Talent Management
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2022 ◽  
Vol 7 (1) ◽  
pp. 32-39
Author(s):  
Robby Dharma ◽  
Lestari Gusnawati

The purpose of this research journal is to find out how much "The Influence of Good Corporate Governance, Work Life Balance, Talent Management and Person Organization Fit on Employee Performance at the Planning, Research and Development Agency (Bapelitbang) of Bukittinggi City. Methods of collecting data through surveys, interviews, and questionnaires with a sample of 34 respondents.The analytical method used is Multiple Linear Regression Analysis.The results of data analysis concluded, partially there is a positive and significant effect of Good Corporate Governance on Employee Performance. Partially there is a positive and significant effect of work life balance on employee performance. Partially there is a positive and significant influence of Talent Management on Employee Performance. Partially there is a positive and significant effect of Personorganization Fit on Employee Performance. Simultaneously there is a positive and significant influence of Good Corporate Governance, Work Life balance, Talent Management, Personorganization Fit on Employee Performance. The contribution of Good Corporate Governance, Work Life balance, Talent Management, Personorganization Fit variables is 0.641 or 64.1% while the remaining 35.9% is influenced by other variables


2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Marina Latukha ◽  
Snejina Michailova ◽  
Dana L. Ott ◽  
Daria Khasieva ◽  
Daria Kostyuk

PurposeThere is a substantial void in the understanding of the effect of talent management (TM) practices specifically targeted at females on firm performance. This paper investigates the relationship between female-focused TM and firm performance with the aim of demonstrating the importance of gender diversity in firms.Design/methodology/approachThe authors developed and empirically tested a contextually embedded model using data from 103 multinational corporations in Russia to examine the effect of female-focused TM on firm performance.FindingsThe authors found an overall positive relationship between female-focused TM and firm performance. The authors’ analysis also revealed significant positive effects of female-focused talent development and talent retention, but not talent attraction, on firm performance.Originality/valueThis paper contributes to the vibrant TM scholarship by focusing on female-focused talent attraction, development and retention practices.


Author(s):  
Tatyana Suvalova

The need for effective management of young talents is due to the modern conditions of globalization of the economy, the impetus for the development of which is the intellectualization of business processes, the use of advanced technologies, and the disclosure of the multipotential of employees of organizations. Talented employees are an important asset for solving business problems of companies, as well as a resource, the development of which must be planned. The aim of the study is to analyze modern practical approaches to managing young promising employees. The importance and significance of the development of soft skills (soft skills), such as critical thinking, analysis, problem solving and communication, was noted. The article discusses the concept of talent management: planning, selection, introduction to work, performance management, training and development, compensation, analysis of critical skills. Attention is focused on the connection between training and the implementation of assigned tasks, development of potential and strengths of each employee.


2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ramesh Ruben Louis ◽  
Noor Adwa Sulaiman ◽  
Zarina Zakaria

Purpose Prior literature on talent management (TM) in the audit setting has suggested several practices that may affect auditors’ performance. However, the study is limited in terms of a measurable set of comprehensive constructs of TM in the audit setting, as well as the impact of comprehensive TM constructs on auditors’ performance. Thus, the purpose of this study is to examine TM practices perceived to be important by auditors for auditors’ performance. Design/methodology/approach Data were obtained from 307 survey questionnaires received from auditors of large- as well as small- and medium-sized firms. Findings The study respondents perceived TM attributes related to supervision and review practices as the most vital for auditors’ performance. This category was followed by attributes related to ethics management practices along with training and development. The findings reveal that respondents generally perceived lower significance for attributes pertaining to work–life balance (WLB) and establishing a TM policy for auditors’ performance. While both top management and staff members of audit firms regarded WLB and establishing a TM policy to be of lower significance, top management placed greater importance on attributes related to ethics management, while staff perceived training and development attributes to be more critical. Originality/value This study examined a comprehensive set of TM practices (establishing a TM policy, recruitment, ethics management, training and development, supervision and review, remuneration, WLB and succession planning) and assessed the perceptions of audit practitioners on the significance of these practices on auditors’ performance.


Author(s):  
Cristina Fernandes ◽  
Pedro Mota Veiga ◽  
Carla Azevedo Lobo ◽  
Mario Raposo
Keyword(s):  

Organizations have recognized the need to have a workforce that can give the company direction and help it adapt to continuous market changes. Many organizations have taken note of this ever-changing competitive market and implemented the Graduate Development Program (GDP) to ensure the development and consistent supply of its talent pool. Adopting a qualitative research design with research instruments that allow interaction with all key stakeholders, the objective of this paper is to assess GDP as an interventional strategy for talent management, in the context of Namibia. The study findings are mixed as it shows that current and past employees feel that the GDP implementation is not effective due to their negative perceptions about the identification of outside talent and yet the findings did reveal that the GDP has resulted in improved talent sets and an enabling environment to recruit, develop and retain staff in critical positions.


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