scholarly journals The role of talent intermediaries in accessing and developing refugee talent pools

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Francesca Speed ◽  
Anastasia Kulichyova
Keyword(s):  
Single Case ◽  
Talent Development ◽  
Talent Management ◽  
Content Type ◽  
Charitable Organisation ◽  
Major Shift ◽  
Individual Potential ◽  
And Migration ◽  
Relational Framework ◽  
Workforce Integration

PurposeThe purpose of this paper is to understand the role talent intermediaries can play in supporting the access and development of talent from forcibly displaced backgrounds.Design/methodology/approachThe authors draw on a single case study design of UK charitable organisation, the Council for At-Risk Academics, to consider the global talent management of academics in exile.FindingsThis paper finds that specialised intermediaries can facilitate access to and the successful performance (individual and organisational) of refugee talent. Findings reveal a major shift in talent recruitment processes that are required in order for refugees to take up international work opportunities and highlight the importance of viewing individual potential, organisational support and opportunity access as a precursor for talent development and impact.Practical implicationsThis paper shows that profession-specific intermediary support that fosters cross-sector partnerships, better addresses the talent development and workforce integration challenges of refugees.Originality/valueApplication of a multi-level relational framework shows the reasons for, and reality of forced displacement for academics in exile. Focusing on the academic sector demonstrates the importance of protecting both individuals and values at the heart of professions subject to persecution during war and unrest. In highlighting how refugee talent intermediaries can support individuals to breach the canvas ceiling and facilitate the global mobility of refugee talent, a contribution is made to existing debates in diversity, global talent management and migration studies.

scholarly journals Fading away at work: “I could have left without saying anything” – performing talent management in a multinational organization

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nanna Gillberg ◽  
Ewa Wikström
Keyword(s):  
Older Workers ◽  
Single Case ◽  
Talent Management ◽  
Skilled Workers ◽  
Multinational Organization ◽  
Content Type ◽  
Younger Workers ◽  
The Relationship ◽  
Two Sides

PurposeThis study was undertaken in order to show how talent management (TM) was performed in practice in a multinational organization as well as how the TM practices affected both different groups of workers and the perception of talent within the organization.Design/methodology/approachPerforming talent management was reassessed in the relationship between TM practices, view and identification of talent, attributed positioning and self-positioning of older and younger workers; retrieved from an exploratory single case study in a multinational organization, based on interviews.FindingsThe findings illustrate that despite the struggling to fill key positions with skilled workers, the studied organization adopted approaches to TM that excluded older workers' talent. First, central to performing TM was how talent was viewed and identified, and second, two types of positioning acts were important: the organizations (re)producing of talent management through attributive positioning acts on older/younger workers and older workers' self-positioning of their own talent. The two sides of performing talent management were complex and intertwined resulting in an age-based devaluation of talent at work.Practical implicationsThe study points to important issues in designing and performing TM that may be useful to HR and managers as a point of departure in the development of more inclusive approaches to TM.Originality/valueThe concept “performing talent management” was developed as an intertwined relationship between on-going positioning acts and (re)production of status, talent and age at work; recognizing preferences of what was viewed and identified as valued talent as main drivers made it possible to develop an understanding of exclusion and inclusion mechanisms in performing TM.

Migrant entrepreneurs from an advanced economy in a developing country: the case of Korean entrepreneurs in Malaysia

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Hamizah Abd Hamid ◽  
André M. Everett
Keyword(s):  
Developing Country ◽  
Single Case ◽  
Ethnic Relations ◽  
Host Countries ◽  
Advanced Economy ◽  
Content Type ◽  
Migrant Communities ◽  
Migrant Entrepreneurs ◽  
Development Levels ◽  
And Migration

Purpose This study aims to explore the co-ethnic relations of migrant entrepreneurs (MEs) from advanced economies in a developing country, specifically in the context of co-ethnic ties among Korean migrant entrepreneurs (KMEs) operating business ventures in Malaysia. Design/methodology/approach This research is outlined by an embeddedness view and uses a qualitative approach using a single case study design. Findings For KMEs, in-group co-ethnic ties are mobilised in a relatively more structured manner coalescing personal and entrepreneurial endeavours, particularly demonstrating the dynamics of co-ethnic ties and the home country’s development levels. The findings lead to a model of migrant entrepreneurship for MEs from a more developed nation. Originality/value The theoretical value of this study lies in its clarification of the role of in-group ties in the setting of changing economic development levels and migration. Practice-wise, the findings on the adoption of co-ethnic ties that span formal, informal and transnational boundaries may inform migrants who are considering opportunities in less developed host countries, and assist stakeholders in developing policies concerning migrant communities and their ventures.

Talent management: two pathways to glory? Lessons from the sports arena

2019 ◽  
Vol 41 (1) ◽  
pp. 34-51 ◽  
Author(s):  
Juan M. Maqueira ◽  
Sebastián Bruque ◽  
Ákos Uhrin
Keyword(s):  
Case Studies ◽  
Competitive Strategy ◽  
Talent Development ◽  
Talent Management ◽  
Development Model ◽  
Operational Performance ◽  
Content Type ◽  
Football Club ◽  
Comparative Case Studies ◽  
Sports Arena

PurposeThe purpose of this paper is to analyze the relationship between financial and operational performance and the application of two different talent management (TM) models: internal talent development model and external talent capture model. Comparative case studies of the Football Club Barcelona and the Real Madrid Football Club allow drawing a definitive conclusion for TM in companies related to the competitive strategy.Design/methodology/approachThe two TM models are examined via a longitudinal comparative case study analysis: FC Barcelona and Real Madrid CF. Present paper builds on secondary sources: first, the TM properties of the clubs were extracted from academic sources and newspapers; second, data used to analyze the financial performance were derived from SABI database and operational performance was measured as the effectiveness in winning trophies in football championships (data gathered from Union of European Football Associations and International Federation of Football Associations databases).FindingsThe case analysis reveals that the two TM models offer equally effective financial and operational performance outcomes. The internal talent development model would be more useful for companies whose competitive advantage is achieved through differentiation through teamwork. However, companies that do not achieve a clear differentiation through teamwork should opt for the external talent capture model.Originality/valueTalent is one of a company’s most important intangible assets. Although there exists a growing interest among companies as to the best way to TM, practical models on how to manage talent are virtually nonexistent. Comparative case studies from the sports arena allow for the extraction of lessons for companies related to TM and competitive strategy.

Strategic talent development – making the best people in crucial positions better

2019 ◽  
Vol 18 (6) ◽  
pp. 263-267 ◽  
Author(s):  
Rino Schreuder ◽  
Simon Noorman
Keyword(s):  
Design Methodology ◽  
Management Practices ◽  
Talent Development ◽  
Talent Management ◽  
Organizational Strategy ◽  
Content Type ◽  
Difference Making ◽  
The Future

Purpose This article aims to explain the why and what of strategic talent development. It shows how top talents in value-creating top positions can make a strategic difference for organizations. Design/methodology/approach Having established the differences between generic and strategic talent management, this article argues that talent management needs to be aligned with the organizational strategy. The next step is to ensure that the talents and skills of people who fulfill strategic, “difference-making” roles are best developed. You cannot standardize your talent development to achieve greatness. Findings Strategic talent development is a valuable and priceless investment in the future of the entire organization. Originality/value Strategic talent development is an innovative addition to existing talent management practices – not a replacement. An addition that makes the link between talent management and strategy (even) more explicit and can help organizations to make a next step in the realization of their ambitions through a targeted deployment and development of their top talents in key positions.

Talent management: four “buying versus making” talent development approaches

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Gordon B. Cooke ◽  
James Chowhan ◽  
Kelly Mac Donald ◽  
Sara Mann
Keyword(s):  
Design Methodology ◽  
Talent Development ◽  
Employee Training ◽  
Talent Management ◽  
Job Applicants ◽  
Educational Institutions ◽  
Work Experiences ◽  
Content Type ◽  
Job Openings

PurposeThis paper presents a typology exploring employers’ perceptions of the quality of available applicants and employers decisions to buy qualified staff vs. to hire available workers and then make i.e. develop them via employer-supported training.Design/methodology/approachThis study uses 2015 survey data from Southwestern Ontario, Canada, based on responses from 834 employers regarding their hiring, separations, training and other HRM policies.FindingsAmong surveyed employers, 10% are “Reliants” who found the quality of available applicants to be low, yet these employers do not provide employee training. Almost half of employers (at 45%) are “Developers” who find the quality of applicants to be low but they do provide employee training. Approximately, 7% of employers are “Poachers” who find that the quality of applicants is high and do not provide employee training, while 38% are Refiners, who find the quality of applicants is high and they provide employee training.Originality/valueEmployers need to make their training decisions in alignment with their assessment of the quality of job applicants to whom they have access. In this paper, decisions on training and applicant quality are considered concurrently. From an academic viewpoint, the findings raise the issue as to whether other stakeholders (such as educational institutions) are sufficiently helping individuals gain the skills, credentials and work experiences that employers are seeking. If job openings are remaining unfilled because employers are unwilling to hire those available, then applicants lose, employers lose and societies lose.

Talent on demand?

2010 ◽  
Vol 39 (4) ◽  
pp. 414-431 ◽  
Author(s):  
Ralf Burbach ◽  
Tony Royle
Keyword(s):  
Multinational Corporations ◽  
Human Resource ◽  
Management Practices ◽  
Single Case ◽  
Talent Management ◽  
Management Process ◽  
Content Type ◽  
Resource Information ◽  
Practical Implications

PurposeAs the interest in talent management (TM) gathers momentum, this paper aims to unravel how talent is managed in multinational corporations, what factors mediate the talent management process and what computerised systems may contribute to the management of talent.Design/methodology/approachThe study employs a single case study but multiple units of analysis approach to elucidate the factors pertaining to the transmission and use of talent management practices across the German and Irish subsidiaries of a US multinational corporation. Primary data for this study derive from a series of in‐depth interviews with key decision makers, which include managers at various levels in Germany, Ireland and The Netherlands.FindingsThe findings suggest that the diffusion of, and success of, talent management practices is contingent on a combination of factors, including stakeholder involvement and top level support, micro‐political exchanges, and the integration of talent management with a global human resource information system. Furthermore, the discussion illuminates the utility and limitations of Cappelli's “talent on demand” framework.Research limitations/implicationsThe main limitation of this research is the adoption of a single case study method. As a result, the findings may not be applicable to a wider population of organisations and subsidiaries. Additional research will be required to substantiate the relevance of these findings in the context of other subsidiaries of the same and other corporations.Practical implicationsThis paper accentuates a number of practical implications. Inter alia, it highlights the complex nature of institutional factors affecting the talent management process and the potential efficacy of a human resource information system in managing talent globally.Originality/valueThe paper extends the body of knowledge on the transfer of talent management practices in the subsidiaries of multinational corporations. The discussion presented herein may engender further academic debate on the talent management process in the academic and practitioner communities. The link between talent management and the use of human resource information systems established by this research may be of particular interest to human resource practitioners.

Talent management after an acquisition: a case study of Roche and Genente

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mathilde Béraud ◽  
Carole Drajac ◽  
Mark Thomas
Keyword(s):  
Pharmaceutical Industry ◽  
Management Strategy ◽  
Best Practice ◽  
Single Case ◽  
Talent Management ◽  
Retention Strategies ◽  
Changing Environment ◽  
Content Type ◽  
Talent Retention ◽  
Organisation Structure

Purpose As the pharmaceutical industry faces a more changing environment, talent management appears to be a key differentiating element. Key talent retention strategies must be assessed during the mergers and acquisitions negotiations and implemented during post-acquisition integration. The purpose of this paper is to show how this can be done. Design/methodology/approach The paper adopts a single-case approach to show how talent can be managed during the post-acquisition phase after a takeover. Focussing on the acquisition of Genentech by Roche in 2009, it demonstrates how the Swiss pharmaceutical giant overcame a difficult initial start to the acquisition by adopting a nuanced talent management strategy. Findings The findings from this paper demonstrate best practice management and retention strategies needed to retain key talent. A decade after the acquisition, the Roche–Genentech tie-up is cited as one of the most successful in the life sciences industry. Roche’s talent management strategy has gained particular applause with Genentech consistently being named one of the best places to work (Wharton Work/Life, 2016). Investors are equally content. Sales of Genentech’s main products have tripled to $21bn since the acquisition. Originality/value This paper offers a concise and clear outline of the HR strategies used by Roche to ensure the successful integration of Genentech. During the takeover, talent management issues had the potential to be particularly acute given the highly independent DNA of Genentech’s organisation structure. As the pharmaceutical industry faces a more changing environment, efficient talent management appears to be a key differentiating element.

scholarly journals A qualitative research to explore practices that are utilised for managing talent development in the higher education environment

2019 ◽  
Vol 1 (1) ◽  
pp. 24-37 ◽  
Author(s):  
Atheer Abdullah Mohammed ◽  
Abdul Hafeez-Baig ◽  
Raj Gururajan
Keyword(s):  
Higher Education ◽  
Performance Management ◽  
Talent Development ◽  
Value Added ◽  
Main Tool ◽  
Talent Management ◽  
Education Sector ◽  
Management Theory ◽  
Content Type ◽  
Individual Interviews

Purpose The purpose of this paper is to investigate generated themes associated with talent development in the Australian higher education sector. This is because there are pragmatic advantages for universities that are focused on developing talents. For example, talent is a primary source of competitive advantage for educational institutions. Design/methodology/approach This study depends on the individual interview method as the main tool for data collection. The sample consisted of six participants who are talented. High-level individual interviews were transcribed and thematically analysed using NVivo 11. Findings Individual interviews have identified four key themes of talent development: performance management, coaching talent, leadership development and talent acquisition. Research limitations This study only targeted one country (Australia), and one sector (higher education). Hence, the generalisability of these results is limited to the Australian university sector in Queensland. Practical implications This study collects rich and original qualitative data regarding talent development in the higher education domain. Therefore, for instance, the research findings validate what was already found but are significant because practical data rather than theoretical were gathered through a discussion with experts in talent management. This study has a high quality because of strengthening the effect of an in-depth case study. Originality/value The study offers a value added to talent management theory through investigating themes of talent development for the higher education sector. This would assist researchers in this field to provide a deeper understanding and develop a theoretical foundation for their further studies. This implication is unique to the advancement of talent management theory.

Talent management in a Swedish public hospital

2019 ◽  
Vol 48 (6) ◽  
pp. 1611-1633
Author(s):  
Daniel Tyskbo
Keyword(s):  
Public Hospital ◽  
Single Case ◽  
Theory Development ◽  
Talent Management ◽  
Performance Appraisals ◽  
Sample Survey ◽  
Content Type ◽  
Contextual Awareness ◽  
Practical Implications

PurposeThe purpose of this paper is to contribute to the understanding of how talent management (TM) unfolds in practice in a public organization.Design/methodology/approachAn exploratory single case study was conducted of a Swedish public hospital, based on interviews, observations and documents.FindingsThe findings illustrate that despite a highly egalitarian and collectivist context, the hospital adopted an exclusive approach to TM, and a talent was not considered or identified through formal performance appraisals, but through informal criteria. The rationale behind this approach is influenced by the surrounding context, including the implementation of an innovative and strategically important practice, and the highly professionalized context.Research limitations/implicationsThe study offered a rich view of how TM unfolds in practice, which may not always be possible using large sample, survey studies; however, it limited the generalizability.Practical implicationsThe study points to important issues when designing TM.Originality/valueThe paper addresses two main shortcomings in the TM literature: the under-researched context of public organizations and the lack of contextual awareness. The empirically driven analysis constitutes an important step for further theory development regarding exclusive/inclusive approaches in TM.

Does gender matter? Gender talent migration and its implication for talent management

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Marina Latukha ◽  
Mariia Shagalkina ◽  
Ekaterina Kalinina ◽  
Daria Khasieva
Keyword(s):  
Talent Management ◽  
Leadership Positions ◽  
Positive Role ◽  
Male And Female ◽  
Content Type ◽  
Country Level ◽  
Using Data ◽  
And Migration ◽  
Migration Determinants

PurposeThe growing trends in talent migration, which in the extreme lead to brain drain, in step with an increasing female participation in labor markets and migration flows, set challenges for both business and governments managing these processes. In this vein, it is proposed that macro talent management (MTM) is effective in managing the above-mentioned macro-level issues. The purpose of this paper is to identify and compare the determinants of talent migration with respect to gender and to analyze the role that talent management (TM) practices may play in the migration of diverse talent groups (male and female) within the Russian context.Design/methodology/approachAnticipating the possible differences in talent migration determinants between men and women and using data from 557 Russian graduates, considered to be high-potential talents, the authors found that these determinants converge.FindingsMale and female talent migration intentions in Russia are influenced by the same industry and individual push factors as well as family reasons, confirming that women are acting as independent economic migrants rather than tied movers. Moreover, the authors identified that talents in our sample evaluate highly the possibility of TM practices to change their migration intentions, and that female talents are more sensitive and responsive in this regard. Therefore, the TM system in the emerging economies' context, in particular Russia, is important for increasing the share of women in the workforce, in particular in leadership positions.Originality/valueThe study's results are important as they provide evidence on the gendered dimension of talent migration in particular in terms of the gendered assessment of talent migration determinants. Moreover, the study shows the positive role of TM in managing talent flows at the country level, in particular the ability of TM practices to attract talents to local organizations and, hence, retain them in a country.

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