Talent Management Processes

2016 ◽  
pp. 156-172
Author(s):  
Dave Ulrich
Keyword(s):  
Talent Management ◽  
Management Processes

Talent management processes and outcomes in a virtual organization

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Alessandra Vecchi ◽  
Bice Della Piana ◽  
Rosangela Feola ◽  
Chiara Crudele
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Virtual Organization ◽  
Talent Management ◽  
Content Type ◽  
Work Arrangements ◽  
Management Processes ◽  
Successful Business ◽  
Global Work

PurposeThis paper investigates how global talent management processes are adopted and implemented in a virtual organization to successfully address the challenges of global work arrangements and the sustainable human and social outcomes that can be achieved.Design/methodology/approachAdopting a single, exploratory and critical case study methodology, this paper analyzes a global distributed company, Automattic Inc., to provide in-depth and rich insights on successful business process management in the human resources (HR) domain.FindingsThe findings offer some exemplary and valuable lessons in sustainable human resource management for firms in all sectors on how to embrace global talent management in a more creative and sustainable way – and the benefits in terms of efficiency and effectiveness that can be derived – by identifying talent through auditions, recruiting by inspiring others to apply, developing talent by sharing the value of learning and retaining talent by having fun.Originality/valueThe study contributes a more rounded understanding of successful business process management in the HR domain. Due to the COVID-19 pandemic, this is particularly relevant and timely for all organizations (traditional or virtual) venturing into successful global work arrangements.

The Legal Environment for 360 Feedback

2019 ◽  
pp. 479-502
Author(s):  
John C. Scott ◽  
Justin M. Scott ◽  
Katey E. Foster
Keyword(s):  
Decision Making ◽  
Performance Management ◽  
Succession Planning ◽  
Talent Management ◽  
Legal Framework ◽  
Feedback Process ◽  
Perceived Fairness ◽  
Selection Procedures ◽  
360 Feedback ◽  
Management Processes

Many organizations rely on 360 Feedback to drive their strategic talent agendas. Even when 360 is purposed for development only, organizations are frequently reluctant to limit it to this use. The 360 data represent unique input that informs several talent management processes, from high-potential identification and promotion to performance management and succession planning. When 360 results are extended beyond development only and affect an employee’s status, however, a host of psychometric standards and legal requirements emerge. Highlighted is a series of considerations, beginning with design limitations as a decision-making tool (i.e., assessing performance while supporting development) and including score equivalence (across languages/cultures) and perceived fairness. After providing an overview of the legal framework of human resource decision-making, it is applied to the 360 Feedback process, including disparate impact, adverse impact, validation, and alternative selection procedures. The chapter concludes with recommendations for 360 practices, from design to implementation to use in making talent management decisions.

What Is “Strategic 360 Feedback”?

2019 ◽  
pp. 11-16
Author(s):  
David W. Bracken
Keyword(s):  
Decision Making ◽  
Behavior Change ◽  
Performance Management ◽  
Talent Management ◽  
Sustainable Change ◽  
360 Feedback ◽  
Feedback Culture ◽  
Management Processes ◽  
Management And Development ◽  
The Creation

Strategic 360 Feedback is defined as (a) having content derived from the organization’s strategy and values; (b) creating data that are sufficiently reliable and valid to be used for decision-making for talent management purposes; (c) being integrated into talent management, performance management, and development systems; and (d) being inclusive of all candidates for assessment. When these conditions are satisfied, Strategic 360 Feedback processes can create sustainable change in behaviors valued by the organization, create behavior change in key leaders, inform decisions integral to organization-wide talent management processes, and support the creation and maintenance of a feedback culture. All multirater processes should be developmental, and Strategic 360 Feedback in no way precludes its use for development purposes.

Perspective of Managing Talent in Indonesia

2017 ◽  
pp. 407-420
Author(s):  
Ratri Wahyuningtyas ◽  
Grisna Anggadwita
Keyword(s):  
Conceptual Framework ◽  
Talent Management ◽  
Qualitative Approach ◽  
Management Process ◽  
Management Processes

A superior organization is usually supported by systematically managing talent. The effective talent management will increase employees' commitment and satisfaction that lead to employees' engagement. Some of the issues that led to the ineffectiveness of management talent are a lack of understanding of the concept in managing talent, low commitment from every department, and goings of the best talents of the organization. This study aims to identify effective talent management processes in an organization, especially in Indonesia.This study also focused on how to retain employees who belong to the Y generation. A qualitative approach is used to explore the conditions that occur in every process of managing talent in 12 major companies in Indonesia were obtained through interviews and surveys. This study proposes a conceptual framework that shows several steps as a solution to the problem associated with managing the talented employee. There are three major groups in the talent management process including attracting talent, developing talent, and retaining talent.

An examination of talent management processes in Australian higher education

2020 ◽  
Vol 69 (6) ◽  
pp. 1271-1299
Author(s):  
Atheer Abdullah Mohammed ◽  
Abdul Hafeez Baig ◽  
Raj Gururajan
Keyword(s):  
Higher Education ◽  
Focus Group ◽  
Qualitative Study ◽  
Talent Management ◽  
Content Type ◽  
Individual Interviews ◽  
Management Processes ◽  
Talent Retention ◽  
New Ideas ◽  
Value Add

Purpose The purpose of this paper is to understand the best processes that are currently used in managing talent in Australian higher education (HE) and to examine the policies in terms of talent management processes (TMPs) that are derived from objective one. Pragmatic benefits for academic institutions focused on enhancing talent. Design/methodology/approach This study selects the mixed method as its research design. In the qualitative study, there were three methods: brainstorming, focus group and individual interviews, followed by the quantitative questionnaire study. The sample consisted of 6 participants for brainstorming, 11 in focus group, 6 individual interviews and 286 participants for the quantitative questionnaire, all conducted in nine Australian universities. Findings Three key themes: talent retention, talent development and talent attraction were explored by the qualitative study. The quantitative study tests the level of an importance regarding the three TMPs explored. Practical implications This empirical research is one of the first few studies that extended the previous investigation of TMPs in various industries to the HE sector. This research provides more debates for adding more new ideas in the Australian education strategic plans for HE. Originality/value This study offers a value-add to talent management literature through designing a quantitative measurement of TMPs for the educational sector. Consequently, there is a deficiency of pragmatic evidence in terms of TMPs in the aforementioned sector. Furthermore, this study provides a clear and comprehensive outline of the extant scholarly research of TMPs from the period 2006–2018.

scholarly journals Conclusion: is talent management a strategic priority in the hospitality sector?

2018 ◽  
Vol 10 (1) ◽  
pp. 117-123 ◽  
Author(s):  
Norma D’Annunzio-Green
Keyword(s):  
Design Methodology ◽  
Well Being ◽  
Talent Management ◽  
Business Success ◽  
Content Type ◽  
Strategic Approach ◽  
Management Processes ◽  
Hospitality Sector ◽  
Practical Implications

Purpose The purpose of this paper is to provide a conclusion to the theme issue question “Is talent management a strategic priority in the hospitality sector?” Design/methodology/approach The issues and debates relevant to the strategic question are summarised. Significant themes that have arisen across a number of papers are presented. This provides a clear indication of current issues in strategic talent management which are of relevance to hospitality practitioners and academics. Findings Five recurring themes are identified as being particularly relevant to hospitality organisations when considering a strategic approach to talent management. These are: the role of line mangers in employee development and well-being, talent management being used as a lever for culture change, the importance of contextualising approaches to talent management, the need for new and innovative ways of working to achieve a strategic approach to talent management and barriers for the development of a strategic approach caused by economic and day-to-day operational pressures. Practical implications The paper suggests a number of practical actions which could be taken to develop a more strategic approach to talent management. Originality/value The paper illustrates that hospitality operators understand the importance of a strategic approach to talent management and are using a range of talent management processes to drive business success but that new solutions to long-standing challenges are required.

Talent development and strategy at telecom major Bharti Airtel

2011 ◽  
Vol 10 (6) ◽  
pp. 25-30 ◽  
Author(s):  
Priyanka Anand
Keyword(s):  
Employee Engagement ◽  
Management Practices ◽  
Developmental Process ◽  
Talent Management ◽  
Content Type ◽  
Management Processes ◽  
Wide Scale ◽  
Hr Function ◽  
Depth Interviews

PurposeThe aim of this case study is to explore and understand the talent management innovations, practices and processes in a major telecoms company in India, Bharti Airtel.Design/methodology/approachThe paper is based on a study of the organization's talent management practices and a survey of executives, including in‐depth interviews with two key talent management executives, and a study of employees' perceptions of the organization's talent management and its impact.FindingsThe research revealed the organization's vision and methods for integrating talent management processes. Talent management is an important element of the development process for employees and is an organization‐wide practice. The process of effective management of the talent pool has led to enhanced employee engagement and reduced attrition and proportionately increased the average tenure of employees. The talent management strategy and processes have contributed in varying degrees to development and growth of employees.Research limitations/implicationsThis research is an elementary study posing the need for further research into the organization‐wide practice of managing talent.Originality/valueThe research addresses how talent management is perceived in a successful organization and examines the recognition and growing acceptance of talent management practices. Talent management is widely adopted by multinationals operating in India, however, most Indian organizations are either currently or soon to adopt the practice. They are dealing with issues such as whether talent management is an offshoot of HR processes or an independent developmental process, and how it will create a competitive advantage and enhance employee engagement. This case study shows how the adoption of talent management processes on an organization‐wide scale – not confined to the HR function – has helped the organization improve retention and development.

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