今天给大家看下英国论文Proposal范本 ，希望能给各位学生一点参考。
在当今竞争激烈的经济，许多组织需要在情感上保持增长。除了面临一个复杂的动态环境中，组织也暴露出当前全球面临的挑战包括：人才流动；两个不同世代和精干的员工短缺管理员工。随着全球环境的变化，同时也改变了企业的经营和组织管理员工。
最近的经济危机和金融危机已导致许多组织改进其经营策略的缩减操作和减少劳动力有精益组织。无论经济形势和workfoce条件下，所有的组织都注意到员工有效地获取和维持全球竞争力的重要性。
CHAPTER 1
In today's competitive economy, a lot of the organization need to be competing affectively to maintain growth. Apart from facing a complex and dynamic environment, organizations are also exposed to face the current global challenges which includes: talent flow; managing employees with two different generations and shortage of competent employees (Tarique and Schuler, 2009). With the changes in the global environment, it has also changed how businees is run and how organization is managing their workforce (Tarique and Schuled, 2009).
The recent economy crisis and financial meltdown has resulted many organizations revamping their business strategy by downsizing operations and cutting down workfoces to have a lean organization. Regardless the economic situations and workfoce conditions, all the organizations have noted the importance of managng their workforce effectively to gain and sustain a global competitiveness (Tarique and Schuler, 2009).
1.2 PROBLEM DEFINITION
Now talent management has become more important to a much wider range of companies compared to ten years ago (Sweem, 2008). Knowing the importance of talent in the company, Sweem (2008) emphasized that many organizations have vision or mission statement that includes mentioning employees are assets to the company and it is essential to attract, retain and develop the best talent. If this were true, talent is now a very critical driver of corporate performance (Michaels et al., 2001) and organizations would be placing a huge efforts in ensuring of recruiting, developing and engaging the best, brightest, and most diversified people (Chowdhury, 2002) to maintain the competitive edge (Sweem, 2008).
According to Michaels et al. (2001), there are three fundamental forces fuelling the war for talent: the irreversible shift from the Industrial Age to the Information Age, the intensifying demand for high-caliber managerial talent, and the growing propensity for people to switch from one company to another. And they believed that this is a phenomenon that will be happening for a long period of time. As the society becomes becomes more knowledge-driven, the differential value of highly talented people continues to mount (Michaels et al., 2001).
It was the corporate downsizing happened in the late 1980s that first broke the traditional mindset that traded job security for job loyalty (Michaels et al., 2001). That was followed in the mid-1990s by a surge in job opportunities, and, coincidentally, greater transparency and availability of job opportunities through Internet and career sites (Michaels et al., 2001). Technology makes it easy to find almost any opening that matches their qualification and interest (Schumann and Sartain, 2009) without needed to go through recruitment agencies or headhunters. After a few years, the old taboos against job-hopping had evaporated and it had become a badge of honour to have multiple companies on one's resume and from then employees have come to realize the big advantage of changing jobs and companies (Michaels et al., 2001)
