Whitney Johnson: applying the principles of disruptive entrepreneurship to talent management

2018 ◽  
Vol 46 (5) ◽  
pp. 2-9
Author(s):  
Brian Leavy
Keyword(s):  
Career Development ◽  
Learning Curve ◽  
Employee Engagement ◽  
Management Strategy ◽  
Talent Management ◽  
Disruptive Innovation ◽  
Harvard Business Review ◽  
Content Type ◽  
Entrepreneurial Management ◽  
S Curve

Purpose Whitney Johnson is interviewed about her latest book, Build an A Team: Play to Their Strengths and Lead Them Up the Learning Curve (Harvard Business Review Press, 2018), which extends her disruptive innovation perspective on career development into a talent management strategy for corporate leaders and their organizations. 10; 10; Design/methodology/approach In today’s exciting and volatile competitive context, leaders need to see that the skillful and entrepreneurial management of their talent will be at least as important to their organization’s future success as the skillful and entrepreneurial management of their financial resources. Findings Eager, capable employees, tackling new challenges are drivers of innovation within organizations, and the primary benefit of an S Curve talent management strategy is elevated employee engagement. Practical implications In terms of personal disruption, choosing market risk means being more entrepreneurial with your own career development and seeking out a distinctive learning curve. Originality/value Leaders will need to foster work environments that provide learning opportunities, stretch assignments, new challenging roles internally—not necessarily promotions, but also well-conceived lateral moves that can help to give employees the enhanced skillset to ultimately move ahead.

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.

scholarly journals AI redefining the hospitality industry

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Huub Ruel ◽  
Esther Njoku
Keyword(s):  
Customer Satisfaction ◽  
Service Quality ◽  
Employee Engagement ◽  
Hospitality Industry ◽  
Management Practices ◽  
Talent Management ◽  
Analytical Tool ◽  
Content Type ◽  
Hospitality And Tourism ◽  
Service Profit Chain

Purpose This paper aims to explore how artificial intelligence (AI) technologies have redefined the hospitality industry. It develops a theoretical framework to evaluate its impact on employee engagement, retention and productivity levels, stemming from its potential implications for service quality and customer satisfaction. Design/methodology/approach Based on the exploration of relevant literature, role theory and service-profit chain were used to develop – role-service-profit chain. Findings Role-service-profit chain is an analytical tool which has strong implications for investment and deployment analysis of the new technologies in hospitality and tourism businesses. It proposes how managers can evaluate how the role expectation of technological innovations relate to service quality and customer satisfaction through its impact on employee-related outcomes (such as employee engagement, retention and productivity), and assess the corresponding impact on profitability and growth, in the context of their own unique internal environment and position in the market. Research limitations/implications Although an empirical assessment of the hypothesised relationships in the model is required to evaluate and validate it in the hospitality industry, role-service-profit chain presents promising implications for tourism and hospitality practice and future research. Practical implications Role-service-profit chain is an analytical tool from which managers can make improvements on talent and talent management practices and adjust expectations and behaviours in ways that facilitate improvements in service quality and customer satisfaction. Originality/value This paper makes an important contribution to hospitality and tourism literature, as it explores how AI technologies implemented to improve on talent and talent management practices impact on service quality and customer satisfaction, and develops analytical tools by which this may be evaluated.

Talent development and strategy at telecom major Bharti Airtel

2011 ◽  
Vol 10 (6) ◽  
pp. 25-30 ◽  
Author(s):  
Priyanka Anand
Keyword(s):  
Employee Engagement ◽  
Management Practices ◽  
Developmental Process ◽  
Talent Management ◽  
Content Type ◽  
Management Processes ◽  
Wide Scale ◽  
Hr Function ◽  
Depth Interviews

PurposeThe aim of this case study is to explore and understand the talent management innovations, practices and processes in a major telecoms company in India, Bharti Airtel.Design/methodology/approachThe paper is based on a study of the organization's talent management practices and a survey of executives, including in‐depth interviews with two key talent management executives, and a study of employees' perceptions of the organization's talent management and its impact.FindingsThe research revealed the organization's vision and methods for integrating talent management processes. Talent management is an important element of the development process for employees and is an organization‐wide practice. The process of effective management of the talent pool has led to enhanced employee engagement and reduced attrition and proportionately increased the average tenure of employees. The talent management strategy and processes have contributed in varying degrees to development and growth of employees.Research limitations/implicationsThis research is an elementary study posing the need for further research into the organization‐wide practice of managing talent.Originality/valueThe research addresses how talent management is perceived in a successful organization and examines the recognition and growing acceptance of talent management practices. Talent management is widely adopted by multinationals operating in India, however, most Indian organizations are either currently or soon to adopt the practice. They are dealing with issues such as whether talent management is an offshoot of HR processes or an independent developmental process, and how it will create a competitive advantage and enhance employee engagement. This case study shows how the adoption of talent management processes on an organization‐wide scale – not confined to the HR function – has helped the organization improve retention and development.

Talent management and employee engagement – a meta-analysis of their impact on talent retention

2018 ◽  
Vol 50 (4) ◽  
pp. 185-199 ◽  
Author(s):  
Deepika Pandita ◽  
Sampurna Ray
Keyword(s):  
Employee Engagement ◽  
Management Practices ◽  
Meta Analysis ◽  
Management Strategies ◽  
Talent Management ◽  
Extensive Study ◽  
Policy Makers ◽  
Content Type ◽  
Long Run ◽  
Talent Retention

Purpose The purpose of this paper is to enhance the readers’ understanding of the domain of talent management and employee engagement, and how the former culminates in the latter, specifically as a tool for retention of employees. The paper also attempts to probe and aid readers in understanding of the domain of talent management and employee engagement, specifically as a tool for retention of employees. Design/methodology/approach The paper is based on secondary research in the areas of talent management practices, employee engagement and talent retention. The authors have reviewed the existing body of work on these topics in order to arrive at an analysis of the practice of talent management and employee engagement and to successively measure its impact on the retention of employees. In order to aid the endeavor to bring some clarity to and explore the trends in talent management, the authors have based this paper on a systematic review of the existing literature which seeks to examine the modern thought process and evidence. Current examples are drawn from many leading companies and their practices are emphasized for better understanding. Various drivers responsible for engaging and retaining talent are studied by reviewing the existing literature. After analyzing the existing literature, the authors have arrived at talent retention and engagement practices that may aid and assist industry practitioners and policy makers in designing and implementing successful talent management initiatives. The authors have proposed a model for arriving at improved retention from talent management practices. Findings One of the most effective tools in ensuring that employees stay engaged and committed to their work is talent management. This sense of engagement or commitment toward their work ensures in turn that these employees stay with the organization in the long run. As the authors have begun analyzing the costs associated with recruitment, selection and the opportunity cost related to attrition, organizations have been concentrating their talent management efforts in the direction of retention. The paper concludes that a synchronization of talent management practices and employee engagement initiatives leads to improved talent retention and proposes a model to this end. Research limitations/implications Owing to the fact that the paper is conceptual, the model and hypotheses the authors arrive at must be empirically tested by relevant stakeholders in the organization, specifically the stakeholders specializing in the area of talent management, in order to add further weight to the literature. Practical implications Derived from an extensive study of current and impending talent management strategies, the findings may aid organizations and policy makers to develop and refine talent management practices in order to engage human capital, with the ulterior aim of talent retention – a concern that plagues most contemporary organizations. Originality/value Preempting or preventing attrition is a priority in several organizations, and more often, in some industries as a whole. The authors examine how talent management practices can contribute to the efforts in preempting or preventing attrition in organizations. Adding to the existing literature on talent management, the paper explores the areas of talent management which directly affect employee engagement and in turn make a difference in talent retention. This link connecting talent management practices with retention deserves a greater amount of investigation, which the paper explores.

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.

Examining the role of employee engagement in the relationship between organisational cynicism and employee performance

2019 ◽  
Vol 39 (1/2) ◽  
pp. 118-137 ◽  
Author(s):  
Muhammad Arslan ◽  
Jamal Roudaki
Keyword(s):  
Career Development ◽  
Patient Care ◽  
Employee Engagement ◽  
Employee Performance ◽  
Harmful Effect ◽  
Moderating Effect ◽  
Content Type ◽  
Supportive Environment ◽  
Employee Cynicism ◽  
The Relationship

PurposeOrganisational cynicism (OC) is a growing trend in contemporary organisations. However, its impact on employee performance (EP) remains understudied. The purpose of this paper is to address this gap by investigating its effect on EP. The study also investigates the moderating effect of employee engagement (EE) on the relationship between OC and EP.Design/methodology/approachPrimary data are collected through questionnaire from employees (N=200) of various health organisations in Pakistan by employing a convenient sampling technique. Hierarchical multiple regression is employed by using SPSS.FindingsThe findings of correlation and regression analyses reveal that OC has significant negative relationship with EP. Hence, the patient care is compromised in sampled organisations due to poorer performance of employees. Moreover, findings also reveal that EE has a moderating effect on relationship between OC and EP. Therefore, hospital management needs to increase EE to reduce the cynicism and improve performance. In addition, organisations and managers need to consider their role and actions creating the conditions that lead to cynicism among employees and should take trustworthy steps to increase employee retention and engagement and, ultimately, their performance. Moreover, the findings of the study indicate that the majority of respondents are not happy with their organisations. They also feel that the organisation is not fulfilling its promises and betraying them in several ways. This breach of contract becomes the reason for OC among employees and badly affects their performance. Most of respondents give importance to their career development and the findings reveal that organisations are not focussing on career development of their employees.Research limitations/implicationsThe study has some limitations and implications. The organisational culture can mitigate the negative effect of OC and enhance performance by promoting EE. It is recommended that employee cynicism can be reduced by providing a supportive environment, EE and fairness. Nevertheless, the findings of this study still help supervisors to inhibit this harmful effect by reducing the level of psychological contract violation and organisational politics that will reduce the level of cynicism among employees and improve their performance.Practical implicationsIt is found that OC has a major impact on the behaviour and attitude of employees, supervisors and representatives on the one hand and, ultimately, the organisation, on the other hand. These effects have specific susceptibilities due to the vicinity of the employees. It is recommended that employee cynicism can be reduced by providing a supportive environment.Social implicationsThe study also helps psychologists to understand employees’ attitudes and improve personnel selection to ensure they recruit the right people. Leaders need to communicate honestly, effectively and frequently to address cynicism in order to ensure ample staffing and resource levels that result in good patient care and positive work attitudes at hospitals.Originality/valueAccording to the researchers’ best knowledge, only few studies tried to investigate the relationship between organisational cynicism and EP by employing the moderating effect of EE. Therefore, it will be a good contribution in existing literature to understand consequences of cynicisms.

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.

Exploring millennial psychological contract expectations across talent segments

2019 ◽  
Vol 41 (4) ◽  
pp. 773-792 ◽  
Author(s):  
Jyoti Joshi Pant ◽  
Vijaya Venkateswaran
Keyword(s):  
Psychological Contract ◽  
Millennial Generation ◽  
Management Strategy ◽  
Process Management ◽  
Talent Management ◽  
Group Discussions ◽  
Actual Performance ◽  
Content Type ◽  
Career Growth ◽  
Practical Implications

Purpose The purpose of this paper is to identify talent segments within the millennial generation based on performance and intention to stay and differentiate them in terms of their expectations. Based on results, the paper proposes a customized approach to talent management. Design/methodology/approach The paper uses a mixed methodology, including 11 exploratory focus group discussions, followed by a survey involving 1,065 employees from nine information technology and business process management companies. Findings The paper creates a framework of talent segments (performing loyals, performing movers, developing loyals and developing movers) that have different values for the organization. Significant differences are observed in their PC expectations from the manager, PC expectations related to career growth and development and PC expectations related to job and work environment. Research limitations/implications Researchers faced constraints in obtaining actual performance data from the organizations; therefore, a self-perception report of performance was used. Practical implications Organizations’ talent-management strategy must acknowledge and understand the differences in PC expectations of talent segments and offer tailored TM programs for maximum impact. Social implications The paper challenges the old assumption of a uniform psychological contract (PC) that has guided the talent management strategy. Every talent segment has value and must be viewed on continuum rather than a binary construct of “Talent or no talent.” Originality/value This is one of the few studies which explores how the perception of PC expectations differs between talent segments. It contributes to literature on talent segments, PC and the millennial generation.

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