A chief HR officer’s perspective on talent management

2017 ◽  
Vol 4 (4) ◽  
pp. 379-383 ◽  
Author(s):  
Lucien Alziari
Keyword(s):  
Human Capital ◽  
Business Models ◽  
Talent Management ◽  
Organizational Capabilities ◽  
Core Beliefs ◽  
Capital Management ◽  
Human Capital Management ◽  
Content Type ◽  
Decision Logic ◽  
World Class

Purpose The HR function has been through a palette of names and identities, with talent management or human capital management being one more. There is a lack of consistency in the way that HR practitioners think about talent management and this is often the cause of credibility issues with business colleagues. The purpose of this paper is to identify core beliefs that underpin the practice of talent management if the function is to build credibility. Design/methodology/approach The paper identifies five core beliefs that should structure a discussion around, and underpin, the practice of talent management: notions of human capital management; questions about whether talent is generic or not; distinctions between talent management and HRM; decisions about who makes decisions about talent management; and moments of truth. It uses the case setting of Maersk to illustrate these beliefs and position the preferred conduct of talent management against them. Findings Organizations make distinctions between where good (not average) is “good enough” and where they need world-class talent to drive true competitive advantage. This capability perspective results in three different clusters of effort in terms of talent management. They manage investments so that they do not over-invest in less critical capabilities but can marshal scarce resources in areas where they need to be world class. Practical implications What is defined as talent in one setting might not be so in others. Strategies define capabilities and capabilities define talent. Attention must be given to all the other processes that support the deployment of talent to build specific organizational capabilities. As talent decisions are made by business leaders there needs to be a common mindset and decision-making logic for them to use. The 9 Box model is one such logic. Adopting any decision logic does not denote the outcome, rather it is how companies use the tool that determines the output. Originality/value The paper positions talent management within the strategic management discipline of business models and analysis of how organizations need to compete. It uses an industrial setting and professional experience base to link talent management to the wider management of organizational capabilities.

Retooling leadership development

2018 ◽  
Vol 17 (6) ◽  
pp. 275-281 ◽  
Author(s):  
Michael A. Couch ◽  
Richard Citrin
Keyword(s):  
Human Capital ◽  
Leadership Development ◽  
Design Methodology ◽  
Capital Management ◽  
Human Capital Management ◽  
Content Type ◽  
The Future

Purpose This paper aims to describes how properly designed and executed leadership development can make a difference, an approach the authors call intentional development. Design methodology/approach By building unique connections among recent advancements in human capital management and neuroscience, this paper proposes the components that any organization can use to significantly improve the return on their investment in leadership development. Findings It is estimated that US companies spend over US$13bn annually on leadership development. Match that number to the abundant research that finds most leadership development to be ineffective, and the conclusion is a phenomenal amount of waste. The situation does not need to be that dire. Originality/value Following the practices of yesterday are not sufficient to build leaders needed for now and the future. It is time to retool leadership development.

scholarly journals Building organizational resilience through human capital management strategy

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Stephanie Douglas
Keyword(s):  
Human Capital ◽  
Management Strategy ◽  
Management Strategies ◽  
Organizational Level ◽  
Organizational Resilience ◽  
Capital Management ◽  
Human Capital Management ◽  
Capability Development ◽  
Content Type

Purpose This paper examines the role of human capital management strategy in shaping organizational resilience. Resilient organizations thrive in uncertain and adverse conditions. The organization’s capacity for resilience can be developed through human capital management strategies that are focused on employee capabilities, training, and development. When individual capabilities and resilience are developed, those can be aggregated at an organizational level to develop the capacity in an organization for resilience. Design/methodology/approach A review of relevant studies and literature was conducted to develop strategies and insight into developing the human capital of an organization to support organizational resilience. Findings Supporting individual capability development and resilience builds the organization’s capacity for resilience. By shifting human capital management strategies to building capabilities and then skills, organizations develop individual resilience and then organizational resilience. The implications of how to build such human capital management strategies are presented. Originality/value This paper provides support and guidelines for building individual capability and resilience to enhance an organization’s resilience.

Secrets to success: human capital management strategy

2018 ◽  
Vol 17 (4) ◽  
pp. 170-175 ◽  
Author(s):  
Elissa Tucker
Keyword(s):  
Human Capital ◽  
Best Practices ◽  
Best Practice ◽  
Capital Management ◽  
Human Capital Management ◽  
Content Type ◽  
Learning Retention ◽  
Business Results ◽  
Hr Function ◽  
Workforce Performance

Purpose The purpose of this paper is to detail four elements that drive human capital management (HCM) strategies that get business results. Design/methodology/approach Analysis of APQC’s Open Standards Benchmarking® data and human capital management best practices case studies reveals how to establish the groundwork and successfully execute an HCM strategy. Findings A successful HCM strategy requires specific groundwork and execution to support workforce performance. In terms of groundwork, HR must display strategic competence and business insight. Then, HR must establish a solid implementation infrastructure and follow-up with a comprehensive results assessment. Originality/value Many HR professionals understand what needs to go into an HCM plan for compensation and benefits, long-term workforce strategy, succession, diversity, learning, retention and HR technology updates and upgrades. This paper details how best-practice organizations successfully build and implement such plans and what tangible results an HR function can expect from adopting the four detailed best practices.

Proposing a hybrid method based on DEA and ANP for ranking organizational units and prioritizing human capital management drivers

2016 ◽  
Vol 11 (1) ◽  
pp. 213-239 ◽  
Author(s):  
Mohammad Mehdi Tavakoli ◽  
Hadi Shirouyehzad ◽  
Reza Dabestani
Keyword(s):  
Human Capital ◽  
Hybrid Method ◽  
Analytic Network Process ◽  
Capital Management ◽  
Human Capital Management ◽  
Content Type ◽  
Dea Model ◽  
Efficiency Measures ◽  
Network Process ◽  
Dea Efficiency

Purpose – The purpose of this study is to present a hybrid analytic network process (ANP) and data envelopment analysis (DEA) method for ranking organizational units as well as prioritizing organization’s human capital management criteria. Design/methodology/approach – In the proposed DEA model, human capital management criteria are considered as the inputs and organizational commitment considered as the output of DEA model. Afterward, the organizational unit’s efficiency and the weight of human capital management criteria are evaluated through DEA and the data are considered as the basis of ANP model. Findings – The results of prioritizing the drivers of human capital management were showed that leadership practices, human capital management and learning capacity are the most important ones. Also, the findings proved that the proposed integrated DEA/ANP can be helpful in managerial issues. Research limitations/implications – Filling the super-matrix and designing the questionnaire of ANP have always been the challenge of scholars because of the large number of data it requires. One of the main advantages of the proposed hybrid method in this research is that it resolves the above-mentioned problem of ANP. Practical implications – The results of the proposed method may provide managers this opportunity to better analyze the condition of organizational units from human capital management perspective and focus on the most important activities in this context. Moreover, the proposed hybrid method can help scholars to better use both DEA and ANP techniques and obtain more reliable findings. Originality/value – In this study, DEA efficiency measures of units, and the weights of inputs and outputs of DEA model are used to fill the super-matrix of ANP. In addition to having a logical approach, this method provides more reliable results and enjoys the advantages of both ANP and DEA techniques.

Knowledge Management and the Links to Human Capital Management

2010 ◽  
pp. 221-233
Author(s):  
Marianne Gloet
Keyword(s):  
Human Capital ◽  
Social Justice ◽  
Knowledge Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Organizational Capabilities ◽  
Capital Management ◽  
Human Capital Management ◽  
Leadership And Management ◽  
Management Capabilities

This paper explores various linkages between knowledge management (KM) and human capital management (HCM) in the context of developing leadership and management capabilities to support sustainability. Based on the prevailing literature, a framework linking human resource management (HRM), KM and HCM is applied to the development of leadership and management capabilities to support sustainability. The framework identifies ways to promote sustainability through creating effective links between KM and HCM by which organizations can develop their leadership and management capabilities to support sustainability across business, environmental and social justice contexts. This approach provides managers with a framework for addressing sustainability issues and for developing individual and organizational capabilities to support sustainability through KM and HCM practices.

Competitive vs coopetitive strategies: lessons from professional sport leagues

2018 ◽  
Vol 39 (2) ◽  
pp. 12-21 ◽  
Author(s):  
François Fulconis ◽  
Jean Nollet ◽  
Gilles Paché
Keyword(s):  
Human Capital ◽  
North America ◽  
North American ◽  
Major Elements ◽  
Professional Sport ◽  
Capital Management ◽  
Human Capital Management ◽  
Content Type ◽  
The North ◽  
Long Run

Purpose Over the past decades, analyses of the functioning of professional sport leagues have been done from various angles: economic, financial and sociological; in some cases, comparisons were made between North-American and European leagues. The purpose of this paper is to look at this reality from a different angle, i.e. human capital management, by showing how different the models from both continents are. Design/methodology/approach Based on an identification of the major elements associated to human capital management in professional sport leagues in North America and Europe, this paper compares competitive and coopetitive strategies using an original framework based on consortium sourcing and pooling dimensions. Findings The paper underlines the benefits that North-American professional sport leagues get from acquiring players using a consortium sourcing perspective (coopetition). In Europe, the most powerful clubs use their financial resources to get the best players; as a result, it is always the same clubs with get the best results (competition). In the long run, the European approach might result in less attractiveness to TV viewers, and less revenues for TV networks. Originality/value This paper helps to understand the differences between professional sport leagues in North America and Europe; it also discusses the risk associated to the adoption, without any adjustment in the human capital management, in Europe of the North-American model based on a coopetitive perspective. This dimension is seldom mentioned in articles dealing with professional sport leagues.

Knowledge Management and the Links to Human Capital Management

2010 ◽  
pp. 1403-1415
Author(s):  
Marianne Gloet
Keyword(s):  
Human Capital ◽  
Social Justice ◽  
Knowledge Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Organizational Capabilities ◽  
Capital Management ◽  
Human Capital Management ◽  
Leadership And Management ◽  
Management Capabilities

This paper explores various linkages between knowledge management (KM) and human capital management (HCM) in the context of developing leadership and management capabilities to support sustainability. Based on the prevailing literature, a framework linking human resource management (HRM), KM and HCM is applied to the development of leadership and management capabilities to support sustainability. The framework identifies ways to promote sustainability through creating effective links between KM and HCM by which organizations can develop their leadership and management capabilities to support sustainability across business, environmental and social justice contexts. This approach provides managers with a framework for addressing sustainability issues and for developing individual and organizational capabilities to support sustainability through KM and HCM practices.

Personal Branding as Human Capital Management Challenge for Contemporary Organizations

2016 ◽  
Vol 40 (2) ◽  
pp. 13-27
Author(s):  
Małgorzata Sidor‑Rządkowska
Keyword(s):  
Human Capital ◽  
Career Paths ◽  
Talent Management ◽  
Capital Management ◽  
Human Capital Management ◽  
Employer Branding ◽  
Personal Brand ◽  
Personal Branding ◽  
Management Challenge

The article presents analysis of the concept of personal branding as well as the outcomes connected with the deliberate building of own brand by employees for the management of human capital in the contemporary organizations. The author considers the growth in the interest in the area of personal branding as well as the principles of creating and reconstructing personal brand. Particular attention has been paid to the problem of broadening activities related to employer branding and different approach to building career paths of employees and the change of talent management programmes.

Strategic human capital management for a new University: a case study of Suan Dusit Rajabhat University

2015 ◽  
Vol 19 (1) ◽  
pp. 108-120 ◽  
Author(s):  
Danai Thienphut ◽  
Suriya Jiamprachanarakorn ◽  
jirusth sirasirirusth ◽  
Rachen Boonloisong
Keyword(s):  
Human Capital ◽  
Knowledge Sharing ◽  
Success Factors ◽  
Practical Implementation ◽  
Capital Management ◽  
Human Capital Management ◽  
Content Type ◽  
Depth Interview ◽  
Strategic Human Capital ◽  
The University

Purpose – This paper aims to study the key success factors (KSFs) that determine the direction and context of a new university, Suan Dusit Rajabhat University (SDU), to formulate strategic human capital management (SHCM) for the university, and also to recommend a proposal for the human resources (HR) structure and systems that supports SHCM for a new university. Design/methodology/approach – This study used mixed methods. There were four steps, including documentary research to develop a draft of SHCM prototype, in-depth interview and knowledge-sharing technique with 17 key informants to develop the underlying final SHCM prototype, collecting the quantitative data from a questionnaire to develop a prototype of SHCM, and validation and confirmation of the suitability and feasibility of SHCM for a new university by using a focus group and knowledge-sharing technique with 14 HR experts and re-confirm for practical implementation with SDU’s executive team. Findings – The four KSFs were university positioning, talent capability, harmonization, and transformation. The SHCM formulation was categorized into two sections: components including strategy on thinking and planning, implementation and measurement; and procedures including HR policy committee, strategic and operational HR management. The HR proposal for implementation was emerging. Originality/value – The tacit knowledge in SHCM, including human capital-centric driving for KSFs and innovative HR in university transformation comprising of the strategic and operational levels, was revealed.

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