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 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.

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.

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 The Impact of Business Schools: Increasing the Range of Strategic Choices

2019 ◽  
Vol 23 (2) ◽  
pp. 88-98 ◽  
Author(s):  
Christophe Lejeune ◽  
Ken Starkey ◽  
Michel Kalika ◽  
Sue Tempest
Keyword(s):  
Conceptual Framework ◽  
International Business ◽  
Business School ◽  
Business Schools ◽  
Strategic Choices ◽  
Academic Publications ◽  
The Impact

The notion of impact is becoming important for international business schools, which are under increasing pressures related to their legitimacy. Although the term impact has gained in popularity, common approaches to business school impact rely either on academic publications or alumni’s salaries. To help uncover the potential for other approaches, we develop a conceptual framework as a basis for studying business school impact. The pluralism of approaches in terms of business school impact opens new spaces for original strategic choices, therefore limiting pressures for organizational isomorphism. Nevertheless, the notion of impact also has some limitations that need to be considered.

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 Exploring talent management execution in the Ministry of Justice in the Namibian public sector

2019 ◽  
Vol 17 ◽  
Author(s):  
Kristofina Filippus ◽  
Cecilia M. Schultz
Keyword(s):  
Public Sector ◽  
Conceptual Framework ◽  
Human Resource ◽  
Management Practices ◽  
Talent Management ◽  
Exploratory Research ◽  
Structured Interviews ◽  
Managerial Implications ◽  
The Government ◽  
Strategic Execution

Orientation: The Ministry of Justice in the government of the Republic of Namibia, which is tasked to implement an effective judicial system in the country, is one of the public sector institutions rocked by a shortage of critical skills.Research purpose: The aim of this study was to scrutinise the execution of talent management practices in the Ministry of Justice in the Namibian public sector by investigating the talent management execution levels, identifying the distractors and enablers that form part of the talent management practices and developing a conceptual framework of talent management execution.Motivation for the study: The war for talent is evident in the Ministry of Justice in the Namibian public sector, and limited research exists regarding the execution of talent management in this organisation.Research approach/design and method: The research was based on an exploratory research design and a qualitative approach was used. Purposive sampling was utilised and semi-structured interviews were conducted. The data were analysed by means of qualitative content analysis.Main findings: Talent management was executed on three levels: human resource execution, operational execution and strategic execution. Specific distractors and enablers were identified and formed part of the talent management practices.Practical/managerial implications: To execute talent management properly, managers and human resource managers should attend to the identified talent management distractors and enablers.Contribution/value-add: Talent management execution levels and the relating distractors and enablers were identified. A conceptual framework of talent management execution in the Ministry of Justice in the Namibian public sector was developed.

scholarly journals Talent Management Strategies and their Role in Improving Crisis Management

2018 ◽  
Vol 4 (4) ◽  
pp. 1
Author(s):  
Omar Mustafa Muhammad
Keyword(s):  
Crisis Management ◽  
Management Strategies ◽  
Talent Development ◽  
Talent Management ◽  
Research Community ◽  
Three Dimensions ◽  
Public Officials ◽  
City Center ◽  
Talent Retention ◽  
Independent Variable

The research seeks to identify the correlation and impact of talent management strategies in improving crisis management among leaders and managers of tourist hotels in Sulaymaniyah for the research community. In this research, researchers (Talent Management Strategies) adopted a major independent variable, including three dimensions (Talent Recruitment, Talent Development and Talent Retention) and Key Respondent Variable (Crisis Management), which includes three dimensions (preparation and preparation of the crisis, Crisis, settlement and restoration of conditions). Where a sample of tourist hotels was selected in Sulaymaniyah city center, a questionnaire was designed to collect data.A total of (60) questionnaires were distributed to the sample of the research (managers and public officials). The results showed a positive correlation between the variables. Based on the results of the research, a number of recommendations were presented, most notably the need for tourism hotels to devote sufficient knowledge to the use of talent management strategies in order to have the ability to cope effectively and effectively to obtain a position and position among other organizations.

scholarly journals Globális tendenciák a tehetségnevelésben - Tehetséggondozó programok

2021 ◽  
Author(s):  
Gordon Győri János
Keyword(s):  
Developmental Stages ◽  
Rapid Development ◽  
Talent Development ◽  
Talent Management ◽  
Development Programs ◽  
Short Term ◽  
New Developments ◽  
Training Opportunity ◽  
Talent Education

A tehetségnevelés mára univerzálisan elterjedt eszközei a tehetséggondozó programok, illetve a vegyes tehetséggondozó tevékenységek (Gagné, 2018). Míg az előbbiek hosszú távú, a tanulók fejlesztését akár több életkori és fejlettségi szakaszon keresztül komplexen támogató tehetségnevelési tevékenységek, amelyek jellegzetesen egy vagy néhány alapvető tehetségpedagógiai alapkoncepció köré szerveződnek, az utóbbiak rövid távú, egy-egy kisebb téma vagy tevékenységelem köré épülő fejlesztések, amelyeket a tanulók tipikusan mozaikosan válogatnak össze maguknak. Jelen tanulmány a tehetséggondozó programokra fókuszál. A szerző négy területen mutat be két-két tehetséggondozó programot, a vezetői tehetség fejlesztésére, a közoktatási és felsőoktatási tehetségnevelésre, az offline és online tehetséggondozásra, valamint a kisebbségi tanulók tehetséggondozására hozva példákat. Noha a cikk egyik példája azt mutatja meg, milyen változások történnek a tehetséggondozásban a globalizáció hatására, ahogyan azt manapság értjük, általában is az mondható, hogy a mai tehetséggondozás nemzetközi szinten az egyre globálisabbá válás irányába igyekszik haladni: arra törekszik, hogy egyetlen potenciális tehetségterület, egyetlen megfelelő tehetségazonosítási lehetőség, egyetlen oda való személy, egyetlen társadalmi csoport, egyetlen képzési lehetőség se maradjon ki a tehetséggondozás lehetőségeiből, elvetve a korábbi, nem kevéssé elitista irányvonalak számos jellemzőjét. Az új fejleményeket elemezve a tanulmány végén a szerző megfogalmazza azt a véleményét, miszerint a tehetséggondozás terén lezajló jelenlegi gyors fejlődés után a mesterséges intelligencia megjelenése hoz majd igazán kopernikuszi fordulatot a tehetséggondozásban.According to Gagné (2018), talent development programs and mixed talent development activities (provisions) are universally used tools in talent education. While the former are long-term talent development activities that comprehensively support the development of learners through several age and developmental stages, typically organized around one or a few basic concepts in talent development, the latter are short-term developmental activities, based on a smaller theme or activity element, and they are mosaically selected by the students. The present study focuses on talent development programs. The author presents two-two talent development programs in each of four areas, giving examples of leadership talent development, public and higher education talent education, offline and online talent management, and talent management for minority students. Although one example of the article shows the changes that are taking place in talent management as a result of globalization, as we understand it today, it can be said in general that today’s talent management is moving towards becoming increasingly global at the international level: no suitable opportunity for talent identification, no person there, no social group, no training opportunity should be left out of the possibilities of talent management, rejecting many features of the previous, rather elitist lines. Analyzing the new developments, at the end of the study, the author formulates his opinion that after the current rapid development in the field of talent management, the emergence of artificial intelligence will bring a truly Copernican turn in talent management.

Smart HR 4.0 – how industry 4.0 is disrupting HR

2018 ◽  
Vol 26 (4) ◽  
pp. 7-11 ◽  
Author(s):  
Brijesh Sivathanu ◽  
Rajasshrie Pillai
Keyword(s):  
Conceptual Framework ◽  
Human Resource ◽  
Leadership Style ◽  
Industry 4.0 ◽  
Emerging Technologies ◽  
Talent Development ◽  
Content Type ◽  
Body Of Knowledge ◽  
Employee Attrition ◽  
Strategic Role

Purpose This paper aims to highlight the importance of Smart Human Resources 4.0 (Smart HR 4.0) and its role as a catalyst in the disruption process in the human resource domain. This paper illustrates the advantages of Smart HR 4.0 in the HR domain by using the example of Credit Suisse, which has extensively used people analytics to reduce employee attrition. Design/methodology/approach The paper discusses the role of Smart HR 4.0 as a disruptor in the human resource domain. With the help of the Smart HR 4.0 conceptual framework, this paper illustrates how Smart HR 4.0 disrupts the talent on-boarding, talent development, and talent off-boarding process. Findings An organization would require a successful Smart HR 4.0 strategy to cope up with the challenges of Industry 4.0 transformation. Emerging technologies such as Internet-of-Things, Big Data, and artificial intelligence will automate most of the HR processes, resulting in efficient and leaner HR teams. Both organization structure and leadership style changes would be required for efficient Smart HR 4.0 implementation that would allow HR departments to play a more strategic role in the overall organization growth. Originality/value This paper contributes to the existing literature and body of knowledge in the HR domain by developing a Smart HR 4.0 conceptual framework. This paper discusses how Smart HR 4.0 acts as a catalyst in the disruption of talent ion-boarding, talent development, and talent off-boarding process with the help of emerging technologies and change in the employee generation.

Connecting Crop Nutrient Use Efficiency to Future Soil Productivity

2018 ◽  
Vol 102 (4) ◽  
pp. 8-10
Author(s):  
Fernando García ◽  
Andrés Grasso ◽  
María González Sanjuan ◽  
Adrián Correndo ◽  
Fernando Salvagiotti
Keyword(s):  
Nutrient Management ◽  
Nutrient Use Efficiency ◽  
Management Strategies ◽  
Crop Productivity ◽  
Soil Productivity ◽  
Nutrient Use ◽  
Grain Crop ◽  
Wide Scale ◽  
Use Efficiency

Trends over the past 25 years indicate that Argentina’s growth in its grain crop productivity has largely been supported by the depletion of the extensive fertility of its Pampean soils. Long-term research provides insight into sustainable nutrient management strategies ready for wide-scale adoption.

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