considered patriotic. The organization aims to ensure confidence among the people of Australia through meeting its obligations and providing prompt assistance to Australians.
The organization is continuously working towards bettering their capabilities in order to support the taxpayers and serve them in a better way. The workforce under ATO is expected to uphold its corporate values as specified in the Australian Public Service values. The organization seeks to ensure this through compulsory training that ingrains the values into its employees. ATO has approximately 20,660 employees working under is in all regions of Australia (APS, 2013). The main functions of ATO include the provision of corporate tax services and law, supporting taxpayers to achieve compliance and collecting and processing debts.
The corporate strategies involve accountability, transparency and risk management. These approaches are planned and monitored by specific committees who oversee their functions. Despite their approaches, ATO still faces workforce management challenges related to changes in technology and the organizational behavior of its employees. The following section addresses the challenges faced by human resource management and their effect.
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