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Drawing on self-determination theory (Deci and Ryan, 2012) and Hew’s (2016) five-factor model, our study aimed to investigate the impact of two online training design factors (instructor accessibility and active learning) on learner’s self-efficacy and learning outcome amid the COVID-19 pandemic.

A randomized pretest-posttest control group field experiment was designed to assess participants’ self-efficacy and learning outcome of an online training program - territory business management plan, under three conditions: instructor accessibility, active learning, and controlled. Participants (N=87) were medical sales representatives from a Fortune-Global 500 pharmaceutical company’s subsidiary office in China. Data was analyzed with 2 (time) x 3 (group) MANOVA with time (pretest and posttest) as a repeated measure to investigate differences in changes in self-efficacy and learning outcome between three groups.

Overall, participants’ self-efficacy and learning outcome were significantly improved via the online training program for all three groups. Specifically, the impact of the training on learning outcome was the strongest for the active learning group, less strong for the instructor accessibility group, and the least strong for the control group.

Our research contributes towards understandings of the effectiveness of online talent training programs by examining two critical instructional design factors during a time of crisis. Our findings suggest that active learning (interactions with the training materials by purposeful self-reflection) might be a stronger predictor for increasing learning outcome than instructor accessibility (receiving feedback and tutoring sessions from the instructor) for online training programs.

This study aims to examine talent management (TM) in the hospitality industry in Macao during COVID-19. It deploys a contingency theory perspective (Luthans and Stewart, 1977) to illuminate the heightened uncertainties and challenges talent managers faced during the pandemic and the urgent adaptations to TM practices they embraced in response.

Adopting a phenomenological approach, this study analyzed data collected through semi-structured interviews conducted with a representative sample of 20 hotel managers in Macao.

Managers reported four major categories of COVID-19-induced challenges and a corresponding set of contingent TM practices. The four contingent TM practices were found to contribute to the shaping of the next new normal in TM in hospitality and included the following: Contingent TM planning; contingent TM deployment and replacement; talent training and development under contingent arrangements; and changed “talent” attitude and practices in recruitment and retention.

The findings are limited to the geographical and industry context of the study. This study should be refined with larger samples.

This study provides a useful framework for guiding professionals on how to manage talent during turmoil periods. It also contributes toward understanding the shifting meaning of talent and TM in hospitality.

This study demonstrates the applicability of contingency theory in managing hospitality talent during turbulent times, which extends TM knowledge and enriches the contingency theory. The findings also facilitate our understanding on how contingent TM practices create processes that lead in setting the new normal.

This study focuses on the identification of key attributes to measure participant engagement in an online training program (OTP) to improve training effectiveness through active and positive learning engagement with learners learning ownership.

As a qualitative study, 18 semi-structured interviews were conducted with corporate and L&D (learning and development) experts from multinational companies operating in India. The interviews were transcribed, and the data was analyzed using content analysis. One focused group discussion was conducted for validity.

The study found six factors for developing the participant engagement index (EI) namely, 1. Quality of questions, 2. Attention to details, 3. Quality of output during training activities, 4. Connecting to practical examples, 5. Professional approach (adhering to guidelines), 6. Team dynamics. Each identified attribute pertaining to these factors was further validated into cognitive, behavioral, and emotional engagement components forming a part of the EI.

This study provides insights for HRD managers, functional managers, L&D experts, and participants to leverage engagement measurement attributes for collaborative learning in OTP for effective learner ownership and learning outcomes. Further, this study will assist trainers to focus and prioritize their efforts to increase participant involvement and engagement in OTP.

It contributes to the growing field of virtual training for enhancing learning engagement, learning enhancement, and learner accountability. The author's contribution to this study is to evaluate the key attributes of the participant’s EI for meeting training goals, which is unique to the study

The objective of this chapter is to identify the key characteristics of Global Services businesses that will thrive and achieve success in the future. These factors are integrated into three main pillars, which we refer to as the Triple-Win. The first and most obvious pillar is technology as a tool. The second pillar is the design and sustainability of the business model, without which the previous factor would be merely a cost and not an investment. And last but not the least, there is the purpose which gives meaning to the proposal, focusing on the human being and their environment. The DIDPAGA business model sits at the intersection of these three elements.

This study examines the effectiveness of virtual training programs in times of crisis at a public institution in South Africa for an enhancement of talent development via virtual training in the post-pandemic period.

This study adopted a survey research design following a quantitative approach for data collection and analysis procedure. The respondents (employees receiving virtual training and the facilitators providing the training in times of crisis) were selected using a stratified random sampling technique. A structured questionnaire was designed and administered to 119 respondents in the participating public institution in South Africa. The data were analyzed using a variance-based structural equation modeling via SmartPLS, version 3.3.3.

The results showcased the impact of information technology and virtual training platform on the effectiveness of virtual training programs during the pandemic in South Africa.

There is a dearth of literature on the evolution and effectiveness of virtual training in times of crisis in South Africa. The outcomes of this study contribute to the extant literature on talent development, virtual training, and HR effectiveness in the digital age.

Purpose: This chapter considers talent management in ‘situ’, at a time of unprecedented disruption, and identifies implications for practice and study.

Methodology/approach: We compare normative advice from the talent management literature with publicly available accounts of talent management strategies employed during the Covid-19 pandemic. We also include perceptions of employees from publicly available reviews (Glassdoor, 2020a), and a brief personal account.

Findings: Hospitality and tourism organisations are encountering unprecedented pressures for change, primarily due to Covid-19 as well as the sustainability and social justice movements. We identify three organisational responses to the pandemic – closing/contracting operations, consolidating around areas of strength, and creatively pivoting in new directions. Innovations in talent management were found to vary accordingly, including: humane downsizing and pay cuts; training and development (for managers and front-line employees, including in emotional intelligence, resilience, and delivering service excellence online); new talent acquisition, through new programmes, structures, roles, and partnerships; an enhanced employee value proposition, including safe and fun work environments, as well as improved pay and benefits; commitments to social equity and sustainability; courageous, creative, and resilient leadership; and effective communication. Despite these innovations, employee reviews suggest that top performing organisations continue to fall short on work–life balance, un-social working hours, inadequate compensation, and poor-quality managers.

Practical implications: Ever increasing business complexity requires skilled senior managers in multiple domains, and empowered, decentralised unit-level managerial and owner competence (with skills in emotional intelligence, collaboration, and negotiation). Front-line employees, capable of delivering excellence in customer service (despite disrupted circumstances), are more essential than ever. Successful enterprises, both now and in the future, will undoubtedly be those that prioritise talent, throughout all levels of organisation.

Research limitations/implications: Future research should undertake a more comprehensive investigation of talent management strategies employed (including from small business owners), as well as employee perceptions of their effectiveness (considering socio-economic differences as well as gender and race). Research is also needed with respect to the perceived value of organisational commitments to sustainability and social justice initiatives.

Originality/value: This chapter uniquely considers talent management at a time of crisis. Methodologically, it uses publicly available data of employee perceptions of their employers.

The purpose of this study is to develop a deeper understanding of the scope of talent development (TD) strategies and practices in tourism and hospitality industry contexts.

Because the literature on talent management and TD in tourism and hospitality is limited and fragmented, an integrative literature review method was used to identify and analyze relevant studies to create a more comprehensive representation of the industry’s talent strategies.

Findings from the literature review showed that by nature, the context of tourism and hospitality is complex and the meaning of talent in this industry is not necessarily comparable to other industry sectors (Baum, 2008). While most industries adopt a more exclusive approach to develop talent, an inclusive approach may be more ideal for tourism and hospitality especially in light of the importance of frontline employees for business success. More robust management structures and human resource systems are needed especially in small and medium tourism enterprises to aid the facilitation of TD. A partnership approach involving strong commitment between education, industry and government should be necessitated to implement and sustain TD considering the importance of the industry to nation’s economic and social advancement.

This study adds to the body of literature on TD in tourism and hospitality. Future research opportunities should explore both qualitative and quantitative methods to provide empirical evidence and to further build on the literature.

Generally, organizations place emphasis on the development of technical skills, however, managers and leaders of tourism organizations should focus on developing both technical and generic competencies especially for frontline employees to ensure that a positive image of the organization is consistently demonstrated. TD can influence employees’ emotional labor; therefore, increased and quality emotional labor training can impact the types of strategies that employees use during guest encounters to promote quality service.

The paper contributes a comprehensive review of the literature on TD in the tourism and hospitality context. The TD map provides more focused direction and will aid in the establishment of TD strategies and practices.

This paper aims to fill a void in existing research by focusing on in-company efforts to develop supply chain (SC) talent, with a specific focus on the role that executives can play in this process. This study uses the resource-based view (RBV) of the firm and theory of training motivation as theoretical background for the exploration. In addition to that, this paper provides meaningful information for executives aspiring to contribute to the development of supply chain management (SCM) talent including the primary drivers, benefits, barriers and bridges (Fawcett et al., 2008). Using this framework will lead to the development of a conceptual model to facilitate future research efforts.

This paper studies three case companies where there was an active executive engagement in the recruiting, on-boarding and ongoing development of SC talent.

In all three case companies’ executive engagement was high and the executives acted as champions of the SC talent development program including designing and stewardship of the program. They also got personally involved in recruiting, training and mentoring. In alignment with the RBV of the firm, all three case companies were strongly driven by a need to improve the competitive advantage of their firm through the SC competencies and capabilities. This strategic directive is driven by the executive suite and typically involved a combination of goals including improving functional capability development, internal stakeholder relationships and growth in business value contributions. This leads to the need for attracting new talent, due to talent shortages and developing more future-proof capabilities of the SC talent. Talent that is future-proof can effectively handle the current scope of work and successfully implement changes that the SCM strategy aspires to. Hence, the executive ownership is very much driven by a strategic imperative to improve the knowledge, skills and abilities and critical realization of the importance of talent recruitment and development. This study also finds that there are very specific SCM drivers, benefits, barriers and bridges in play making it important for SCM executives and teams to engage and not rely on generic human resource (HR) processes and frameworks only.

We found that in the three case companies’ executive engagement in talent development had a positive impact. We also identified specific roles of the executives such as, the benefit of engagement across multiple hierarchical layers of the organization and, the risk of programs being shorter lived when focused on a narrower talent issue. Our research focus contributes to the existing supply chain literature involving talent management. It also suggests actions for supply chain executives, for the educational provision of universities and multiple research opportunities.

There is no evidence of prior research in fields of HR management, talent development or SCM related to the impact of executive engagement in this process. This paper studies three case companies where there was an active executive engagement in the recruiting, on-boarding and ongoing development of SC talent. Findings show the critical impact of personal and extended engagement of senior-level executives and their leadership teams, in SC talent development. This paper offers specific techniques and approaches, generates suggestions for further research, managerial action and university implications.

The following is an introductory profile of the fastest growing firms over the three-year period of the study listed by corporate reputation ranking order. The business activities in which the firms are engaged are outlined to provide background information for the reader.

The purpose of this paper is to examine the role of strategic talent development in supporting environmental management in the hospitality sector, as well as exploring its practical implications.

This paper examines a single public sector case study in the hospitality industry, a National Health Service conference centre. This case is part of a larger study in which qualitative and quantitative data were collected in six public and private sector workplaces in Scotland.

The findings emphasise the key role of leaders as change agents, and in promoting sustainability and encouraging workplace low-carbon behaviours. The findings demonstrate that an inclusive approach to talent development can play a key role in creating a pro-environmental culture and can significantly contribute to the long-term environmental sustainability of organisations.

The scale of the research is limited to one public sector case study and restricted to the Scottish hospitality industry. Extending the research to multiple case studies in both the public and private sector in Scotland would be useful.

This paper makes recommendations about the role of line managers, blended learning strategies, organisational culture and employee participation in supporting workplace learning for sustainability.

This paper examines the role of strategic talent development in supporting environmental sustainability in the hospitality industry and provides unique insight for both academics and practitioners into a single public sector case study.