Talent management: making it real

2007 ◽  
Vol 21 (2) ◽  
pp. 4-6 ◽  
Author(s):  
Ian Cunningham
Keyword(s):  
Management Strategy ◽  
Design Methodology ◽  
Talent Management ◽  
Learning And Development ◽  
Content Type ◽  
Functional Strategy ◽  
Development Professionals ◽  
Talent Acquisition ◽  
Work Done ◽  
Practical Implications

PurposeTo explore ways in which organizations can take a systemic stance on talent management.Design/methodology/approachThe article is based on work done in a variety of organizations plus research in HR functions.FindingsThe need is for a systemic approach to talent management. Just focusing on talent acquisition is misguided and unhelpful.Practical implicationsThe article has real practical implications for leaders/managers and learning and development professionals in setting up a functional strategy for talent management.Originality/valueThe article will be of value to managers and learning specialists who are involved in talent management strategy.

Creative use of technology for learning and development: avoiding controlling tendencies

2007 ◽  
Vol 21 (6) ◽  
pp. 4-6 ◽  
Author(s):  
Ian Cunningham
Keyword(s):  
Learning Strategies ◽  
Design Methodology ◽  
Learning And Development ◽  
Content Type ◽  
Use Of Technology ◽  
Development Professionals ◽  
E Learning ◽  
User Friendly ◽  
Work Done ◽  
Practical Implications

PurposeThe purpose of this article is to challenge assumptions about e‐learning and its use in organizations; to show how organizations can take a more sophisticated stance on the use of technology for learning.Design/methodology/approachThe article is based on work done in a variety of organizations plus research in HR functions.FindingsThe need is for organizations to re‐examine some of their assumptions about the use of technology. Also organizations need to make e‐learning more user friendly and more appropriate for individual needs.Practical implicationsThe article has real practical implications for leaders/managers and learning and development professionals – for example it shows how organizations can use free resources instead of buying into expensive commercial material.Originality/valueThe article will be of value to managers and learning specialists who are involved in decisions about learning strategies.

Helping new executives to hit the ground running

2014 ◽  
Vol 28 (4) ◽  
pp. 30-32
Author(s):  
Freelance Writer
Keyword(s):  
Human Resource ◽  
Design Methodology ◽  
Working Environment ◽  
Learning And Development ◽  
Content Type ◽  
Global Survey ◽  
Development Professionals ◽  
New Hires ◽  
Practical Implications

Purpose – The purpose of this paper is to provide an interview with Mark Byford. Design/methodology/approach – This study discusses findings from a global survey of 500 executives about how well their needs are met by organizations. Findings – This study outlines the importance of providing support for both external and internal hires so that they may integrate into their new roles as quickly as possible. Practical implications – This study provides insight for human resource and learning and development professionals on how to ensure that new hires receive the support they need to adapt quickly to a new role or working environment.

The professional basis of development work: suppose the person you are assisting to learn decides to leave the organization

2014 ◽  
Vol 28 (3) ◽  
pp. 3-5
Author(s):  
Ian Cunningham
Keyword(s):  
Personal Experience ◽  
Design Methodology ◽  
Social Implications ◽  
Development Work ◽  
Learning And Development ◽  
Content Type ◽  
The Social ◽  
Development Professionals ◽  
Practical Implications

Purpose – The purpose of this article is to challenge some assumptions about development work. It raised moral and ethical dilemma facing learning and development professionals. Design/methodology/approach – The article draws on personal experience and theory. It also uses an extract from Sainsbury’s case study. Findings – Learning and development professionals need to consider their role in relation to people with whom they work. Practical implications – The article provides practical advice based on real examples. Social implications – The article is clear about the social implications of one aspect of learning and development work, namely, where the activities of learning and development may cause a person to leave the organization. Originality/value – It appears to be a unique analysis of a real issue, namely, what should learning and development professionals do if a person wants to leave the organization as a result of their learning.

Reframing organizational change from a processual perspective

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Alain Guiette ◽  
Koen Vandenbempt
Keyword(s):  
Organizational Change ◽  
Design Methodology ◽  
Management Practices ◽  
Change Agents ◽  
Learning And Development ◽  
Content Type ◽  
Effective Change ◽  
Raising Awareness ◽  
Development Professionals ◽  
Practical Implications

Purpose This article aims at reframing organizational change from a processual perspective to transcend the polarized tensions between planned and emergent approaches to change and to better align with the lived reality of practitioners. It informs the field of learning and development with fresh insights on how to broaden sensemaking repertoires of managers and employees in realizing organizational change. Design/methodology/approach To understand how change agents conceptualize organizational change at a conceptual level, this article relies on Heidegger’s three modes of being-in-the-world to identify three dominant conceptualizations of organizational change and subsequently theorizes on corresponding phenomenological qualities of sensemaking. Findings This article develops a theoretical scaffolding that posits the emergence of organizational change as dialectic process of three different conceptualizations of change, i.e. wayfinding logic, managerialistic logic and reflexive logic, that translate into three different phenomenological qualities of sensemaking, i.e. absorbed sensemaking, detached sensemaking and mindful sensemaking, respectively. Practical implications A processual reframing of organizational change informs learning and development scholars and practitioners in at least three ways: raising awareness of and probing underlying managerial assumptions of what change is and how change should be managed, training managers and employees to deal with sensemaking processes to effectively realize organizational change, and actively assist in developing a broader sensemaking repertoire to deal with the equivocality associated organizational change. Originality/value This processual reframing contributes to the sensemaking literature on organizational change by reframing change as a dialectic process of different underlying assumptions of change agents, and different qualities of sensemaking of change. It pinpoints to concrete actions that learning and development professionals can initiate to contribute to more effective change management practices.

How to support and develop first-time managers?

2015 ◽  
Vol 47 (1) ◽  
pp. 46-50 ◽  
Author(s):  
Dawn Sillett
Keyword(s):  
Design Methodology ◽  
Management Development ◽  
Training And Development ◽  
Development Programs ◽  
Learning And Development ◽  
Senior Managers ◽  
Content Type ◽  
Development Professionals ◽  
First Time ◽  
Practical Implications

Purpose – The purpose of this paper is to explore the challenges faced by first-time managers on their promotion and present suggestions for aiding successful transition. Design/methodology/approach – The paper is based on 15 years’ experience of working with first-time managers and their employers’ organizations, designing and delivering training and development programs in a corporate environment, as well as informal study of research by academic and practising professionals in the management development field. Findings – Newly promoted managers can face daunting challenges when they take on responsibility for managing others, which can adversely affect their own and others’ performance and engagement. Practical implications – The paper provides practical suggestions for supporting first-time managers’ transition to their new role. Originality/value – This paper is of value to HR and learning and development professionals, as well as senior managers who seek practical ways to enhance the development of their first-time managers.

Thinking differently about talent development

2014 ◽  
Vol 22 (2) ◽  
pp. 42-45 ◽  
Keyword(s):  
Development Strategy ◽  
Management Strategy ◽  
Design Methodology ◽  
Talent Development ◽  
Talent Management ◽  
Content Type ◽  
Practical Advice ◽  
Shared Management ◽  
Thinking Differently ◽  
Practical Implications

Purpose – Provides an interview with Janice Caplan, author of Strategic Talent Development. Design/methodology/approach – Provides an interview with Janice Caplan, author of Strategic Talent Development. Findings – Discusses the importance of creating a talent management strategy that is inclusive, and focuses on developing talent across the entire organization Practical implications – Provides insight from an industry expert, with practical advice on how to maximize the effectiveness of the appraisal process. Originality/value – Outlines Caplan's four-point framework for developing a successful talent development strategy: Focus on the future; self-managed succession; people databank; and shared management.

The Matthew effect in talent management strategy: reducing exhaustion, increasing satisfaction, and inspiring commission among boundary spanning employees

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Rajesh V. Srivastava ◽  
Thomas Tang
Keyword(s):  
Job Satisfaction ◽  
Life Satisfaction ◽  
Management Strategy ◽  
Talent Management ◽  
Boundary Spanning ◽  
Matthew Effect ◽  
Content Type ◽  
Latent Construct ◽  
The Matthew Effect ◽  
Practical Implications

Purpose In an ongoing War for Talent, what are the intangible and tangible return on investments (ROIs) for boundary-spanning employees? This study aims to develop a formative structural equation model (SEM) of the Matthew effect in talent. management. Design/methodology/approach This study develops a formative SEM theoretical model. Training and development (T&D) are the two antecedents of the latent construct – talent management strategy (TMS). This study frames the latent construct (TMS) in the proximal context of reducing burnout (cynicism and inefficacy), the distal context of subjective and intangible outcomes (job and life satisfaction) and the omnibus context of objective, tangible and financial rewards (the sales commission). The study collected data from multiple sources – objective sales commission from personnel records and subjective survey data from 512 sales employees. Findings The empirical discoveries support the theory. Both T&D contribute significantly to the TMS, which reduces burnout in the immediate context. TMS enhances job satisfaction more than life satisfaction in the distal context. TMS significantly and indirectly improves boundary spanners’ sales commission in the omnibus context via life satisfaction, but not job satisfaction. The model prevails for the whole sample, men, but not women. Practical implications Our discoveries offer practical implications for the Matthew effect in talent management: policymakers must cultivate T&D, develop TMS, facilitate the spillover effect from job satisfaction to life satisfaction, concentrate on the meaning in their lives and take their mind off money. TMS ultimately helps ignite these boundary spanners’ sales commission and their organization’s bottom line and financial health. The rich get richer. Originality/value It is life satisfaction (not job satisfaction) that excites boundary-spanning employees’ high level of sales commission. Our model prevails for the whole sample and men, but not for women. Job satisfaction spills over to life satisfaction for the entire sample, for men, but not for women. The results reveal gender differences.

Exploring linkages of performance with metacognition

2019 ◽  
Vol 38 (3) ◽  
pp. 195-207 ◽  
Author(s):  
Paul R. Lyons ◽  
Randall Paul Bandura
Keyword(s):  
Performance Measures ◽  
Performance Indicators ◽  
Design Methodology ◽  
Learning And Development ◽  
Content Type ◽  
Self Evaluation ◽  
Secondary Purpose ◽  
Core Self ◽  
And Training ◽  
Practical Implications

PurposeIn this exploratory, correlational study the authors set out to demonstrate the relationships as well as inter-correlations among direct and indirect performance measures, along with measures of knowledge of cognition, and evaluation of cognition. The information helps inform manager learning and development. The purpose of this paper is twofold: first, primary purpose, to identify linkages of performance with individual’s efforts to improve their learning processes via metacognition; and second, secondary purpose, primarily for the benefit of practitioners, is the provision of detailed information regarding performance measures and practical measures of metacognition.Design/methodology/approachThe study made use of correlation analysis among performance measures and measures of metacognitive effort. The design is not intended to support cause and effect relationships, nor demonstrate the technical, predictive value of measures.FindingsA majority of associations among indirect performance measures with one another and with nearly all of the measures of knowledge of cognition, and evaluation of cognition were positive and significant (mostly at the 0.01 level). Findings offer broad support for the linkage of self-efficacy (SE), and core self-evaluation (CSE) with performance.Practical implicationsRelationships identified in this study may help practitioners alter and improve their practices/methods of identifying individuals who possess attributes that are highly related to performance and learning. The new knowledge may influence decisions about recruitment, selection and training.Originality/valueLittle research has focused on relationships among indirect performance indicators such as SE, CSE and established measures of metacognition. The present study helps to identify important relationships.

SMEs and adoption of innovative technologies

2020 ◽  
Vol 36 (10) ◽  
pp. 25-28
Keyword(s):  
Risk Management ◽  
Small Businesses ◽  
Management Strategy ◽  
Design Methodology ◽  
Reading Time ◽  
Technological Innovations ◽  
Risk Management Strategy ◽  
Content Type ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Exploiting new technological innovations can help increase the competitiveness of small businesses. But considerable risks are often involved in adopting such technologies. Knowledge risks are especially significant and it is imperative that firms become cognizant of such risks so that appropriate countermeasures can be devised and implemented as part of an effective risk management strategy. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format. 

scholarly journals Responsible talent management: towards guiding principles

2020 ◽  
Vol 7 (2) ◽  
pp. 221-236
Author(s):  
Stephen Swailes
Keyword(s):  
Business Ethics ◽  
Empirical Research ◽  
Design Methodology ◽  
Talent Management ◽  
Socially Responsible ◽  
Content Type ◽  
The Core ◽  
Management Project ◽  
Conceptual Paper ◽  
Practical Implications

PurposeThis article addresses three concerns about the operationalization and possible effects of exclusive talent management; the core assumptions that underpin and shape talent practices, the problem of fair talent identification and potentially adverse employee reactions.Design/methodology/approachThis is a conceptual paper that integrates empirical research on talent and talent management with ideas from business ethics.FindingsOrganizations should not simply assume that they meet the underlying assumptions of talent management. Where the assumptions can reasonably be shown to be valid, then a framework based on a set of principles is suggested to guide organizational approaches towards responsible talent management.Practical implicationsThe article provides talent practitioners with a set of principles, or at least some substantive suggestions, to be considered in the design of socially responsible talent management programmes and in programme evaluation.Social implicationsThe article provides guidance for organizations wishing to improve the care of their workforce in relation to strategies of employee differentiation based on performance and potential.Originality/valueDespite the burgeoning literature on talent management, the topic has not received much attention from an ethical and socially responsible viewpoint. This article adds to that literature and suggests further research particularly concerning the existence of real talent differences on which the entire talent management project is based.

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