Talent Management Study: U.S. Workplaces In Today's Business Environment, 2009

2013 ◽  
Author(s):  
Marcie Pitt-Catsouphes ◽  
Steven Sweet
Keyword(s):  
Talent Management ◽  
Business Environment ◽  
Management Study

Fundamentals of Talent Management

2017 ◽  
pp. 260-282 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Organizational Development ◽  
Global Economy ◽  
Continuous Process ◽  
Talent Management ◽  
Business Environment ◽  
Business Leaders ◽  
Emerging Trends ◽  
Related Development ◽  
Strategic Goals ◽  
Hr Managers

This chapter explains the overview of talent management (TM); the characteristics of global talent management (GTM); TM and human capital; TM and career development; the emerging trends of TM in the modern workforce; and the significance of TM in the digital age. TM is a continuous process that involves sourcing, hiring, developing, retaining, and promoting talented employees while simultaneously meeting organization's requirements. TM involves individual and organizational development in response to a rapidly changing business environment. The best TM plans should be effectively aligned with organization's strategic goals and business needs. Business leaders who implement the best TM processes are more prepared than their competitors to compete in the global economy and quickly capitalize on new opportunities. Executives and HR managers need to support the TM-related development of their talented employees to make necessary progress in the modern workforce.

scholarly journals Integration of Digital Platforms in Modern Human Resource and Talent Management

2021 ◽  
Vol 04 (11) ◽  
Author(s):  
Dildara Bakhtiyorovna Gapparova ◽  
Keyword(s):  
Literature Review ◽  
Human Resource ◽  
Personnel Management ◽  
Transformational Change ◽  
Talent Management ◽  
Business Environment ◽  
Modern Human ◽  
Working Environment ◽  
Extensive Literature ◽  
Digital Platforms

Technologies give opportunities to make smarter decisions about talents based on data and people analytics platforms. Corporations can kick start their transformational change to build momentum by embracing a bionic strategy that combines human and technical capabilities. There are varieties of different IT companies offering their platforms for personnel management. The purpose of this article is to investigate digitalization and its impact on talent management in a continuously digitalized business environment. The paper analyzes related studies on talent management and different aspects in managing people in a highly digitalized working environment using an extensive literature review of recent quantitative and qualitative papers from diverse sectors.

scholarly journals Managing Young People’s Talents and Their Development in Modern Management

2020 ◽  
pp. 162-170
Author(s):  
Mariya Mizintseva ◽  
Anna Sardaryan ◽  
Mariya Chugrina
Keyword(s):  
Young People ◽  
Undergraduate Students ◽  
Talent Development ◽  
Talent Management ◽  
Business Environment ◽  
Employment Training ◽  
Modern Business ◽  
History Of ◽  
The Subject ◽  
Development And Management

The article examines key problems and trends in functioning of talent management systems in the modern business environment. The authors give a brief history of the emergence of talent management as a personnel technology, a brief review of literature on the subject, investigate the main characteristics of a talented employee. In addition, the article presents the author’s research, the purpose of which was to identify the most pronounced talents among young people, as well as to study the necessary directions in the development of talents, according to young people. The study was attended by 350 students, including already working undergraduate students who are employees of Russian companies. As a result, it was revealed that the today’s youth often discover their talents in the field of sports, public speaking, learning foreign languages, entrepreneurship, etc. The main directions of modern young people’s talent development are the following: organizing scientific and creative activities for young people; participating in international intellectual, creative and sports competitions; creating conditions for training of young employees, etc. The authors note that the process of the talent development and management should be systematic and based on “school – university – employment – training” continuity.

Talent Management Practices, Employee Engagement, Employee Retention; Empirical Evidence from Malaysian SMEs

2021 ◽  
Vol 39 (10) ◽  
Author(s):  
Fadillah Ismail ◽  
Heng Ka Ka ◽  
NG Wee Fern ◽  
Muhammad Imran
Keyword(s):  
Employee Engagement ◽  
Quantitative Research ◽  
Employee Retention ◽  
Business Performance ◽  
Management Practices ◽  
Talent Management ◽  
Business Environment ◽  
Beneficial Impact ◽  
The Relationship ◽  
Self Administered Questionnaire

The aim of this research is to investigate the relationship between talent management practices, employee engagement, and employee retention in the small and medium-sized enterprises (SMEs) in Malaysia. To assess the current issues in the industry, a researcher performed a study of relevant themes and subjects in the most recent literature. The above research utilizes a framework to analyze the business environment, while also providing insight on how to employee retention and employees engagement. A study on quantitative research was done. A self-administered questionnaire is used in this study. In this study, convenience sampling methods were employed. A total of 55 employee answered the surveys correctly. This research was analyzed using SPSS version 26. According to the findings of the study, talent management practices have a beneficial impact on employee engagement and retention. Talent management practices contribute for 74.3 percent of employee engagement, and it is expected to improve by 92 percent if talent management is indicated. Talent management practices, on the other hand, accounted for 74.3 percent of employee engagement and are projected to grow by 92 percent if talent management is implemented in a business. The relevant conclusion from the study into talent management practices may have a beneficial impact on employee engagement and retention, allowing the organization to achieve business performance.      

scholarly journals TALENT MANAGEMENT AS AN INDISPENSABLE ELEMENT OF THE COMPANY'S DEVELOPMENT STRATEGY

2017 ◽  
Vol 11 (3) ◽  
pp. 149-161 ◽  
Author(s):  
Александра Панова ◽  
Alyeksandra Panova ◽  
Татьяна БАУРЧУЛУ ◽  
Tatiana BAURCHULU
Keyword(s):  
Development Strategy ◽  
Business Strategy ◽  
Rapid Development ◽  
Modern Society ◽  
Talent Management ◽  
Business Environment ◽  
Business Strategies ◽  
Main Element ◽  
Personnel Development ◽  
Highly Qualified

This article examines the principles on which the successful development of the personnel development strategy is based, with its main element - talent management, as well as its relationship to the overall business strategy of the organization. The person simultaneously acts as the object and the subject of management. To date, the growing role of man is due to the rapid development of the surrounding world, its transition to an information society for which time and knowledge are the greatest achievements in competition. Modern society is a complex multifunctional system. Therefore, one fact remains unchanged: workers are the basis of any enterprise, and their significance is reinforced by strategic competitive advantages of the enterprise, which are largely based on the applying necessary knowledge, skills and competencies in the changing business environment. The authors consider the approaches to the process of forming the personnel development strategy in an organization, and the relationship between business strategies and private strategies. The article also describes the main economic instruments and principles used in the drafting the personnel development strategy. The article defines the need to develop a talent management system that brings the human element to business strategy and business planning, giving people the close attention that they deserve. Russian organizations are increasingly interested in managing talented employees. Although so far the introduction and application of these solutions still remains the lot of large companies that have the capacity to grow additional human resources capabilities, as well as possessing a stable base of personnel management. However, in recent years, the demand for automation of talent management processes has increased several times. The demand for highly qualified employees and managers that is increasing with the market does not meet the offer. Effectively formed and implemented talent management as an element of the personnel development strategy is the guarantor of a purposeful and pre-conceived process of using and developing employees in order to achieve the strategic goals of the enterprise.

scholarly journals Weathering the storm: talent management in internationally oriented Greek small and medium-sized enterprises

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Foteini Kravariti ◽  
Emeka Smart Oruh ◽  
Chianu Dibia ◽  
Konstantinos Tasoulis ◽  
Hugh Scullion ◽  
...  
Keyword(s):  
Multinational Corporations ◽  
Hybrid Approach ◽  
Institutional Context ◽  
Talent Management ◽  
Business Environment ◽  
Content Type ◽  
Study Approach ◽  
Inclusive Approach ◽  
Talent Retention ◽  
Talent Acquisition

PurposeBased on a study of internationally oriented Greek small and medium-sized enterprises (SMEs), and using the lens of institutional theory, this paper extends the understanding of the extent to which Greece's institutional context influences talent management (TM). In so doing, the authors focussed on the key TM practices employed by SMEs to enhance and sustain TM: talent acquisition, development and retention. The authors also explore how these practices are shaped by the Greek institutional context.Design/methodology/approachEmploying a multiple case-study approach, the authors conducted 18 interviews in six distinctive SMEs operating in north, central and southern Greece. The data were thematically analysed to identify patterns across all SMEs.FindingsThis study found that unlike multinational corporations, internationally oriented Greek SMEs adopt a more inclusive approach to TM practices as well as that the country's institutional context presented important yet not deterministic hurdles. The authors also found that SMEs adopt an opportunistic approach to talent acquisition by utilising appropriate available sources to reach out for available talent. The authors provided evidence that SMEs adopt a hybrid approach to talent development in addressing talent scarcity. Finally, this study reported that talent retention is significantly appreciated by SMEs, who offer a range of intrinsic and extrinsic incentives to retain their talented workforce.Practical implicationsThis study provides stakeholders with insights into how effective TM practices can be considered a lifeline to organisational sustainability – particularly for SMEs in the contemporary challenging and fiercely competitive business environment. It also highlights the potential of inclusive TM practices to be part of an effective workforce management strategy: Relative to the prevailing institutional dynamic, stakeholders (policymakers and human resource practitioners) must engage in the multiple areas of individual talent acquisition, development and retention.Originality/valueIn a context of reforms, this study reports on TM practice in internationally oriented Greek SMEs. The authors also add to the literature on TM in SMEs by providing evidence on the conceptualisation and management of global talent in this context.

scholarly journals Talent Management Employee Development by Using Certainty Factor Method of Expert System

2021 ◽  
Vol 1 (1) ◽  
pp. 33-39
Author(s):  
Aditia Putra Hamid ◽  
Rosyid Ridlo Al Hakim ◽  
Aming Sungkowo ◽  
Trikolas Trikolas ◽  
Hendra Purnawan ◽  
...  
Keyword(s):  
Mathematical Modeling ◽  
Expert System ◽  
Confidence Level ◽  
Employee Development ◽  
Talent Management ◽  
Business Environment ◽  
Certainty Factor ◽  
System Framework ◽  
Factor Method ◽  
Job Promotion

Talent management is a factor that determines success in the business environment because talent management requires quantitative and qualitative skills. This study aims to implement the certainty factor (CF) method of an expert system for employee development talent management. This research using a certainty factor (CF) method to design an expert system framework. Due to the focus on our research aim, we provide a certainty factor calculation with mathematical modeling for calculating talent management employee development in X Company. The confidence level is 93.55% for a recommendation of not promotion of the job; for 52.38% is a recommendation that can be proposed for promotion, but HRD will evaluate in some time; for 98.73% is a recommendation for promotion of the job. We used CF calculation that can provide the level of confidence (in %). The calculation of the certainty factor (CF) method can be used for recommending job promotion in some companies.

Sign in / Sign up

Export Citation Format

Share Document