Talent Management and Career Management

As organizations operate in an inexorable marketplace, there are always new and unpredictable difficulties that make managerial roles harder and the achievement of organizational goals and objectives more critical. Recently, the implementation of talent management practices in achieving sustainable organizational performance that will match the firms’ operational and strategic goals have been the concern of both academics and practitioners, but the issue has not been exhaustively investigated. Thus, the aim of this study is to investigate the effect of talent management practices on the sustainable organizational performance in real estate companies located in the United Arab Emirates. This paper seeks to make contributions through an empirical evaluation of talent management in the United Arab Emirates. A structured questionnaire was distributed to collect data from a study sample of 306 managers working in real estate companies. The proposed hypotheses were verified by structural equation modeling (SEM). The results of this study show that talent attraction and talent retention had no impact on the sustainable organizational performance, whereas learning and development and career management were found to have significantly positive impacts. The study suggests that learning and development, and employee career management, should be leveraged on by the management by concentrating on the coaching and training programs and job rotation so that the firm can achieve sustainable organizational performance.

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Penerapan Electronic Human Resource Management di Perusahaan

Jurnal Ilmiah Infokam ◽

10.53845/infokam.v17i1.285 ◽

2021 ◽

Vol 17 (1) ◽

Author(s):

Cut Zurnali ◽

Alex Sujanto

Keyword(s):

Performance Management ◽

Business Processes ◽

Personal Information ◽

Workforce Planning ◽

Talent Management ◽

Training And Development ◽

Career Management ◽

Job Evaluation ◽

Recruitment System ◽

System F

Sistem Informasi Sumber Daya Manusia merupakan subsistem dari MSDM-e, adalah bentuk khusus dari sistem informasi yang didirikan untuk kebutuhan MSDM. Sistem MSDM bertujuan untuk meningkatkan proses bisnis departemen SDM dan untuk mencapai hasil yang lebih efisien dalam proses bisnis. MSDM-e dirancang untuk personel yang berada di luar departemen SDM dan karyawan serta manajer organisasi. MSDM-e memungkinkan aplikasi SDM digunakan oleh karyawan organisasi tanpa ada batasan tempat dan waktu di luar organisasi. Sistem MSDM bukanlah teknologi itu sendiri, tetapi integrasi proses SDM dengan teknologi informasi dan komunikasi. Berdasarkan sudut pandang ini, MSDM-e dilihat. MSDM berbasis web dan praktek MSDM berbasis TI dapat dianggap sebagai pengembangan dan tahapan yang memfasilitasi berfungsinya sistem informasi MSDM. Penerapan MSDM-e pada praktik MSDM dalam organisasi dapat berupa: (a) e-organization structure, business processes and document tracking; (b) e-workforce planning; (c) e-recruitment system; (d) e-personal information, payroll accounts, leaves and exit procedures system; (e) e-job evaluation and e-remuneration system; (f) e-performance management system; (g) e-training and development; (h) e-career management and talent management. Praktik MSDM-e ini dapat meningkatan efektivitas dan efisiensi bagi organisasi.

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Factors Affecting Talent Management Strategies in Construction Companies

Almana : Jurnal Manajemen dan Bisnis ◽

10.36555/almana.v4i3.1479 ◽

2020 ◽

Vol 4 (3) ◽

pp. 392-397

Author(s):

Agustinus Setyawan ◽

Alden Nelson

Keyword(s):

Knowledge Management ◽

Construction Industry ◽

Management Strategy ◽

Talent Management ◽

Career Management ◽

Significant Positive Effect ◽

Construction Companies ◽

Management Commitment ◽

A Company ◽

Positive Effect

Business competition in construction companies is getting tighter and human resource management is one of the essential things in supporting the company’s competitiveness. The right strategy is needed if a company wants to build a strong team by forming highly talented people in a company. This study aims to analyze the influence of management commitment, organizational culture, reward system, career management, and knowledge management on talent management strategy. The method used in sample selection is a non-probability method with purposive sampling technique and the population is employees who work in the offshore construction industry in Batam. This study uses a questionnaire to frontline management employees of the offshore construction industry and the rate of return of the questionnaire is 50 sheets. The statistical method used to test the hypothesis is multiple regression using the SPSS program. The results of the research conducted indicate that the management commitment and knowledge management variables have a significant positive effect on the talent management strategy, while the organizational culture variables, reward systems, and career management do not have a significant positive effect on the talent management strategy.

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