Despite the vast talk about digitalization and its ability to transform how organizations manage their workforce and their talent, our understanding of how the implementation and use of Talent Management Information Technology (TM IT) changes various organizational processes is limited. In this chapter, we use a qualitative case study of a multi-business unit professional services firm to highlight the complexity of the human – technology interface. Contributing to our understanding of the role of human resource management in talent management, we show how perceptions and attitudes toward information technology, in combination with existing social systems influence the role HR managers play in high potential talent identification. The chapter provides a more nuanced and context-based account of how eHRM, HRM and talent management materialize in organizations as HR professionals struggle to remain relevant in an increasingly digital world.
Wiblen, S. and Marler, J. (2019), "The Human–Technology Interface in Talent Management and the Implications for HRM", HRM 4.0 For Human-Centered Organizations (Advanced Series in Management, Vol. 23), Emerald Publishing Limited, pp. 99-116. https://doi.org/10.1108/S1877-636120190000023009Download as .RIS
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