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Article
Publication date: 1 December 2005

Brian Beal

The purpose of this paper is to reviews the latest policies in recruitment and retention, paying particular attention to initiatives at UPS.

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Abstract

Purpose

The purpose of this paper is to reviews the latest policies in recruitment and retention, paying particular attention to initiatives at UPS.

Design/methodology/approach

This briefing is prepared by an independent writer who adds his own impartial comments and places the articles in context.

Findings

Hiring the most highly‐qualified candidate for a job, whether recruiting from a prestigious business school or tempting a “star” performer from a rival company, may be counter‐productive. Some organizations have come to the conclusion that “good quality” rather than “star quality” recruits stay longer, and that nurturing and developing talent rather than buying it in, is the best way forward.

Practical implications

Provides plenty to interest top executives who specialize in recruitment and retention.

Originality/value

Illustrates why talent management should be high on the human resource agenda.

Details

Human Resource Management International Digest, vol. 13 no. 7
Type: Research Article
ISSN: 0967-0734

Keywords

Book part
Publication date: 15 July 2020

Boris Groysberg, Eric Lin and George Serafeim

Using data from a top-five global executive placement firm, the authors explore how an organization's financial misconduct may affect pay for former employees not

Abstract

Using data from a top-five global executive placement firm, the authors explore how an organization's financial misconduct may affect pay for former employees not implicated in wrongdoing. Drawing on stigma theory, they hypothesize that although such alumni did not participate in the financial misconduct and they had left the organization years before the misconduct, these alumni experience a compensation penalty. The stigma effect increases in relation to the job function proximity to the misconduct, recency of the misconduct, and an employee's seniority. Collectively, results suggest that the stigma of financial misconduct could reach alumni employees and need not be confined to executives and directors that oversaw the organization during the misconduct.

Details

Employee Inter- and Intra-Firm Mobility
Type: Book
ISBN: 978-1-78973-550-5

Content available
Book part
Publication date: 15 July 2020

Abstract

Details

Employee Inter- and Intra-Firm Mobility
Type: Book
ISBN: 978-1-78973-550-5

Book part
Publication date: 15 July 2020

Bruno Cirillo, Daniel Tzabbar and Donghwi Seo

Research on employee mobility has proliferated in the past four decades across four research traditions: Economics, sociology, management, and organizational

Abstract

Research on employee mobility has proliferated in the past four decades across four research traditions: Economics, sociology, management, and organizational behavior/human resource management. Despite significant overlap in interest and focus, these four streams of research have evolved independent from each other, resulting in a structural divide. We provide a detailed account of the research on employee mobility and the structural divide across disciplines. We document that the payoff from this profusion of research and increasing interest has been disappointing, as reflected in the limited number of cross-disciplinary citations, even among common topics of interest. However, our analysis also provides some encouraging signs in the form of specific journals and individuals who provide a bridge for cross-disciplinary fertilization.

Details

Employee Inter- and Intra-Firm Mobility
Type: Book
ISBN: 978-1-78973-550-5

Article
Publication date: 23 November 2012

Michael A. Crumpton

The purpose of this paper is to discuss the importance of having conversations with staff regarding organizational change and financial futures.

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Abstract

Purpose

The purpose of this paper is to discuss the importance of having conversations with staff regarding organizational change and financial futures.

Design/methodology/approach

This article refers to several relevant works already published.

Findings

The book and articles discussed provide guidelines for preparing for and having staff discussions.

Originality/value

This point of view is based on the author's experiences and actions on related matters.

Details

The Bottom Line, vol. 25 no. 4
Type: Research Article
ISSN: 0888-045X

Keywords

Article
Publication date: 28 September 2012

Colin Coulson‐Thomas

Many contemporary approaches to talent management are unaffordable. This paper seeks to summarise some key findings of a five‐year investigation into quicker and more

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Abstract

Purpose

Many contemporary approaches to talent management are unaffordable. This paper seeks to summarise some key findings of a five‐year investigation into quicker and more affordable routes to creating high performance organisations. It aims to suggest a practical and much more cost‐effective way of quickly achieving multiple corporate objectives and measurable benefits for both people and organisations is often being overlooked.

Design/methodology/approach

A programme of critical success factor, “issue” and other surveys was complemented with a five‐year evaluation of more recent case studies to understand early adoptions of performance support and to assess their results and implications. The applications examined were discussed with the relevant technical architect and the results obtained corroborated with commissioner/user performance data and/or documented assessments/reactions.

Findings

Recruiting exceptional people – even if affordable – can create a host of problems if they are not properly managed, which is often the case. Paying for talented people may make little sense for organisations that cannot harness or capture and share what they do differently. Talent needs to be relevant to what an organisation is seeking to do and critical success factors for excelling in key roles, and what top performers do differently in these areas captured and shared.

Research limitations/implications

Evaluations of performance management need to consider all the objectives that are beneficially impacted.

Practical implications

One can avoid certain general, expensive, time consuming and disruptive corporate programmes in an area such as talent management and adopt quick, focused, cost effective alternatives that generate large returns on investment, and quickly deliver multiple benefits for people and organisations. Performance support can enable average performers wherever they may be to excel at difficult jobs.

Social implications

A wider range of people can be helped to do difficult jobs.

Originality/value

The paper summarises the main findings of an investigation that has identified deficiencies of contemporary approaches to talent management, identifies an approach which if strategically adopted can enable relevant talent in terms of how to excel at key roles to be developed as and when required, and sets out the benefits of Talent Management 2, of which performance support is a central element.

Abstract

Details

Corporate Fraud Exposed
Type: Book
ISBN: 978-1-78973-418-8

Article
Publication date: 1 June 2012

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

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Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

Finding high potentials and keeping them are different issues, covered by Anders and Fernandez‐Araoz et al. respectively. Anders makes the point that imaginative recruiting policies can stop much talent going adrift or never being discovered. As Fernandez‐Araoz makes clear, smart business practices can keep many of the real talents on board. Greengard's article is a useful “state of play” look at some issues affecting hiring in the USA and the economy generally. It's hard to draw clear‐cut conclusions about the outlook but to some extent that's the point about the uncertain economic times in which we live.

Practical implications

The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.

Details

Human Resource Management International Digest, vol. 20 no. 3
Type: Research Article
ISSN: 0967-0734

Keywords

Article
Publication date: 3 June 2014

Pradeep Sahay

The purpose of this article is to examine the applicability of design thinking to the strategic role of talent acquisition in organizations. While design thinking has…

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Abstract

Purpose

The purpose of this article is to examine the applicability of design thinking to the strategic role of talent acquisition in organizations. While design thinking has become part of popular lexicon in contemporary design and engineering practice, as well as business and management, its principles can be seamlessly applied across multiple disciplines and industries. The premise is that by knowing about the process and the methods that designers use to ideate, and by understanding how designers approach problem solving, individuals and businesses will be better able to connect with and invigorate their ideation processes to take innovation to a higher level.

Design/methodology/approach

The methodology used was based on empirical research drawn from the authors > 20 years of experience in the industry as also secondary research, which has been appropriately referenced in the attached article.

Findings

The process of developing talent relationships forces managers to develop a more outward-looking view, staying on top of cutting-edge trends, building their company’s image and staying in sync with customer expectations. This is but the essence of the design thinking methodology – taking insights from people at the various stages, touch points of the process and build from the outside-in rather than from the inside-out.

Originality/value

The article is an attempt to articulate the challenges that confront organizations today as they compete for talent in the changing talent marketplace. Hopefully, the document will elevate some awareness and discourse on the subject and finally concretize on a roadmap that turns its talent acquisition into a strategic advantage with visible impact on the bottom-line. In essence, the article is about creating innovative efficiencies within the recruiting function.

Details

Strategic HR Review, vol. 13 no. 4/5
Type: Research Article
ISSN: 1475-4398

Keywords

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