Borrow or Grow: An Overview of Talent Development/Management Practices in Indian IT Organizations

2018 ◽  
Vol 20 (4) ◽  
pp. 460-478 ◽  
Author(s):  
Sanghamitra Chaudhuri ◽  
Malar Hirudayaraj ◽  
Alexandre Ardichvili
Keyword(s):  
Human Resources ◽  
Management Practices ◽  
Talent Development ◽  
Talent Management ◽  
Western World ◽  
Business Organizations ◽  
It Industry ◽  
Multinational Organization ◽  
Institutional Conditions ◽  
Management And Development

The Problem In recent years, as India started to emerge as the IT (information technology) super power and the supplier for human capital trained in IT to the Western world, a plethora of talent management and development issues have started coming to the surface. Given the vastness of India’s young and diverse human resources, the concerns center less around availability of talent and more around managing and developing the available talent to suit local needs. Furthermore, concerns are raised over excessive reliance on Western models of TD/TM (talent development/talent management) in Indian organizations and their implementation without significant adaptation to local cultural and institutional conditions. The Solution This study explores TD/TM strategies in three different business organizations using the case study method. The three organizations are a multinational corporation headquartered in India, a foreign multinational organization with subsidiaries in India, and a smaller local business organization. The article discusses (a) the commonalities and differences in the TD/TM strategies followed by three different types of organizations, (b) the use of home-grown strategies and strategies borrowed from the West, (c) the trends and challenges of TM/TD practices facing the IT industry. The Stakeholders Chief learning officers, directors of human resources, HRD scholars

Talent Management Practices and Competitive Advantage

2021 ◽  
Vol 12 (5) ◽  
pp. 102-115
Author(s):  
Yazan Emnawer Al-Haraisa ◽  
*Noor Al-Ma'aitah ◽  
Khalaf Al-Tarawneh ◽  
Ahmad Abuzaid
Keyword(s):  
Competitive Advantage ◽  
Management Practices ◽  
Talent Development ◽  
Talent Management ◽  
Insurance Companies ◽  
Convenience Sample ◽  
Insurance Sector ◽  
Talent Retention ◽  
The Right ◽  
Selection Stage

This study investigated the role of talent management practices (talent discovery, talent development, and talent retention) on achieving a competitive advantage in Jordanian insurance companies. Data were collected via a questionnaire using a convenience sample consisting of 130 managers and their assistants. Using SPSS 21, a multiple regression analysis was conducted and found a positive effect for talent management (talent discovery, talent development, and talent retention) on competitive advantage, and the relative importance of dimensions was talent development, talent discovery, and talent retention, respectively. This study concluded the importance of talent management practices in Jordanian insurance sector, in particular in the selection stage for choosing the right people. Recommendations for future researches are also identified.

scholarly journals Leading and education of talented employees as one of the major impacts of globalization on human resources management

2020 ◽  
Vol 74 ◽  
pp. 04029
Author(s):  
Luba Tomcikova ◽  
Jana Coculova
Keyword(s):  
Human Resources ◽  
Human Resource ◽  
Business Performance ◽  
Human Resources Management ◽  
Talent Management ◽  
Roles And Responsibilities ◽  
Talented People ◽  
Management And Development ◽  
Modern Business ◽  
Acquisition Management

Human resources and knowledge play an important role in the today’s fast-changing world. Human resource optimization is achieved when human resources are aligned with key organizational initiatives to maximize business performance. Talented people are the future of every business. Leading and developing the potential of talented employees should be on the agenda of every modern business. Businesses that know what globalization brings try to attract talented people as talented people are playing an increasingly important role in all sectors, thus confirming that talent management is becoming the fastest growing global human resource management trend. Many businesses realize that they must relocate their business, sometimes even across borders, to succeed. Working with talent must be a top priority for businesses, as talent needs to be constantly developed and managed. The aim of the paper is to define the basic concepts related to the acquisition, management and development of talents at the theoretical level and to point out the importance of talent management as it is becoming an important global trend. Based on the survey we carried out and literature available, the main objective of the paper is to identify key roles and responsibilities that talented employees take upon, to specify a set of requirements placed upon talented employees and to identify factors determining the ability of a business to attract talents.

scholarly journals Talent Management Programmes at British, American and Canadian Universities: Comparative Study

2015 ◽  
Vol 5 (4) ◽  
pp. 68-72 ◽  
Author(s):  
Maryna Boichenko
Keyword(s):  
Higher Education ◽  
Great Britain ◽  
Human Resources ◽  
Higher Education Institutions ◽  
Talent Development ◽  
Talent Management ◽  
Canadian Universities ◽  
Business Operation ◽  
American Higher Education ◽  
The Usa

Abstract The article deals with the peculiarities of talent management programmes implementation at the top British, American and Canadian universities. The essence of the main concepts of research - talent and talent management - has been revealed. Talent management is referred to as the systematic attraction, identification, development, engagement, retention and deployment of those individuals who are of particular value to an organization, either in view of their “high potential” for the future or because they are fulfilling business/ operation-critical roles. The factors that drive the development of talent management at the universities have been defined. The benefits that can be obtained as a result of talent management programmes implementation in higher education institutions have been pointed out. The differences in talent management programmes implementation at the universities of Great Britain, the USA and Canada have been found out. These differences depend mainly on the human resources policy of the institution represented in its strategic plan. It has been concluded that most top British and American higher education institutions run talent development programmes, but the target categories and forms of their implementation greatly differ. Canadian universities in the human resources policy focus on professional development of staff and faculty, but do not have special talent management programmes. Progressive conceptual ideas of foreign experience that can be used in practice of Ukrainian universities have been considered.

The dimensions and practices of talent management and its role in enhancing the efficiency and effectiveness of human resources management: A theoretical analytical study: أبعاد وممارسات إدارة المواهب ودورها في تعزيز كفاءة وفاعلية إدارة الموارد البشرية: دراسة تحليلية نظرية

2021 ◽  
Vol 5 (19) ◽  
pp. 175-156
Author(s):  
Fatima Mohammad Al- Rakhis, Maha Mohammad Al- Rakhis Fatima Mohammad Al- Rakhis, Maha Mohammad Al- Rakhis
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Analytical Study ◽  
Management Practices ◽  
Human Resources Management ◽  
Talent Management ◽  
Resources Management ◽  
Efficiency And Effectiveness

The study aimed to examine the dimensions and practices of talent management and its role in enhancing the efficiency and effectiveness of human resource management, a theoretical analytical study, and by attempting to answer the main question of the study and the sub- questions of the research problem, and by relying on the descriptive, analytical and theoretical approach of previous literature in this field through four hypotheses that were examined. The results of the study revealed that there is a relationship between talent management practices and the efficiency and effectiveness of human resources management, in addition to a relationship between talent management practices in terms of discovery, retention and development of talented people and the efficiency and effectiveness of human resources management and the validation of the four hypotheses. Talents according to a long- term strategic plan that focuses on performance indicators that increase added value and support institutional sustainability, while directing talent management practices to enhance the efficiency and effectiveness of human resource management performance.

Talent-Management As a New Direction in the Area of Human Resources Management

2015 ◽  
Vol 4 (3) ◽  
pp. 5-9 ◽  
Author(s):  
Лысенко ◽  
E. Lysenko ◽  
Ковалева ◽  
Inessa Kovaleva
Keyword(s):  
Human Resources ◽  
Personnel Management ◽  
Human Resources Management ◽  
Talent Development ◽  
Talent Management ◽  
Main Attention ◽  
Continuous Training ◽  
Work Activities ◽  
Resources Management ◽  
Individual Capacity

The article is devoted to talent management as topical aspects of personnel management. The main attention is paid to the problem of understanding the nature of talent, its species and specific features considering that it is a purely individual capacity, expressed in varying degrees of mastery of man. An attempt to describe the process of talent management in the organization, which allocated 5 steps: setting for talent, attract talent, use talent, talent development and talent evaluation. Separate focus is directed to the technological rules and compliance with the stages of creating a talent management technologies in order to build an effective talent management system, which must constantly grow and develop by providing continuous training for the organization of employment, work activities, material and non-material motivation and produce consistent profits.

Talent Management As A New Concept Of Human Resource Management: Comparative Analysis Of «Best Practices»

2019 ◽  
Vol 8 (4) ◽  
pp. 74-82 ◽  
Author(s):  
Е. Берсенева ◽  
E. Berseneva ◽  
О. Бузань ◽  
O. Buzan' ◽  
Е. Лысенко ◽  
...  
Keyword(s):  
Human Resources ◽  
Business Strategy ◽  
Management System ◽  
High Performance ◽  
Management Practices ◽  
Human Resources Management ◽  
Talent Management ◽  
Efficient Production ◽  
Resources Management ◽  
Management Concept

This article is devoted to the consideration of talent management as a new, radically different from the traditional Human resources management concept of human resources management organization. The focus is on identifying and demonstrating the benefits and effectiveness of talent management practices over legacy management recipes in traditional management. When writing the theoretical part of the article, the aim was to present talent management as a constantly improving tool and the main key to a more meaningful, human and efficient production process, which is a comprehensive system of talent management processes of the organization. In the practical part of the article an attempt is made to describe and compare (search for common and distinctive features) talent management technologies in successful and successful organizations of our time. 10 large organizations actively using and developing the talent management system are taken as the object of analysis. Among them — companies from different countries with world names and unique reputation, leaders in their sectors of the economy (production): AMGen, Apple, Coca-Cola, General Electric, Google Inc. McDonald’s Corporation, Procter&Gamble, Samsung Group, Facebook, Gazpromneft. As parameters comparative evaluation of a dedicated “talent” and “attracting talent”, “use talent”, “talent development” “assessment of talent”, “motivated talents.” The results of the study allow us to conclude that talent management is currently actively developing, and the idea that talented staff is able to lead the company to success is becoming more obvious and undeniable. Talent management involves attracting and retaining the best employees, and using their potential for corporate purposes allows you to spend fewer resources, efficiently and leads to the highest performance and high performance. Talented staff is a competitive advantage of the business, and the ability to manage it correctly is the most important factor for ensuring leadership positions in the modern market. Therefore, the talent management system should be developed in the business strategy and implemented at all levels of the organization. The results of the study show that the heads of Russian companies need to pay attention to the experience of successful organizations in the field of talent management. All of the above proves that now the widespread introduction of talent management system is necessary.

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.

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