scholarly journals THE ANALYSIS OF TALENT MANAGEMENT STRATEGY USING ORGANIZATIONAL COMPETENCY APPROACH IN PT PINDAD (PERSERO) BANDUNG CITY

AdBispreneur ◽  
2016 ◽  
Vol 1 (1) ◽  
Author(s):  
Iwan Sukoco ◽  
Ashar Rijal Fadillah
Keyword(s):  
Management Strategy ◽  
Talent Management ◽  
Business Strategies ◽  
Business Needs ◽  
Future Business

The biggest challenge of management today is wining talent war. Talent war is a situationwhen the company beat their competitors vying with each other to obtain the best talent in thelabor market. One strategy to win this war talent with talent management is implemented to define,discover, develop, and manage and retain talented employees in an effort to achievestrategic goalsand future business needs. The results showed the company has been able to align talentmanagement strategies with business strategies, creating a 360o assessment, developing a talentmindset, but the generational competence approach has not been done in a structured and tends tobe partial.

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.

Post-Pandemic Restorative Talent Management Strategy for SME Development

2021 ◽  
pp. 80-96
Author(s):  
Neeta Baporikar
Keyword(s):  
Literature Review ◽  
Human Resources ◽  
Systematic Literature Review ◽  
Management Strategy ◽  
Talent Management ◽  
Economic Activities ◽  
Indian Economy ◽  
Proper Management ◽  
Exploratory Approach ◽  
Over Time

Indian economy post-COVID 19 pandemic may witness a massive reengineering of all its economic activities. Some will cherish the change, while others will perish over time. The post-pandemic scenario will have a drastic impact across industries and sectors regardless of their scale or size. The magnitude of impact on SMEs and entrepreneurship is unfathomable considering the prevailing intensity of the crisis. SMEs should come up with plausible innovation and talented human force to sustain in the market. The enterprises should develop and nourish ‘talent culture' and should focus on ‘talent', which remains the most neglected component in Indian SMEs until today. Hence, adopting an exploratory approach with a systematic literature review, the chapter focuses on positioning the importance of talent management and its components in the SME framework to manage the post-pandemic crisis. In the process, the chapter deliberates on the key strategies for rearing SMEs through proper management of critical talent and human resources.

scholarly journals P-284 Using the charityworks graduate scheme as part of a talent management strategy

2018 ◽  
Author(s):  
Megan Andrews ◽  
Elisa Kallakivi ◽  
Sam Cain
Keyword(s):  
Management Strategy ◽  
Talent Management

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.

scholarly journals Examining the Efficient Risk Management Strategy of Korean Air during the Pandemic: Comparison with AAL, AF-KLM, DAL, and SIA

2020 ◽  
Vol 21 (2) ◽  
pp. 97-115
Author(s):  
Jihee Yoon ◽  
Seohyun Lee ◽  
Minji Hong ◽  
Sungmin Choi
Keyword(s):  
Risk Management ◽  
Airline Industry ◽  
Management Strategy ◽  
Travel Demand ◽  
Critical Factor ◽  
Economic Cost ◽  
Government Policies ◽  
Business Strategies ◽  
Risk Management Strategy ◽  
Business Decisions

The airline industry is one of the industries that were the most severely affected by the spread of COVID-19. As the travel demand was plunged, some airlines declared bankruptcies while others took strategies to cut the expenditures and revise the revenue stream (from the passenger flights to air freight). In this study, we assess the performance of Korean Air by examining the economic cost of COVID-19 on the overall airline industry and discussing how airlines coped with the plunged demands. Additionally, we examine the effect of external factors including government policies on each airline’s performance. In the end, the study highlights the significance of flexibility and agility in business decisions, especially when it comes to the decisions for risk management. In doing so, this study addresses the question, what is the most critical factor for business strategies that contribute to successful risk management?

Formalizing a Talent Management Strategy through a Competency Model Framework

2015 ◽  
Vol 3 (2) ◽  
pp. 132-144
Author(s):  
Tina J. Cajigas ◽  
Jane A. McGrath
Keyword(s):  
Management Strategy ◽  
Talent Management ◽  
Competency Model ◽  
Model Framework
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