talent pool
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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.


2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mario V. Norman ◽  
Kimberly M. Johnson

Purpose The purpose of this paper is to provide an overview of the phenomenon, or the lack thereof, of building a culturally inclusive organization, specifically suggesting this paper will offer tips for human resources (“HR”) practitioners in their quest to understand and enhance inclusivity. Design/methodology/approach This paper is written for practitioners, focusing on ways to foster employee inclusiveness through personal awareness. It includes business and professional rationales for HR practitioners recognizing the need for and the factors impeding employee inclusiveness in the workplace. Findings Organizations are facing an increasingly dynamic environment in which they must interact with and, possibly, rapidly respond to changes. As a competition, both domestically and globally, increases progressive organizations recognize ways to retain and grow their talent pool. Not having a robust understanding of diversity, generally and cultural diversity, specifically, can lead to a less inclusive work environment. Originality/value This paper discusses the multifaceted nature of diversity and the need to understand cultural diversity. Particularly how HR practitioners can be a catalyst for organizational change. This paper then proposes practical steps for HR professionals to help improve cultural inclusiveness in their workplaces.


2021 ◽  
pp. 69-77
Author(s):  
L. N. Konyagina ◽  
O. V. Ilyina

The article is devoted to the issues of the development of the personnel capacity of the public service on the example of the Moscow Department of Urban Development. The order of forming of personnel potential in executive bodies at the positions of the public civil service as well as the order of carrying out tender on replacement of the state positions are considered. The authors also pay their attention to the matters of drawing up and stage-by-stage promotion of the talent pool, applying for the replacement of the position of the public civil service of the city. The authors developed the recommendations on the development, advanced training of the personnel at the positions of the public service.


2021 ◽  
Vol 4 (3) ◽  
Author(s):  
Janemary Thirusanku ◽  
◽  
Manpreet Kaur a/p Inderjeet Singh

In the recent years, the representation of Black, Asian and Minority Ethnics (BAME+) in top management positions has been stagnant despite the increased talent pool. With the current issues arising involving the BAME+ community, it is of no surprise that these ethnic groups are still discriminated, even at their workplace. This is usually due to the culture and type of leadership at the company. Thus, this secondary research paper aims to find out the hurdles culture and leadership climate pose to talented BAME+ employees’ career progression. Nonetheless, the investigation, using existing data in the form of surveys, reports, and articles, will be limited to certain companies in the UK and US only. The result of this paper indicates that although there are some companies with good cultures and leaders which allow its BAME+ employees to progress in their careers, most companies do not practice an inclusive culture thus, talented BAME+ staff is often side-lined.


2021 ◽  
pp. 000313482095634
Author(s):  
Sharona Ross ◽  
Kenneth Luberice ◽  
Alexander Rosemurgy ◽  

Surgery, society, and the world are ever changing. The role of women in surgery is changing too and changing fast. For many women, this change is too slow, too fast, too disruptive, too confusing, and too dependent on others. A symposium such as this helps direct our discussions and thoughts, but many answers will evolve only with and after thoughtful consideration, debate, and action. The symposium is not a “gripe session,” but a call to arms for all stakeholders, including surgery. Surgery must evolve commensurate with the times and recognize the huge and unique talent pool women represent. Herein is the summary of the plenary session of the symposium. Hopefully, it will stir emotions and initiate debate which will lead to enlightenment and benefit to surgery, our patients, our employers, and all surgeons, both current and future. For those who want to be part of the dialogue, please take advantage of this opportunity. This symposium will continue to be held annually as we build our awareness and develop impactful ideologies to further the beneficial impact of the surgical community. Lead, follow, or get out of the way; your choice. We encourage all to be part of the process.


2021 ◽  
Author(s):  
Janemary Thirusanku ◽  
Manpreet Kaur a/p Inderjeet Singh

In the recent years, the representation of Black, Asian and Minority Ethnics (BAME+) in top management positions has been stagnant despite the increased talent pool. With the current issues arising involving the BAME+ community, it is of no surprise that these ethnic groups are still discriminated, even at their workplace. This is usually due to the culture and type of leadership at the company. Thus, this secondary research paper aims to find out the hurdles culture and leadership climate pose to talented BAME+ employees’ career progression. Nonetheless, the investigation, using existing data in the form of surveys, reports, and articles, will be limited to certain companies in the UK and US only. The result of this paper indicates that although there are some companies with good cultures and leaders which allow its BAME+ employees to progress in their careers, most companies do not practice an inclusive culture thus, talented BAME+ staff is often side-lined.


2021 ◽  
Vol 11 (4) ◽  
pp. 5533-5548
Author(s):  
Pankhuri Jaswal ◽  
Sonali Bhattacharya

Purpose: In a VUCA world and growing competition within organizations to attract the right talent, it is of extreme importance for the organizations to build employer branding strategies. Organizations need to know these strategies should be based on what factors. This study aims to understand how employer branding can be used as a tool to promote employer attractiveness. The study specifically explores the preferences of Millennial when they are looking for an employer. The study was done on MBA and BBA students, with and without work experience to know perspectives of both fresher’s who without having any experience aspire and wish their organizations to be of a certain kind and students with work experience who tend to eliminate difficulties they faced in previous organizations and prefer for certain values in their new organizations. 200 students took the survey. This study shows what factors the organizations or brand-building vendors should work on to target the right talent pool.


2021 ◽  
Vol 2 (4) ◽  
Author(s):  
Hai An

As people pay more and more attention to innovative talents, cultivating students' innovative ability has become the main starting point and ultimate goal of talent training in major universities. China needs a large number of innovative talents to realize the great national rejuvenation and to build the motherland's important reserve talent pool. Therefore, the effective cultivation of innovative ability is of great significance to the realization of the national talent training strategic goal. Aircraft-related majors are an important part of the national aerospace and aerospace majors, and training a group of innovative aerospace professionals is an important measure that the party and the country cannot ignore. This article takes how to train a group of innovative talents as a research starting point, and discusses the construction of aircraft-related professional courses and teaching strategies for the cultivation of innovative talents.


2021 ◽  
pp. 027347532110286
Author(s):  
Mark D. Groza ◽  
Louis J. Zmich ◽  
Mya P. Groza

Increasingly, professional sales programs receive financial support from company sponsors in exchange for varying types of branding and recruiting opportunities. This study builds on the literature regarding employer branding and talent acquisition by examining the effect sales program sponsorship has on students. Grounded in organizational reputation theories, brand equity, and the literature on corporate sponsorship, it is proposed that sponsoring a sales program leads to positive student–firm related perceptions. Additionally, it is predicted that classroom engagement in the form of coteaching enhances these positive effects. Two natural field experiments, one involving two semesters of professional sales students ( n = 90), the other involving four semesters of professional sales students ( n = 174), are conducted to test the conceptual model. Results confirm the study’s predictions that sponsoring firms are perceived more favorably by students, and classroom engagement enhances these positive perceptions. Finally, results suggest that firms with lower initial familiarity among students have the most to gain in terms of enhancing student perceptions through coteaching.


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