Gender, talent management and firm performance: MNCs' female-focused talent management practices in Russia

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.

Financial compensation and talent retention in COVID-19 era: The mediating role of career planning

This research seeks to contribute to the retention Duhok kidney & diseases transplantation center (DKDTC), and health organizations their talent in COVID-19 era. To achieve this objective, we use (IBM SPSS Amoss V.22) to analyze the mediating role of career planning (CP) in the relationship of financial compensation (FC) with talent retention (TR) in DKDTC. The data collected was analyzed through 63 questionnaires, which was distributed to the talents working in DKDTC from May 2020 to March 2021. The researchers reached several conclusions, the most important of which are that CP has a partial mediating role in the relationship between FC and TR. Therefore, this research recommends enhancing the ability of DKDTC and health organizations to TR in a COVID-19 era and they must be relying on FC, and a program that includes clear steps in CP.

A Retenção de Talentos e o Novo Normal de Recursos Humanos / Talent Retention and the New Normal of Human Resources

O presente estudo teve como propósito fazer uma investigação sobre a Retenção de Talentos nas Organizações e como objetivo, diagnosticar como é feito o processo de Retenção de Talentos nas Organizações atualmente, buscando delinear os fatores preponderantes para a retenção, com o propósito de atender às novas exigências para tal e continuidade de resultados almejados, diante do cenário desafiador de pandemia vivenciado nos últimos dois anos. Foram realizadas pesquisas exploratórias, por meio de uma revisão bibliográfica embasada nos conteúdos de autores da área, a fim de apresentar conceitos aprofundados sobre o tema em questão. Observou-se que embora, a retenção de talentos é um dos desafios do RH perante o “novo normal”, as ferramentas relacionadas à retenção de talentos das empresas evoluíram consideravelmente diante das circunstâncias, cenários atípicos e modificações no ambiente organizacional. O artigo resultou no melhor entendimento sobre o progresso organizacional e a transformação na visão dos talentos, os quais foram diretamente influenciados pela Covid-19. Por isso, almeja-se que este estudo contribua para o compartilhamento de conhecimentos interligados a essa nova realidade no mercado de trabalho durante e no pós-pandemia.---The purpose of this study was to investigate the Talent Retention in Organizations and to diagnose how the Talent Retention process is currently carried out in Organizations, seeking to outline the predominant factors for retention, to meet the new requirements for this and continuity of desired results, given the challenging pandemic scenario experienced in the last two years. Exploratory research was carried out, through a literature review based on the contents of authors in the area, to present in-depth concepts on the topic in question. It was observed that, although talent retention is one of the HR challenges facing the “new normal”, the tools related to talent retention in companies have evolved considerably considering circumstances, unusual scenarios, and changes in the organizational environment. The article resulted in a better understanding of organizational progress and the transformation in the vision of talent, which were directly influenced by Covid-19. Therefore, it is hoped that this study will contribute to the sharing of knowledge linked to this new reality in the labor market during and after the pandemic.

Examining HRM Practices in Relation to the Retention and Commitment of Talented Employees

The claim that human resources or human capital is the most important and valuable asset of organizations is widespread and widely accepted. For this reason, one of the biggest challenges for organizations is to find the right employees with the necessary skills, high potential, and talent. However, the challenge for organizations is not only to find, but also to retain and to use the potential of talented employees. The main aim of this study is to identify the HRM practices which most significantly affect the retention and commitment of talented employees. Based on factor analysis, individual factors of HRM practices were identified. Through canonical analysis, the relationships between the identified factors of HRM practices, talent retention (the intention of talented employees to remain in the organization), and the organizational commitment of talented employees were identified. One of the most important results of the study is the identification of human resource management practices that are most strongly associated with talent retention and commitment.

Talent Retention: A Mediator of the Relationship Between Talent Management Strategies and Succession Planning

Succession planning is becoming a focus point for discussion in business world as very few organisations are prepared with their successors for occupying the position as and when it is needed. With special reference to Indian pharmaceutical companies, where talent is critical and rare in nature, this becomes a more crucial requirement. This paper, by integrating theory of Internal Labour Market (ILM), deals with the relationship among talent identification (TID), talent development (TD), talent retention (TR), and succession planning in Indian pharmaceutical companies. A survey method was used for collecting the response of senior level managers of pharmaceutical companies located in Hyderabad, India, and the hypothetical model and structural relationships were tested via structural equation modelling (SEM). The findings of the research present that TR plays a role of mediator in the relationship of TID, TD and succession planning in organisations. This study helps pharmaceutical companies to be future ready for succession planning by using their regular talent management strategies skilfully. This study beautifully develops an empirical relationship between TID, TD, and succession planning with the mediating effect of TR. Research also brings out the theoretical importance of ILM theory. This, as per best of researchers’ knowledge, was not presented in earlier research on talent management or on succession planning.

A CONCEPTUAL REVIEW OF THE TALENT MANAGEMENT AND EMPLOYEE RETENTION IN BANKING INDUSTRY

The value of talent workers, talent management and talent retention has increased in the increasing economic circumstances of the world. Talented and devoted employees are often an integral part of every company. Smart, sophisticated, digitally literate, internationally astute and operationally agile businessmen are considered talented individuals. Talent management means that organisations have access to strategic planning with the best candidates with relevant expertise placed in the right place. Therefore, the aim of this study is to develop a conceptual model that explain the relationship between talent management and employee retention. The study will be used to accumulate empirical literature by the name of talent management and talent retention in different online database sources such as Google Scholars, Springer Link, Wiley, Science Direct, JSTOR, Emerald full text, Scopus, and EBSCO HOST, etc. The review findings of the study shown that any success or loss of a company mostly depends on the activities and survival of talented employees. The study also found that the retention of employees is one of the challenges that many public and private organisations face, has become an even greater challenge facing human resources professionals because there is a luxury of choice for talented candidates in the global job skills market. At the same time, there is a lack of research emphasizing only on banking industry. The proposed conceptual model depicts the significant effect of working environment and other dimensions of talent management and its effect on employee retention in banking industry.

Talent retention strategies for female academics in the higher education sector

This study aimed at identifying talent retention strategies for female academics in the higher education sector, paying particular attention to the Sub-Saharan context. Higher education institutions rely on the knowledge, abilities, and skills of their academics in order to keep abreast of the changing nature of higher education globally. These institutions of higher learning are required to be competitive and achieve their strategic goals in order to remain relevant in the sector. Studies have shown that female academics are leaving the higher education sector for the private sector for numerous reasons, including better salaries and further development. Additionally, some female academics are emigrating to European countries in search of greener pastures. Therefore, higher education institutions have to ensure that talent retention strategies are implemented to retain female academics, as well as to facilitate their progress to top leadership positions. The study utilized four crucial retention strategies identified in Kenya by Mutiria, Rukangu and Kubaison in 2015. These retention strategies include compensation and benefits, formal succession planning, training and development and career development opportunities. A quantitative research design was adopted for this study, whereby online questionnaires were completed by 112 female academics at a Sub-Saharan university. The data were analyzed using the Statistical Package for the Social Sciences (SPSS) version 27 for Windows. The results revealed a significant relationship between the four identified strategies and retention. Thus, institutions of higher learning should effectively implement these strategies in order to retain talented female academics, considering the dynamics in the sector.

REMOTE WORKING: FROM BENEFITS TO AN OBLIGATION FOR TALENT RETENTION STRATEGY INTHE SERVICE INDUSTRY

Purpose:This research seeks to investigate whether a remote working model has become a key factor influencing talent retention strategies during the covid-19 pandemic. Research Methodology:A mixed research methodology was applied following the grounded theory of conceptualization to assess data associations and explain their relationships. A situational analysis of relevant research related to the topic was conducted. Primary data collection included a total of 12 interviews issued to Human Resource personnel in the service industry and a survey to 115 people aged between 20-30 years who due to the covid-19 pandemic remain working remotely. Findings: We found out that 45% of people consider remote working as key when deciding on a new job. However much remote working has rapidly picked up momentum, managers still need to work on their management skills to enhance high-quality talent retention strategies and competitive advantage. Research limitations: We only focused on 17.47% of the labor force in the service industry who are between 20-30 years and due to covid-19 pandemic remain working remotely. However, most service industries had already implemented remote working models before the pandemic. Future research should include these companies as well and expand on the population scope. Practical Implications: The results could be used by managers to optimize productivity, efficiency and improve company talent retention strategies. Additionally, it offers employees work-balance benefits to consider for future jobs. Originality/Value: Remote working, talent retention strategies, and the service industry have been extensively researched. However, covid-19 influences a lot of these models and applicability especially in the service industry, unfortunately, it has been less explored.

Key Factors Influencing Talent Retention and Turnover in Convenience Stores: A Comparison of Managers’ and Employees’ Perspectives

This study identifies the main factors influencing turnover among convenience store employees from a managerial perspective and infers the changes necessary to reduce such high turnover rates. Employing the decision-making trial and evaluation laboratory (DEMATEL) methodology, it investigates the degree of mutual influence between evaluation indicators and constructs a network relation map for evaluation dimensions and criteria. This study also uses the DEMATEL-based analytic network process method to compute the influential weights of each dimension and criteria. According to the empirical results of the causality model, convenience store employees must first improve the relatedness dimension, and managers must first improve the existence dimension. These findings can help convenience store managers address talent retention and turnover problems, develop effective strategies to lower the high turnover rates at convenience stores, and offer solutions to new industry entrants to avoid potential problems that might lead to early exit.