scholarly journals Analysis of Factors Determining the Implementation of Talent Management

2020 ◽  
pp. 249-256
Author(s):  
Jana Coculova ◽  
Nella Svetozarovova ◽  
Daniela Bertova
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Talent Management ◽  
Successful Implementation ◽  
Remuneration System ◽  
A Value ◽  
Talent Pool ◽  
Development Support ◽  
Business Entities

The paper deals with the issue of talent management, which is currently an integral part of effective human resource management. Talent management is now at the forefront because human resources, as bearers of knowledge and innovation, represent an irreplaceable business factor and a significant competitive advantage. The paper focuses on the implementation of talent management in terms of selected factors, which are assumed to be a key to the success of implementing talent management practices. Successful implementation of talent management is a prerequisite for achieving the set goals such as the acquisition, effective use and especially the retention of talented employees. The paper also presents the research results. The research aimed to determine whether there are statistically significant relationships between the selected factors and the successful implementation of talent management. The study was carried out on a sample of Slovak business entities, while the initial selection based on the question of whether the business entity has implemented talent management. Initially, out of 345 contacted Slovak business entities, only 58 of them commented positively on the implementation of talent management. The research sample consisted of talented employees of business entities that operate in the Slovak Republic and that have implemented talent management. Subsequently, the managers of these 58 organizations were approached to distribute the questionnaires to the «talented» employees. We received 83 questionnaires. The research subject is selected factors as possible determinants of talent management implementation: the existence of a talent pool; the existence of succession and career development plans; the degree to which the remuneration system is related to the performance of talented employees; support of education and development; support of innovation and creativity in talented employees. The success of the implementation of talent management as a dependent variable was assessed through 5 items using a 1 – 5 scale where a value of 1 represents strong disagreement and a value of 5 strong agreement. The consistency of these items was determined using Cronbach’s alpha. For meeting the aim of the research, 5 statistical hypotheses were tested using the Mann Whitney U test and the Kendall correlation coefficient. It was confirmed that succession planning, the flexibility of the remuneration system concerning the performance of talented employees, training and development support and creativity and innovation support in talented employees could be considered as determinants of successful implementation of talent management. Keywords human resource management, talent management, talent management implementation, talent pool, talented employee.

Talent management at Telekom Malaysia Berhad

2011 ◽  
Vol 1 (1) ◽  
pp. 1-6 ◽  
Author(s):  
Wardah Azimah Sumardi ◽  
Rozhan Othman
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Talent Management ◽  
Management Program ◽  
Individual Development ◽  
Successful Implementation ◽  
Line Managers ◽  
Content Type

Subject area Human resource management. Study level/applicability Undergraduate and graduate level Human Resource Management programmes; Leadership modules. Case overview This case accounts the experience of a Malaysian company, Telekom Malaysia Berhad, in implementing talent management practices in its organization. There were several developments that prompted Telekom Malaysia Berhad to initiate a talent management program. The emergence of competitors had forced the company to introduce initiatives to sustain the business. One of the key initiatives involved the need to better manage its talent. The talent management process at Telekom Malaysia Bhd is divided into four key stages. These are first, talent spotting; second, talent assessment and endorsement; third, formulation of individual development plan; and the fourth, readiness level assessment. Each of these stages is implemented using a well-defined set of standards and activities. Expected learning outcomes This case examines how commitment and support from line management is crucial in the successful implementation of a talent management program and HR-related initiatives generally. Line managers are identified as the missing linchpin between HRM and organizational performance. The case will also identify how the role of line managers is now shifting to support the HR in a strategic sense. Thus, we find a shift in the HR profession from personnel management to strategic human resource management. The case examines the importance of a positive leader-member relationship, creating a culture which is receptive to change. This can be achieved by transformational leader who fosters closer relationships with subordinates. Finally, the case pinpoints how development can occurs in three main ways – on the job experiences, relationships, networking and feedback and formal training opportunities. Supplementary materials Teaching note.

“Graphology: A Technique for Employee Selection”

GIS Business ◽  
2019 ◽  
Vol 14 (4) ◽  
pp. 209-213
Author(s):  
Dr. Tejashree Deshmukh
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Employee Selection ◽  
Organizational Success ◽  
Talent Pool

Importance of Employee Selection is discussed widely by many authors till date. If we believe that the organizational success or failure is dependent on the talent pool of the employees, then we admit that Employee Selection is one of the most important areas of Human Resource Management. Thomas Stone defined Selection as "a process of differentiating between applicants in order to identify (and hire) those with a greater likelihood of success in a job".

scholarly journals Hardiness in relation to organisational commitment in the Human Resource Management field

2012 ◽  
Vol 13 (1) ◽  
Author(s):  
Nadia Ferreira
Keyword(s):  
Resource Management ◽  
Career Development ◽  
Human Resource Management ◽  
Human Resource ◽  
Career Success ◽  
Well Being ◽  
Organisational Commitment ◽  
Convenience Sample ◽  
Managerial Implications ◽  
Development Support

Orientation: Employees’ hardiness is increasingly recognised as an aspect of their well-being and feelings of career success. Psychological well-being and feelings of subjective career success have positive implications for the motivation, satisfaction, performance and commitment of young talented staff.Research purpose: The study empirically investigated the relationship between an individual’s hardiness (measured by the Personal Views Survey II [PVS-II]) and organisational commitment (measured by the Organisational Commitment Scale).Motivation for the study: Research on an individual’s hardiness profile as an aspect of their career well-being and success and how these attributes influence their psychological attachment to the organisation, is needed to guide human resource career development support practices aimed at retaining valuable staff.Research design, approach and method: A quantitative survey was conducted on a convenience sample of predominantly Black (92.2%) and female (71%) employed adults (N = 355) at managerial and staff levels in the human resource management field.Main findings: Correlational and multiple regression analyses revealed a number of significant relationships between the two variables.Practical/managerial implications: Managers and human resource practitioners need to recognise how people’s hardiness relates to their sense of psychological attachment to the organisation. Organisations concerned with the retention and well-being of their equity staff members need to find a way to enhance and develop their hardiness and commitment.Contribution/value-add: The research contributes new insights into and knowledge of the factors that influence their employees’ hardiness and how these relate to their organisational commitment. The results may be used to inform career development support interventions that aim to increase employees’ sense of career well-being and success.

Identifying the effect of green human resource management practices on lean-agile (LEAGILE) and prioritizing its practices

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Somaieh Alavi ◽  
Hamid Aghakhani
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practices ◽  
Organizational Level ◽  
Equation Modeling ◽  
Successful Implementation ◽  
Content Type ◽  
The Individual ◽  
Green Human Resource Management

PurposeThe present study attempted to identify, measure and prioritize key green human resource management (GHRM) practices to achieve the lean-agile mindset in the steel industry.Design/methodology/approachFollowing an in-depth review of the literature, this study identifies GHRM practices. Then, the effect of green HRM practices on the lean-agile mindset was evaluated using structural equation modeling (SEM). In the next step, using the fuzzy analytic hierarchy process (FAHP), prioritization of practices that have significant effects on lean-agile mindset were discussed.FindingsThe present study introduced eight GHRM practices. The results of SEM showed a significant and positive effect of all GHRM practices on lean-agile mindset. Prioritization of GHRM practices by the FAHP was defined as green reward management, green education and development, green performance evaluation, green discipline management, green employment, green safety and health management, green selection and green career design.Research limitations/implicationsThe present study suffers from some limitations. First, the research was conducted at a temporal section. Second, this research has been conducted in a particular industry.Practical implicationsThe present study encourages human resource managers to increase their efforts to achieve green employees and put employee greenery in their strategic goals.Social implicationsSuccessful implementation of GHRM programs has positive consequences at the individual, organizational and community levels. Implementation of the identified actions increases employee vitality at the individual level. At the organizational level, the work environment of environmentally friendly organizations is also more attractive to job seekers. Finally, at the social and extra-organizational level, a green lifestyle is spread in the community, which will lead to a healthy and green environment.Originality/valueEmphasizing environmental principles on the one hand and creating the lean-agile mindset on the other are effective factors on maintaining the competitive advantage of industries. In this regard, the present study presented two innovations in HRM literature: (1) assessing the effect of GHRM practices on lean-agile mindset and (2) prioritizing GHRM practices based on the lean-agile mindset.

Career Pathways as an Integrative Framework for Talent Management Systems

2020 ◽  
pp. 125-145
Author(s):  
Jerry W. Hedge ◽  
Gary W. Carter
Keyword(s):  
Life Cycle ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Talent Management ◽  
Career Pathways ◽  
Development Environment ◽  
Integrative Framework ◽  
Management Function ◽  
Management Architecture

Interest in how researchers and practitioners approach the management of talent has grown in recent years. Effective management of the talent life cycle begins with implementation of a talent management architecture—that is, the combination of systems, processes, and practices developed and implemented by an organization to ensure that the management of talent is carried out effectively. This chapter explores today’s career development environment and describes a career pathways framework as a viable “architecture” and philosophy for effectively managing talent. The chapter provides a brief overview of current perspectives on talent management, describes a career pathways system in greater detail, and discusses how building and implementing such a system as part of a broader human resource management function can pay dividends for an organization’s talent life cycle.

Zurück zum Mitarbeiter!

2018 ◽  
Vol 59 (3) ◽  
pp. 17-20
Author(s):  
Stefan Huf
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Well Being ◽  
Talent Management

Abstract Vor zwanzig Jahren veröffentlichte Dave Ulrich „Human Resource Champions“ und gab damit den Anstoß für eine grundlegende Neuorientierung des Personalmanagements. Dieses Jubiläum wird zum Anlass genommen, Bilanz zu ziehen: HR hat die Mitarbeiter zunehmend aus dem Blick verloren, weshalb eine Rückbesinnung auf eine mitarbeiterzentrierte Personalpolitik erforderlich erscheint. Twenty years ago Dave Ulrich initiated with „Human Resoucre Champions” a reorientation of Human Resource Management. This anniversary gives reason to sum up: HR has lost employees out of sight. Human Resource Management therefore needs to give greater priority to promoting employee well-being. Keywords: talent management, makro perspektive, hr selbstverständnis

scholarly journals The Relationship between Human Resource Management Ambidexterity and Talent Management: The Moderating Role of Electronic Human Resource Management

2016 ◽  
Vol 9 (6) ◽  
pp. 80 ◽  
Author(s):  
Mostafa Mohamed Ahmed AlKerdawy
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Talent Management ◽  
Future Research ◽  
International Banks ◽  
Managerial Implications ◽  
The Relationship ◽  
Moderating Role

<p>This study investigates the moderating role of electronic human resource management (e-HRM) in the relationship between human resource management ambidexterity (HRMA) and talent management (TM) using data collected from 430 managers working in 10 international banks in Egypt. e-HRM was found to be an important moderator of the relationship between HRMA and TM. The more dependence on e-HRM in executing human resource policies in banks, the greater influence of HRMA on TM. The results referred also a positive and significant influence of both HRMA and e-HRM on TM. This study concludes by discussing managerial implications and the limitations should be addressed in future research.</p>

scholarly journals Driving Innovation Through Transformative HRM

2020 ◽  
Author(s):  
Tatjana Jovanović ◽  
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Competitive Advantage ◽  
Human Resource ◽  
Corporate Culture ◽  
Talent Management ◽  
Multinational Companies ◽  
Academic Experience ◽  
The Creation

In a World that is constantly and rapidly changing, innovation is found to be one of the very few sources of competitive advantage. Under such circumstances, it is of utmost importance to create foundation, a competitive base, which will enable innovation from within. This paper provides a portfolio of practical initiatives and discusses how they can drive and move forward company's transformation through the creation of a corporate culture that backs up innovation - all based on a combination of practical and academic experience obtained through the author’s broad professional engagement in multinational companies over many years. Particular emphasize is placed on a number of showcases in transformative human resource management that illustrate how, in practical terms, architecture of employees’ engagement and talent management could be established within an organization to drive a critical impact on the organization’s ability to create a sustainable company-wide culture of innovation.

scholarly journals Talent management strategy as an instrument for implementing effective personnel policy

2020 ◽  
Vol 8 (1) ◽  
pp. 56-60
Author(s):  
Larisa Shirshova ◽  
Svetlana Pototskaya
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Strategy ◽  
Talent Management ◽  
Personnel Policy ◽  
Traditional Sense ◽  
Modern Vision ◽  
Definition Of

The article highlights the concepts of talent and personnel policy of an organization, provides an analysis of the author's interpretations of the definition of "talent" in the framework of human resource management of an organization. The characteristic of the process of forming a talent management strategy is presented, the differences between the personnel management in the traditional sense and the modern vision of talent management are given. The authors substantiate the role of talent management in improving the effectiveness of personnel policy.

Sign in / Sign up

Export Citation Format

Share Document