Mastering Talent Management

2017 ◽  
pp. 31-46
Author(s):  
Nana Yaw Oppong
Keyword(s):  
Human Resource ◽  
Management Strategies ◽  
Popular Literature ◽  
Talent Management ◽  
Senior Executives ◽  
Human Resource Professionals ◽  
Under Five ◽  
The World ◽  
Individual Talent ◽  
Management Diversity

Although companies around the world have made talent management a top priority, most human resource professionals and senior executives believe their organizations have not fully resolved the talent management puzzle. The chapter investigates if there are any indicators that suggest that talent management is a puzzle. Applying mainly review of academic and popular literature, the assessment is done under five headings including talent and talent management definitions; the need for talent management; the root of talent management; talent management strategies and processes, and talent management-diversity integration. It is revealed that albeit being differentiator between organizations that succeed and those that do not, talent management is saddled with uncertainties, lack of clarity, and misunderstanding, which are hurdles that need to be cleared to pave way for more effective talent programs. To overcome these, organizations should avoid one common blueprint to all talent situations, but develop approaches that suit individual talent requirements.

Workforce Differentiation

2017 ◽  
Author(s):  
David G. Collings
Keyword(s):  
Human Resource ◽  
Future Study ◽  
Management Strategies ◽  
Central Element ◽  
Talent Management ◽  
Academic Literature ◽  
Differentiation Strategy ◽  
Hr Practices ◽  
Emerging Trends ◽  
Individual Talent

Historically, a key focus of human resource (HR) professionals was developing, implementing, and standardizing HR polices and processes to ensure employees perform in standardized ways. However, the utility of a standardized approach to HR practices has been increasingly questioned over recent decades. In this vein, formalized workforce-differentiation approaches to the segmentation of the workforce based on employees’ competence or the nature of roles performed to reflect differential potential to generate value has emerged as a central element of talent-management strategies. While earlier research on workforce differentiation identified individual talent as the locus of differentiation, more recently, the focus has shifted to strategic or pivotal jobs. This chapter reviews the emergence of workforce differentiation in the academic literature and charts key trends in this regard. The implications of a workforce-differentiation strategy for employees are also considered. The chapter concludes with a consideration of emerging trends and potential avenues for future study.

scholarly journals The effectiveness of talent management strategies in the development of human resources teaching from the point of view of the leaders and members of the faculty of Taibah University

2019 ◽  
Vol 3 (15) ◽  
Author(s):  
Badrya Abdullah Al-Skran
Keyword(s):  
Professional Development ◽  
Human Resources ◽  
Human Resource Development ◽  
Human Resource ◽  
Management Strategies ◽  
Resource Development ◽  
Talent Management ◽  
Point Of View ◽  
The University ◽  
Open Question

The study aimed to identify the effectiveness of talent management strategies in human resource development at the University of Taibah, And to develop the necessary scientific solutions and recommendations, which can contribute to enhancing the effectiveness of talent management strategies in human resource development. Using the descriptive approach, study sample consisted of 67 leader, the leader of the 95 representing the entire community of the original study, and88member of the faculty members out of 365. The study relied on questionnaire tool, included thirty-eight parts, distributed over four axes, polarization, the discovery, the professional development, and the retention. In addition to an open question. The study found a range of results, which are; The general grade of the effectiveness of talent management strategies in human resources development at the University of Taibah from the perspective of leaders and members of the faculty average, is a mean 3.13.The polarization strategy is the most effective in the talent management in the development of human resources at the University of Taibah, a mean 3.35. The second was professional development with an average (3.17) and third discovery with an average of (3.09) The retention strategy came to be the least strategy in the talent management effectiveness in human resource development at the University of Taibah, a mean 2.93.In light of the results , a number of recommendations and suggestions.

scholarly journals E-recruitment: A Social Media Perspective

2020 ◽  
pp. 51-62
Author(s):  
Md. Sajjad Hosain ◽  
Abu Hena Mohammad Manzurul Arefin ◽  
Md. Altab Hossin
Keyword(s):  
Social Media ◽  
Human Resource ◽  
Review Paper ◽  
Human Resource Professionals ◽  
Recruitment Process ◽  
Secondary Sources ◽  
The World ◽  
Literature Evidence ◽  
Practical Guidelines

Electronic recruitment (E-recruitment) has become a common phenomenon due to the increasing utilization of information technology by the human resource departments in many organizations around the world. However, recently, we can also observe the integration of social media as a part of e-recruitment although the practice is limited. This review paper aims at discussing the role of social media on e-recruitment process based on existing literature. Most of the previous studies indicate that social media is not being used as the main source of e-recruitment, rather as one of the secondary sources. Further, it has been revealed that such utilization of social media as complementary source is getting popular due to the inexpensive availability of information. The paper is expected to be beneficial for the scholars as a substantial literature evidence for reference as well as for human resource professionals for some practical guidelines (based on recommendations provided) regarding the utilization of social media information for e-recruitment.

scholarly journals Talent Management in Academia – The Indian Business School Scenario

2020 ◽  
Vol 9 (2) ◽  
pp. 184
Author(s):  
Rajiv Divekar ◽  
Ramakrishnan Raman
Keyword(s):  
Conceptual Framework ◽  
Human Resource ◽  
Business School ◽  
Performance Metrics ◽  
Business Schools ◽  
Management Strategies ◽  
Talent Development ◽  
Talent Management ◽  
Organisational Strategy

The purpose of this paper is to explore the gamut of human resource practices prevailing in private Indian Business Schools (B Schools) with specific focus on the talent management strategies adopted. The paper explores the interdependence of talent management strategies adopted by the private Indian business schools and the organisational strategy along with the metrics and scales used to measure the academic performance. The paper analyses and critiques the present scenario for lacking alignment between the vision vis-à-vis the strategies adopted for talent recruitment, talent development and retaining and rewarding talent. The paper debates on the fact that prudent talent management can help in developing a conceptual framework to augment performance of B Schools over long term by amalgamating the B school’s strategy with its performance metrics.

scholarly journals Do talent management strategies influence the psychological contract within a diverse environment?

2018 ◽  
Vol 16 ◽  
Author(s):  
Paul Poisat ◽  
Michelle R. Mey ◽  
Gary Sharp
Keyword(s):  
Work Environment ◽  
Human Resource ◽  
Psychological Contract ◽  
Management Strategy ◽  
Management Strategies ◽  
Talent Management ◽  
Working Environment ◽  
Generational Cohorts ◽  
Validated Questionnaire ◽  
Diverse Environment

Orientation: Even though globalisation has resulted in a more diverse workforce and working environment, talent management strategies have not evolved catering for the diversity experienced in organisations. It is assumed that talent management strategies developed on Western principles can be applied effectively to employees in emerging markets. However, the success of these strategies in creating a high-performance work culture is widely questioned.Research purpose: This study aims to empirically determine the relationship between talent management strategies on the psychological contract, and whether this relationship influences employee retention within diverse working environments, which includes generational cohorts, gender and ethnicity.Motivation for the study: As talent management strategies impact differently on the psychological contract of individuals across the generations, gender and ethnicity, it therefore implies that a fit for purpose talent management strategy must consider these variables. The reason for this study was to determine the influence of talent management strategies on the psychological contract and ultimately retention within the diverse environment of different generations, genders and ethnicity.Research approach/design and method: A structured, closed-ended Likert-type validated questionnaire was distributed to employed persons of differing ethnicity, gender and generations and emanating from various professions within the private and public sector (n = 711). A quantitative survey design was used.Main findings: A significant relationship between the work environment and the psychological contract on retention exists. On the contrary, no significant differences exist between growth and development and financial security. Unlike other research conducted on generational cohorts, this study revealed a strong correlation between talent management strategies and generational cohort preferences.Practical/managerial implications: Talent management strategies need to be flexible and inclusive in terms of generational differences, including but not limited to ethnicity and gender. Human resource practitioners are made aware that the work environment impacts most significantly on the psychological contract and ultimately on retention.Contribution/value-add: This study subscribes to the international literature and provides empirical evidence that demonstrates the importance of generational cohorts, gender and ethnicity when executing talent management strategies. This study empirically provides the basis for human resource (HR) practitioners to develop a customised generational talent management strategy to retain high performing individuals.

scholarly journals Towards liminality competence: a migrant's talent identity narratives for re-imagining global talent management

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Gwen Kuan-Wen Chen ◽  
Carole Tansley ◽  
Robert Chang-Chih Chou
Keyword(s):  
Knowledge Management ◽  
Interpersonal Relationships ◽  
Narrative Analysis ◽  
Management Strategies ◽  
Adult Life ◽  
Talent Management ◽  
Ethnic Discrimination ◽  
Identity Work ◽  
Content Type ◽  
Individual Talent

PurposeThe purpose of this paper is to answer two research questions: How does a self-initiated migrant (SiM)'s talent identity work operate in relation to their culture, the societies in which they live, their interpersonal relationships and their tacit knowledge development? and how can global talent management be re-imagined in light of this?Design/methodology/approachThis co-constructed autoethnography is produced from reflexive, dyadic interviews and text “conversations” with an SiM doing “global talent identity work” and uses narrative analysis to investigate how liminal competence is developed across the life cycle.FindingsThis study shows how talent identity work is rooted in the lived, meaningful experiences of individual talent, from childhood to adult life in a pandemic. The authors add to knowledge about COVID-19 experiences of SiMs, uncover poignant examples of the role of migrant ethnic and knowledge discrimination and identify lessons for managerial practice in engendering liminality competence by combining global talent management and knowledge management.Practical implicationsLessons are drawn for global talent management strategies that appreciate and support individual talent ethnic and knowledge inclusion of underappreciated migrant talent.Originality/valueExamining the connection between talent identity work and liminality competence, the authors show how an individual's talent might be wasted through different forms of discrimination and highlight how ethnic discrimination during a pandemic points the way to positive changes in talent knowledge management initiatives. This study suggests ways in which ethnic and knowledge discrimination might be addressed through talent management strategies.

Person–job fit matters in parastatal institutions: Testing the mediating effect of person–job fit in the relationship between talent management and employee outcomes

2017 ◽  
Vol 86 (3) ◽  
pp. 479-495 ◽  
Author(s):  
James Kwame Mensah ◽  
Justice Nyigmah Bawole
Keyword(s):  
Human Resource ◽  
Affective Commitment ◽  
Management Practices ◽  
Talent Management ◽  
Job Fit ◽  
Human Resource Professionals ◽  
Employee Outcomes ◽  
Talent Pool ◽  
Human Resource Practitioners ◽  
Quit Intentions

This article responds to recent calls for research examining the mechanisms through which talent management affects talented employee outcomes. Drawing insights from attraction–selection–attrition and ability, motivation and opportunity theories, the article examines one such mechanism, person–job fit, through which talent management influences talented employees’ affective commitment and quit intentions in parastatal institutions in Ghana. A sample of 232 talent pool members was used to test a partial mediation model using structural equation modelling. Our findings suggest that talent management has not only a direct effect, but also an indirect effect, on talented employee outcomes of affective commitment and quit intention via person–job fit. Implications of these finding are discussed. Points for practitioners Human resource practitioners can attempt to increase affective commitment and reduce quit intentions by seeking to match job tasks with talented employees’ knowledge, skills and abilities while, at the same time, addressing their needs by the supplies that emanate from their jobs using talent management practices. Human resource professionals can choose to assess the person–job fit of talented employees during the pre-selection phase to their talent pool. Human resource practitioners can achieve the person–job fit of current talent pool members by using job design and career planning, as well as career progression. For human resource professionals concerned with the retention of talented employees and increasing their commitment, attention to creating person–job fit through talent management practices may be useful in reducing employee intentions to leave and maintaining high commitment.

scholarly journals The complexity of the antecedents influencing accountability in organisations

2017 ◽  
Vol 29 (4) ◽  
pp. 419-439 ◽  
Author(s):  
Hayley Pearson ◽  
Margaret Sutherland
Keyword(s):  
South Africa ◽  
Human Resource ◽  
Empirical Research ◽  
Key Management ◽  
Exploratory Research ◽  
Senior Executives ◽  
Human Resource Professionals ◽  
Senior Managers ◽  
Content Type ◽  
The Individual

Purpose Business, society and academic literature all show an increase in the demand for greater accountability. Although accountability is deemed to be central to performance in the workplace, it is an ever-expanding, complex and elusive phenomenon. There is very little empirical research in human resource literature on accountability’s wide-ranging antecedents and how they are best implemented. This paper aims to set out to identify which factors have the greatest influence when holding an individual to account. Design/methodology/approach Qualitative, exploratory research methods were adopted. Twenty semi-structured, in-depth interviews were conducted with CEO’s, executives, human resource experts, senior managers and consultants in eight industries in South Africa. The data were analysed by thematic content analysis. Findings The findings identified five dominant antecedents that are required to effectively hold an individual to account for their performance. These are the culture and leadership of the organisation, the systems in the organisation, the values and recruitment means of the individual and the clarity of role. For each of these factors, the key management mechanisms were identified. Research limitations/implications The study was done in one country (South Africa) and only with senior executives. Practical/implications A “System of Accountability” model was developed depicting the interdependence of the factors and conceptualising a process that can be followed for human resource professionals and senior management to develop a culture of accountability. Originality/value There is a dearth of literature and empirical research on how to implement a combination of systems to ensure accountability in the workplace. This research offers some solutions to that gap in the literature.

scholarly journals Factors Affecting Talent Management towards Gen Y

2018 ◽  
Vol 7 (3.20) ◽  
pp. 100
Author(s):  
Fadillah Ismail ◽  
Ainul Mardhiyah Nor Aziz ◽  
Irmaw Ati Norazman ◽  
Siti Anisah Atab@Yaakoub
Keyword(s):  
Human Resource ◽  
Knowledge Economy ◽  
Talent Management ◽  
Factors Affecting ◽  
Gen Y ◽  
Critical Gap ◽  
Human Resource Strategy ◽  
The World ◽  
New Challenges ◽  
Resource Strategy

Talent management within organization is a human resource strategy that seeks to develop and retain talented and potential employee. Talent management among Gen Y has obtained critical enthusiasm for the organization. The research objective for this study is to develop conceptual framework of factors affecting talent management among Gen Y in organizations. Gen Y was chosen as the concentration of this investigation in relationship between factors affecting talent management (globalization, knowledge economy, changing the world work, demographic changes, and technology) and talent management. This study enhances to the new challenges and fulfill critical gap that now exists in organization. Thus, this research is important to academia and manager’s level to develop talent management and human resource strategy in the organizations. 

scholarly journals Shifting assessment practices in the age of COVID-19

2021 ◽  
Vol 3 ◽  
Author(s):  
Kim E. Dowdeswell ◽  
Hennie J. Kriek
Keyword(s):  
South Africa ◽  
Human Resource ◽  
Talent Management ◽  
Assessment Practices ◽  
African Continent ◽  
The World ◽  
Recent Trends ◽  
The Impact ◽  
Depth Interviews

The coronavirus disease 2019 (COVID-19) pandemic has had an unprecedented impact on the world of work, and we see a corresponding shift in the talent management and assessment spheres. This commentary reflects on the impact the pandemic has had on organisations’ human resource (HR) practices in general and on assessment practices in particular. Informed by insights drawn from a series of in-depth interviews with representatives of organisations in South Africa and on the broader African continent, we consider recent trends in unproctored internet testing (UIT) and virtual or video interviewing technologies that appear central to how organisations have adapted their assessment practices in a COVID-19 world. We also consider the role of various assessment practices in retrenchment and restructuring applications. Finally, potential implications for organisations and their assessment practices when moving towards a post-COVID-19 world are discussed.

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