Identification and Measurement of Talent in Talent Management

Research problem and short review: Furthermore, little attention has been paid so far to how specific talent definitions, operationalization, and measures are experienced by assessees. Methodology: This multidisciplinary review aims to contribute to the establishment of a stronger theoretical basis for talent-management by presenting a conceptual framework of talent in which the definition, operationalization and measurement of talent and its relation to excellent performance is clarified. Analysis: we strongly advise organizations to incorporate self-assessment tools in their talent-identification processes. Main results: We conclude that a valid assessment of talent requires striking a balance between organizational responsibility and self-responsibility. Main contributions of your research: We systematically introduce 11 propositions into the framework, building on fragmented insights from the literature, from the fields of HRM, gifted education, positive psychology, and vocational psychology respectively.

An Optimal Dynamic Program of Talent Attraction and Development

This chapter develops a dynamic model which studies the firm's optimal strategy of talent attraction and development. It shows that the firm should start out with a high talent acquisition rate and low training rate. As more and more high talented workers are hired, the firm becomes more competitive, its profit increases and it begins investing in research and worker training to improve more its productivity. By doing, the firm contributes to the pool of public knowledge. These inter temporal spillovers allow the firm's efficiency to grow in the steady state. This is reached when talent acquisition peters out and the firm settles into a stable situation where its average efficiency grows at a constant rate due to the training activity only. The comparative dynamics and numerical simulations sections show that attracting the most efficient talents, reducing the talent acquisition cost and encouraging researchers and trainers through increasing their wage, improve the firm's average efficiency growth in both short run and long run.

Sustainable Framework to Attract, Develop, and Retain Global Talent

Effective talent management is essential for ‘competitive edge and future survival' (Marchington & Wilkinson, 2012, p. 200). Moreover, volatile economic context makes talent management more crucial to organisational success. Similarly attracting, developing and retaining talent particularly managerial, professional and technical in a sustainable way is herculean task indeed. With a growing problem of limited specialist and technical skills in the labour market there is definitely going to be escalated ‘war for talent', Both male and female leadership talent might be warranted for organisational success and economic development. There is also a considerable body of research suggesting a link between language, communication and how gender – and leadership – gets ‘done' in organisations. This chapter through grounded research and in depth literature review intends to discuss the current scenario and propose a sustainable framework to attract develop and retain global talent in particular. It is hoped that the chapter contributes and add to the talent management knowledge base.

Reflective Model and Proposition Development in Talent Management

Talent Management (TM) has received lots of attention of academics, practitioners, researchers, scholars and competitive firms in recent years, but there are many gaps left for further theoretical and empirical development. One of gap is lack of clarity of definition of TM, and the ongoing debate about whether it is merely re-packaging of already existing HRM practices or a new concept. In this context, this chapter concludes that TM practices are distinct from the traditional HRM practices. The authors have consolidated the existing literature on talent management for designing integrated model of talent management including its antecedents and consequences. The study calls future research to empirically test the derived propositions. The chapter includes various theoretical, economic, managerial and future research implications.

Talent Management in Multinational Companies in Tunisia

This study aims to take stock of the practices and draw up the prospects for a relatively new approach in which companies begin to measure efficiency. This approach is none other than talent management. This study is based on a survey conducted among a panel of multinational subsidiaries operating in Tunisia, all sectors combined, respondents on the basis of a self-administered online questionnaire. This survey is considered as the first and the major survey of talent management in the subsidiaries of multinationals operating in Tunisia.

Taxonomy of Talent Management

This chapter encompasses the concepts, description, identification, nomenclature, and classification related to the talent management in order to generate a deep conceptual framework related to this field. This research work will deal with how authors define this human capital considered as a strategic workforce through history and how it contributes to the business value. To gain this goal, a literature review will be conducted. This chapter contributes to existing literature on talent management proposing a conceptual framework.

Expatriate Staffing in Foreign Subsidiaries of Multinationals

The purpose of this chapter is to present a literature review of the published journal articles, from 1975 to 2016, related to the topic of expatriate staffing in foreign subsidiaries of MNCs. This chapter explains the main ideas, major findings and core limitations of the 37 articles searched via Web of Science™ Core Collection. Then, it gives the main ideas of other 32 articles found as a result of a legacy search to expand the review. The authors found that the number of firms/cases and parent/host countries in the studies is often limited, which makes it hard to generalize the findings. As revealed in recent studies, the results indicate that MNCs choose local-hired foreign managers for their subsidiary management teams as well as locals and expatriates. It is believed that this review will act as a guide for postgraduates, researchers, academicians, and professionals for their future work.