Career Pathways as an Integrative Framework for Talent Management Systems

2020 ◽  
pp. 125-145
Author(s):  
Jerry W. Hedge ◽  
Gary W. Carter
Keyword(s):  
Life Cycle ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Talent Management ◽  
Career Pathways ◽  
Development Environment ◽  
Integrative Framework ◽  
Management Function ◽  
Management Architecture

Interest in how researchers and practitioners approach the management of talent has grown in recent years. Effective management of the talent life cycle begins with implementation of a talent management architecture—that is, the combination of systems, processes, and practices developed and implemented by an organization to ensure that the management of talent is carried out effectively. This chapter explores today’s career development environment and describes a career pathways framework as a viable “architecture” and philosophy for effectively managing talent. The chapter provides a brief overview of current perspectives on talent management, describes a career pathways system in greater detail, and discusses how building and implementing such a system as part of a broader human resource management function can pay dividends for an organization’s talent life cycle.

Zurück zum Mitarbeiter!

2018 ◽  
Vol 59 (3) ◽  
pp. 17-20
Author(s):  
Stefan Huf
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Well Being ◽  
Talent Management

Abstract Vor zwanzig Jahren veröffentlichte Dave Ulrich „Human Resource Champions“ und gab damit den Anstoß für eine grundlegende Neuorientierung des Personalmanagements. Dieses Jubiläum wird zum Anlass genommen, Bilanz zu ziehen: HR hat die Mitarbeiter zunehmend aus dem Blick verloren, weshalb eine Rückbesinnung auf eine mitarbeiterzentrierte Personalpolitik erforderlich erscheint. Twenty years ago Dave Ulrich initiated with „Human Resoucre Champions” a reorientation of Human Resource Management. This anniversary gives reason to sum up: HR has lost employees out of sight. Human Resource Management therefore needs to give greater priority to promoting employee well-being. Keywords: talent management, makro perspektive, hr selbstverständnis

Talent management at Telekom Malaysia Berhad

2011 ◽  
Vol 1 (1) ◽  
pp. 1-6 ◽  
Author(s):  
Wardah Azimah Sumardi ◽  
Rozhan Othman
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Talent Management ◽  
Management Program ◽  
Individual Development ◽  
Successful Implementation ◽  
Line Managers ◽  
Content Type

Subject area Human resource management. Study level/applicability Undergraduate and graduate level Human Resource Management programmes; Leadership modules. Case overview This case accounts the experience of a Malaysian company, Telekom Malaysia Berhad, in implementing talent management practices in its organization. There were several developments that prompted Telekom Malaysia Berhad to initiate a talent management program. The emergence of competitors had forced the company to introduce initiatives to sustain the business. One of the key initiatives involved the need to better manage its talent. The talent management process at Telekom Malaysia Bhd is divided into four key stages. These are first, talent spotting; second, talent assessment and endorsement; third, formulation of individual development plan; and the fourth, readiness level assessment. Each of these stages is implemented using a well-defined set of standards and activities. Expected learning outcomes This case examines how commitment and support from line management is crucial in the successful implementation of a talent management program and HR-related initiatives generally. Line managers are identified as the missing linchpin between HRM and organizational performance. The case will also identify how the role of line managers is now shifting to support the HR in a strategic sense. Thus, we find a shift in the HR profession from personnel management to strategic human resource management. The case examines the importance of a positive leader-member relationship, creating a culture which is receptive to change. This can be achieved by transformational leader who fosters closer relationships with subordinates. Finally, the case pinpoints how development can occurs in three main ways – on the job experiences, relationships, networking and feedback and formal training opportunities. Supplementary materials Teaching note.

Design and Implementation of Human Resource Management Information System Based on Visual C++

2013 ◽  
Vol 401-403 ◽  
pp. 1830-1833 ◽  
Author(s):  
Ying Xin Liu ◽  
Zhong Hu Yuan ◽  
Wei Shi
Keyword(s):  
Information System ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Information System ◽  
Management Information ◽  
Vital Function ◽  
Development Environment ◽  
Design And Implementation ◽  
Personal Management

As science and technology are developing rapidly, management software in enterprises needs innovation. For enterprises, human resource management information system plays vital function in improving efficiency of management. The system uses Visual C++ 6.0 as development environment, selects Access as database, to realize the systematization, standardization and automation of personal management.

scholarly journals The Relationship between Human Resource Management Ambidexterity and Talent Management: The Moderating Role of Electronic Human Resource Management

2016 ◽  
Vol 9 (6) ◽  
pp. 80 ◽  
Author(s):  
Mostafa Mohamed Ahmed AlKerdawy
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Talent Management ◽  
Future Research ◽  
International Banks ◽  
Managerial Implications ◽  
The Relationship ◽  
Moderating Role

<p>This study investigates the moderating role of electronic human resource management (e-HRM) in the relationship between human resource management ambidexterity (HRMA) and talent management (TM) using data collected from 430 managers working in 10 international banks in Egypt. e-HRM was found to be an important moderator of the relationship between HRMA and TM. The more dependence on e-HRM in executing human resource policies in banks, the greater influence of HRMA on TM. The results referred also a positive and significant influence of both HRMA and e-HRM on TM. This study concludes by discussing managerial implications and the limitations should be addressed in future research.</p>

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