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.

Namib Mills Group: managing talent in a Namibian food production business

2020 ◽  
Vol 10 (4) ◽  
pp. 1-23
Author(s):  
Christina Swart-Opperman ◽  
Claire Barnardo ◽  
Sarah Boyd
Keyword(s):  
Learning Outcomes ◽  
Management Practices ◽  
Life Stage ◽  
Talent Management ◽  
Organisational Culture ◽  
Career Stage ◽  
Content Type ◽  
Generational Diversity ◽  
The Future ◽  
The Impact

Learning outcomes The learning outcomes are as follows: to understand why talent management is a vital component of a company’s broader strategy for long-term operational excellence; to understand the impact of generation, life stage and career stage on an employee’s professional needs, goals and expectations of their firm; to understand how organisational culture contributes, in this case, to ineffective people management practices; and to develop a talent management strategy: new policies, processes or practices that will address the identified issues and create a sustainable pipeline of talent. Case overview/synopsis This case finds the successful agro-processing firm Namib Mills in a state of internal tension in April 2019. As Namibia’s premier supplier of staple food products, Namib Mills is performing well in a struggling economy. Then yet, CEO Ian Collard is concerned that his senior management team is not exhibiting the kind of leadership and strategic management needed to take the company into the future. As Ian examines the issue further – with the aid of a report from an external consultant – he begins to see that the weaknesses of his senior managers, who are prone to micromanaging and poor communication, are part of a bigger issue of talent management in the firm. The junior employees, who are energetic and ready to innovate, are growing restless as they wait for career growth and promotion opportunities. The rising leaders in middle management are also struggling to break through. Ian must confront how organisational culture and generational diversity within this family-owned business have created talent management barriers and develop a strategy for sustainably developing employees into the leaders of the future. Complexity academic level This case is designed for a master’s level management program and is well-suited for courses that deal with organisational behaviour, people management or human resources management. Specifically, the case is aimed at students interested in talent management, generational diversity and organisational culture. Subject code CSS 6: Human Resource Management.

Risky business in a volatile world

2017 ◽  
Vol 25 (1) ◽  
pp. 13-15
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Design Methodology ◽  
Management Practices ◽  
Talent Management ◽  
Content Type ◽  
Customer Expectations ◽  
Collaborative Innovation ◽  
Risky Business

Purpose This paper aims to explore the nature of risk as the world becomes a more volatile place. Risk thinking is gaining a higher profile within human resource management, and this paper examines the responses being made and the characteristics of resilient and adaptive organizations. Design/methodology/approach This paper presents a categorization of risk using the volatile, uncertain, complex and ambiguous metaphor to lay out the likely shape of imminent business risks and the concept of adaptation to show how responses can be effective. Findings Businesses will be forced to re-examine how they work in ways that will have an impact on customer expectations, product enhancement, collaborative innovation and organizational forms. Firms will need to understand corporate cultures and governance issues, as well as traditional talent management practices and processes. Originality/value This paper provides a wide-ranging examination of the nature of risks – internal, external, political, and societal – and points to the importance of human resource management strategists in addressing these issues and shaping policy.

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.

Succession Planning 2.0: building bench through better execution

2014 ◽  
Vol 13 (6) ◽  
pp. 233-242 ◽  
Author(s):  
Allan H. Church
Keyword(s):  
Succession Planning ◽  
System Integration ◽  
Personal Experience ◽  
Management Practices ◽  
Business Processes ◽  
Talent Management ◽  
Integrated Model ◽  
The State ◽  
Content Type ◽  
The Future

Purpose – This paper aims to present nine observations about the state of succession planning and talent management (TM) practices today along with recommendations and an integrated model for enhancing the effectiveness of these efforts. Many talent management practitioners today would agree that the succession planning processes in their organizations are limited in their effectiveness. They are often seen as another complex and time-consuming human resource (HR) process, and often paper exercise, to be completed and archived until the following year. This is due to several factors, including a lack of focus on the future capabilities needed; inconsistencies in the implementation of processes designed; limited system integration of talent and succession planning efforts with other key HR and business processes; and lack of accountability for making decisions and ensuring they are fully executed. Given the importance of identifying, developing and preparing leaders for the future success of the business this is quite concerning. What is needed in the field is an upgrade to Succession Planning 2.0. But what does that look like exactly? What can senior practitioners do to transform them to have a significantly greater impact going forward? Design/methodology/approach – The content here is based on inputs from a variety of sources including dialog with more than 50 heads of talent management in major corporations, discussions and reviews at professional conferences, debates with academic scholars and the author’s personal experience with designing and leading major succession planning efforts. Findings – Nine observations about the state of succession planning and talent management practices today are presented. An integrated model of Succesion Planning execution is introduced. Originality/value – This paper represents the authors’ unique synthesis of discussions, informal data and personal experience running succession planning (SP) and TM efforts for over a decade.

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.

scholarly journals Advantages and potential challenges of data management in e-maintenance

2019 ◽  
Vol 25 (3) ◽  
pp. 378-396 ◽  
Author(s):  
Arian Razmi-Farooji ◽  
Hanna Kropsu-Vehkaperä ◽  
Janne Härkönen ◽  
Harri Haapasalo
Keyword(s):  
Data Management ◽  
Design Methodology ◽  
Management Practices ◽  
Future Research ◽  
Conceptual Approach ◽  
Content Type ◽  
Different Types ◽  
Maintenance Systems ◽  
Industry Leader ◽  
Practical Implications

Purpose The purpose of this paper is twofold: first, to understand data management challenges in e-maintenance systems from a holistically viewpoint through summarizing the earlier scattered research in the field, and second, to present a conceptual approach for addressing these challenges in practice. Design/methodology/approach The study is realized as a combination of a literature review and by the means of analyzing the practices on an industry leader in manufacturing and maintenance services. Findings This research provides a general understanding over data management challenges in e-maintenance and summarizes their associated proposed solutions. In addition, this paper lists and exemplifies different types and sources of data which can be collected in e-maintenance, across different organizational levels. Analyzing the data management practices of an e-maintenance industry leader provides a conceptual approach to address identified challenges in practice. Research limitations/implications Since this paper is based on studying the practices of a single company, it might be limited to generalize the results. Future research topics can focus on each of mentioned data management challenges and also validate the applicability of presented model in other companies and industries. Practical implications Understanding the e-maintenance-related challenges helps maintenance managers and other involved stakeholders in e-maintenance systems to better solve the challenges. Originality/value The so-far literature on e-maintenance has been studied with narrow focus to data and data management in e-maintenance appears as one of the less studied topics in the literature. This research paper contributes to e-maintenance by highlighting the deficiencies of the discussion surrounding the perspectives of data management in e-maintenance by studying all common data management challenges and listing different types of data which need to be acquired in e-maintenance systems.

Negotiation and corporate strategy

2019 ◽  
Vol 35 (2) ◽  
pp. 4-6
Keyword(s):  
Competitive Advantage ◽  
Case Studies ◽  
Design Methodology ◽  
Reading Time ◽  
Corporate Strategy ◽  
Organizational Strategy ◽  
Content Type ◽  
Pertinent Information ◽  
Practical Implications ◽  
Consistent Approach

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 Negotiation is a key tool in delivering competitive advantage but requires a clear and consistent approach closely linked to organizational strategy. Originality/value The briefing saves busy executives, strategists 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.

The effects of materialism on consumer evaluation of sustainable synthetic (lab-grown) products

2020 ◽  
Vol 37 (5) ◽  
pp. 579-590
Author(s):  
Jessica Keech ◽  
Maureen Morrin ◽  
Jeffrey Steven Podoshen
Keyword(s):  
Design Methodology ◽  
Socially Responsible ◽  
Content Type ◽  
Consumer Evaluation ◽  
Positioning Strategy ◽  
Consumer Markets ◽  
The Future ◽  
Promotion Strategies ◽  
Alternative Sources ◽  
The Impact

Purpose The increasing desire of consumers for socially responsible luxury products combined with fluctuating supplies in consumer markets are leading various industries to seek alternative sources to be able to meet the needs of its customers. One possible solution that may meet the demands of the future is lab-grown products. Because these products confer multiple benefits, this study aims to investigate the most effective ways to appeal to consumers by aligning the benefits of the products with their values as marketers seek to find effective promotion for these items. Design/methodology/approach We examine the effectiveness of an ethical positioning strategy for two types of luxury lab-grown (synthetic) products among high versus low materialism consumers in three experiments. Findings Findings suggest that a positioning strategy stressing product ethicality is more effective for low materialism consumers, whereas the strategy is less effective, and may even backfire, for high materialism consumers. The impact on social status consumers perceive from a lab-grown product explains why this effect occurs among low materialism consumers. Therefore, marketers should take caution and use specific appeals for different segments based on values such as consumers’ materialism levels. Originality/value If lab-grown products represent the wave of the future, it is important to understand how consumers will respond to this emerging technology and how promotion strategies may enhance their evaluation.

scholarly journals The future of financial markets and regulation: what strategy for Europe?

foresight ◽  
2014 ◽  
Vol 16 (2) ◽  
pp. 95-108 ◽  
Author(s):  
Jean-Baptiste Gossé ◽  
Dominique Plihon
Keyword(s):  
Financial Markets ◽  
Capital Market ◽  
Financial Stability ◽  
Design Methodology ◽  
Financial Integration ◽  
Content Type ◽  
Realistic Option ◽  
The Future ◽  
Unstable Environment ◽  
Insight Into

Purpose – This article aims to provide insight into the future of financial markets and regulation in order to define what would be the best strategy for Europe. Design/methodology/approach – First the authors define the potential changes in financial markets and then the tools available for the regulator to tame them. Finally, they build five scenarios according to the main evolutions observed on the financial markets and on the tools used by the regulator to modify these trends. Findings – Among the five scenarios defined, two present highly unstable features since the regulator refuses to choose between financial opening and independently determining how to regulate finance in order to preserve financial stability. Three of them achieve financial stability. However, they are more or less efficient or feasible. In terms of market efficiency, the multi-polar scenario is the best and the fragmentation scenario is the worst, since gains of integration depend on the size of the new capital market. Regarding sovereignty of regulation, fragmentation is the best scenario and the multi-polar scenario is the worst, because it necessitates coordination at the global level which implies moving further away from respective national preferences. However, the more realistic option seems to be the regionalisation scenario: this level of coordination seems much more realistic than the global one; the market should be of sufficient size to enjoy substantial benefits of integration. Nevertheless, the “European government” might gradually increase the degree of financial integration outside Europe in line with the degree of cooperation with the rest of the world. Originality/value – Foresight studies on financial markets and regulation are quite rare. This may be explained by the difficulty to forecast what will be their evolution in the coming decades, not least because finance is fundamentally unstable. This paper provides a framework to consider what could be the best strategy of regulators in such an unstable environment.

Reading the past to imagine the future

2015 ◽  
Vol 10 (4) ◽  
pp. 363-366
Author(s):  
Silvia Gherardi
Keyword(s):  
Qualitative Research ◽  
Qualitative Methods ◽  
Design Methodology ◽  
Personal Reflection ◽  
Research Topics ◽  
Content Type ◽  
Distinctive Features ◽  
The Past ◽  
The Future

Purpose – The purpose of this paper is to contribute to the ten years of the journal through a personal reflection. Design/methodology/approach – A review of the articles published in the last ten years. Findings – I argue that what has distinguished QROM in these ten years are two distinctive features: reflexivity on practices of qualitative research, and openness to the application of qualitative methods to unusual research topics. Originality/value – The main limit of the paper resides in the subjectivity of the person who has read the articles. Other readers may have different opinions and may have chosen different criteria.

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