INDUSTRIAL LINKAGE STRATEGIES AND THEIR ROLE IN BRIDGING THE EMPLOYABILITY GAP IN INSURANCE SECTOR

Purpose: Industrial linkage strategies are necessary in any industry since they promote development of new products and technologies and access to new capabilities.The objective of this study is to identify the industrial linkage strategies and their role in bridging the employability gap in the insurance sector. The purpose of the study is to enable the readers understand the emerging trends in the insurance industry that help to bridge the employability gap and the innovative programs and approaches that foster youth employability. Methods: A desktop literature review was used for this purpose. Relevant seminal references and journal articles for the study were identified using Google Scholar. The inclusion criteria entailed papers that were not over five years old. Conclusions: The study concluded that some of the industrial linkage strategies that have reduced the employability gap include; use of high-tech programs, the hierarchy of critical skills and industrial talent strategy. Their role in bridging the employability gap in the insurance sector has resulted in increase in productivity among employers and employees in the insurance sector. Recommendations: The study recommended that insurance companies should incorporate and partner the high- tech companies who are more digitized, reinvent their workforce models and come up with training programs to nurture and equip their employees with top talent and adaptable skills.

Exploring the Role of Neuroscience in Talent Management

The purpose of this paper is to explore the role of neuroscience in talent management (TM), discuss and analyze the findings that can have a potential role in the execution of talent strategy in organizations, and bring out the future research agenda. Corporates adopting this science have been found to understand what motivates employees and drives excellence. Neuroscience elucidates how talent strategies can be improved to meet organizations' strategic goals. This paper suggests that such talent management interventions may improve employee engagement and development and calls for further research and thinking. A systematic study on past literature published on Neuroscience, Psychology, Talent Management, L&D was conducted. By applying ideas from the paper, TM professionals can improve talent strategies to meet business objectives. It will also help comprehend and cement the connection between neuroscience and TM. This research has not covered the challenges associated with combining neuroscience and TM. The findings are theoretical and are not supported by quantitative results via primary research.

Factors affecting talent management in Vietnam

The purpose of this research is to evaluate factors affecting talent management in Vietnam. Through building the theoretical basis and literature review, the author chooses 4 typical factors: Talent strategy; Motivation to work; Work environment; Corporate culture to assess the impact on talent management. The strength of that research is to use the SPSS model in conjunction with AMOS, and at the same time carry out surveys on the largest scales of Vietnam to accurately assess the model compared to other research. The study used survey data of 570 samples, collected from 27 enterprises with the largest scale in Vietnam. Research results show that there is a difference between the influences of selected factors on talent management in Vietnam. From the results of this study, a system of scales to evaluate talent for the business was re-tested, and at the same time showed the relationship between latent variables in the model as well as between latent variables and variables observe. Since then, the author gives recommendations to improve the efficiency of talent management in Vietnam. These recommendations include awareness of talent management, appropriate remuneration, strategies, recognition and support for talent at work, satisfaction, confidence in the leadership.

THE ROLE OF TALENT MANAGEMENT IN IMPROVING STRATEGIC PERFORMANCE OF SAUDI MANUFACTURING COMPANIES

This paper aimed at investigating the impact of talent management strategies on improving the strategic performance of business organizations. To achieve the study objectives, a survey methodology was utilized using questionnaires for collecting data from seventy-six Saudi manufacturing listed companies which represents the research population. Statistical Package for Social Sciences (SPSS, V. 19) was utilized for data analysis using several statistical tests and methods including arithmetic Mean, Standard Deviation, Exploratory Factor Analysis, and Linear and step Regression. The main findings of the study indicate that talent management strategies dimensions together have a significant impact on strategic performance. However, individually, it was found that development and motivation were the only talent strategy dimensions that have a significant impact on strategic performance. In addition, the study reveals that talent management strategies were moderately implemented in Saudi manufacturing companies with a mean of (3.57) and that their strategic performance was also moderate with a mean (3.55). The study presented several recommendations for Saudi manufacturing companies including that importance of establishing specific section for talent management responsible for implementing talent management strategies according to scientific methodology that would enable these companies to achieve positive results in the long run. KEYWORDS: Talent management, Strategies performance, Manufacturing Companies.

Getting Ready and Leading Higher Education in the times of COVID-19: An interview with Professor DrOsman Hasan (Pro-Rector Academics)National University of Sciences and Technology, Islamabad, Pakistan

Purpose: The purpose of this viewpoint is to present an interview with Professor Dr Osman Hasan (Pro-Rector Academics) to get his perspective on getting ready and leading higher education in the times of COVID-19. Design/ Approach/Methodology: A semi structured interview was conducted. Findings: This viewpoint type of paper is the one person’s personal view/ perspective, albeit, the person has a tremendous success in a top ranked national university with over a decade or experience as a fulltime researcher and academic. Originality/Value: This viewpoint reflects the valuable considerations for leaders in higher education sector. Keywords: Future of HEI, COVID-19, Teaching, Attracting Talent, Strategy, Paper type: Viewpoint

Twitting for Talent by Linking Social Media to Employer Branding in Talent Management

This paper reconnoiters and gives importance to how social networking has been tactically applied as a current means by many companies for branding their companies and inventive talent acquisition approaches in India. This research backs to the arenas of the domain talent management and has crucial suggestions for industry practitioners concerning the practicality of social network websites (SNWs) to organizational branding, talent management. Interviews were taken, which was a qualitative way of getting responses from 78 focussed group discussion with HR professionals working in information technology companies (IT). Later the data was analysed to their talent acquisition techniques that endorse the increasing consumption of (SNWs) social networking websites as part of their talent strategy.

Ina Food Industry: A Company that Makes Employees Happy

"This research illustrates how a traditional Japanese company, Ina Food Industry, focuses on talent operations, engagement, their well being and social innovation. The authors worked with key executives and talent operators from Ina Food Industry to underpin the main characteristics of their talent operations strategy and to determine how the organization draws from its corporate philosophy and core elements of traditional Japanese culture to create sustainable user engagement and to develop a unique employee value proposition. Keywords: Innovation, Japan, Organization, Transformation, Sustainability, Talent, Strategy, Ethics JEL Classification: M10, L66 "

Designing integrated Conceptual Model of Talent Management Using Meta-Synthesis Approach

It is widely accepted that in the recent economic downturn, there are many demands for talent, and thus many organisations employ talent management systems to create a competitive advantage. The lack of an integrated talent management process, as a strategic approach, leads to a waste of time, effort, and money. The present study aims to provide an integrated model of talent management using the meta-synthesis approach. This study falls within the category of applied research in terms of purpose and meta-synthesis in terms of methodology. The researchers in this study, in a meta-synthesis way, have carefully scrutinised the topic and combined the findings of both quantitative and qualitative research studies. In this regard, 3615 research studies in the field of talent management and integrated talent management were selected by searching in Web of Science (2008-2018), Magiran, University of Tehran’s magazines, and international databases of papers and books; and finally, based on 106 studies underwent content analysis, dimensions and codes were extracted, and the significance and priority of each one were determined using the Shannon entropy. Based on research findings, management and planning codes for succession, learning, and talented employee involvement; organisational acceptance; and talent strategy relationship with business strategy, progression management, and organisational culture had the highest impact. Finally, according to the extracted components, the proposed model was presented.

An Integrative Literature Review and Future Directions of Decent Work

The aim of decent work is to promote opportunities for women and men to obtain decent and productive work, in conditions of freedom, equity, security, and human dignity. Previous researches show that decent work has a significant impact on talent strategy on the national level, competitive advantage on organizational level and work demand meeting on the individual level. Thus, it draws much attention to home and abroad scholars. This paper reviews the previous research on decent work definition, dimensions, status quo, and related variables. Based on the research results and combined with the conservation of resource theory, this paper clarifies the definition and structure of decent work from the management perspective. From the perspective of resource gain spiral and resource loss spiral, this research proposes a theoretical framework of "perception of decent work-work attitude-work behavior". Accordingly, this study proposes suggestions for improving decent work by focusing on the definition of decent work on individual perspective, decent work scale development, and relationship among decent work perception, work attitude, and behavior in future research.