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This paper aims to investigate the role of lean talent management (LTM) as a novel approach for optimising creativity in architectural design firms (ADFs) towards achieving divergent heritage sustainability (DHS).

To achieve the abovementioned aim, a mixed qualitative and quantitative methodology is designed to accomplish three objectives. First, investigating the relationship between heritage and urban development; types of heritage and the role of LTM in enhancing creativity in ADFs. Second, presenting and analysing six heritage-related case studies to assess the need for creative solutions based on extent of deterioration in three different places in Egypt. Third, outlining the results of a survey questionnaire conducted with a representative sample of ADFs in Egypt to investigate the role of LTM towards optimising creativity in ADFs for achieving DHS.

The extent of deterioration increased for modern heritage than old heritage. Conventional approaches adopted by ADFs failed to develop built environments that can bridge the gap between the diverse identities. Creativity was not optimised when talent management (TM) was integrated solely and architects failed to develop appropriate solutions. LTM use architects to allow expression of arts towards heritage sustainability through the built environment, in which they feel associated with physical heritage. Consequently, individuals’ intangible heritage is preserved in which they will less deteriorate the physical heritage. Hence, LTM is a paradigm shift that has a great potential for DHS.

The survey questionnaire and case studies focused on the Egyptian context because the region is in critical need for effective creative solutions and for such research that is unprecedented in investigating this gap. However, findings are absolute and could be used at any country sharing the Egyptian context and wishing to achieve a DHS approach.

The research work presented in this paper is novel in approach as it integrates two divergent fields and highlights the concept of DHS with its threefold approach. In addition, the concept of LTM is proposed as a novel paradigm shift in which it has received scant attention especially relating to heritage sustainability. The proposed ideas represent a synthesis that is novel and creative in thought and adds to the existing body of knowledge for future research in LTM and DHS.

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

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

This viewpoint paper concentrates on ways of supporting an organization's top talent to make the optimum contribution using a strategic talent development approach. Investing additional resources and attention in these individuals can take the form of much more regular personalized feedback, additional skills training, deploying self-monitoring analytics tools, clarifying their role's position in the corporate narrative, and encouraging experimental collaborations. Implementing these steps represents a deliberate effort to tightly align the organization's talent management philosophy with its corporate strategy.

The briefing saves busy executives, strategists 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.

This paper aims to investigate the importance of talent management (TM) as a fundamental component of management philosophy and practice to auger contemporary competitiveness in Chinese organisations, which have forged transformational synergies with traditional forms of political intervention and capital investment.

A pluralist design was used, in which the quantitative and qualitative assessment was adopted with Chinese decision-making executives of corporations operating in the global arena. By using managerial responses, this paper offered a more nuanced and grounded understanding of TM in general.

Although the results revealed that the concept of TM gained a significant footprint in the studied organisations, the influence of cultural nuances and organisational structural processes restrict the practice of TM, and, indeed, there is a need to have a Chinese characteristic.

This research underlies the importance of intensifying critical scrutiny of the relativity of TM, organisational practices and cultural heritage when developing future organisational leaders.

The instruments for assessing the phenomena of TM and related concepts encourage legitimacy to extend the limited empirical research with more industries across different geographical regions in China.

This paper addresses an under-researched area of world importance, namely, the critical role of TM, which is to optimise these scant resources in the worthy pursuit of economic and political stability in both the domestic and global contexts.

This paper aims to assist businesses of all sizes in employee engagement, attraction and retention, by demonstrating how fundamental human resources (HR) processes can be effectively combined with new technologies to make employee engagement an end‐to‐end practice. Employers know that happy and fulfilled employees are more productive, but attracting and retaining the best talent for a business involves engaging employees in the long term. This paper discusses a range of tactics to help ensure engagement, such as regular appraisals, use of social networking and the efficient recording of employee performance and interests, to best optimize the talent management process.

The paper takes a practical approach. It is based on both Richard Doherty's extensive experience in the HR and talent management sector, as well as the practical experiences Jobpartners has had through working with its clients for over a decade. It looks at the basic values of interaction with employees, as well as how best to optimize, streamline and efficiently operate all aspects of employee engagement in order to lead to a more productive workforce with lower churn.

This paper demonstrates how best to engage employees from before a career even begins, right up until it ends. It offers guidance on using the latest techniques and technology to keep employees engaged and motivated. Threading through the paper is the knowledge that even if an employee moves to another company, you may still hold a relationship with them as partners or customers. Employee engagement must therefore be an end‐to‐end practice and this paper will help show how to make that a reality.

Motivated and efficient workforces only happen when respect flows in all directions through a business, with transparent processes throughout. This article looks at examples of how the mobile network operator “3” and Rabobank used some of the tactics referred to above to reap benefits such as reducing recruitment costs and meeting targets for employee assessments. This information results from Jobpartners ongoing work with both companies to help them streamline and integrate their HR processes.

The purpose of this paper is to identify the obstacles and challenges of talent management as well as its success factors in Iranian automotive industries.

This research is a kind of discoverer research done by qualitative approach. The methodology to data collection was interview and research sample was 15 manager in automotive industries. Data analysis was carried out by the coding method, and concepts, minor and major contexts were extracted and lastly the conceptual framework was formed.

Based on the findings of the research, framework of obstacles and challenges in talent management was classified into four categories that are structural challenges and barriers, environmental challenges and barriers, behavioral challenges and barriers and lastly managerial challenges and barriers. In addition, the framework of talent management success factors were categorized into three main sections that are structural success factors, environmental success factors and finally managerial success factors.

Problem finding of talent management in automotive industry and identifying obstacles, challenges and success factors in talent management with qualitative approach through interviews with experts from the Iranian industries is the research value.

The purpose of this paper is to understand the best processes that are currently used in managing talent in Australian higher education (HE) and to examine the policies in terms of talent management processes (TMPs) that are derived from objective one. Pragmatic benefits for academic institutions focused on enhancing talent.

This study selects the mixed method as its research design. In the qualitative study, there were three methods: brainstorming, focus group and individual interviews, followed by the quantitative questionnaire study. The sample consisted of 6 participants for brainstorming, 11 in focus group, 6 individual interviews and 286 participants for the quantitative questionnaire, all conducted in nine Australian universities.

Three key themes: talent retention, talent development and talent attraction were explored by the qualitative study. The quantitative study tests the level of an importance regarding the three TMPs explored.

This empirical research is one of the first few studies that extended the previous investigation of TMPs in various industries to the HE sector. This research provides more debates for adding more new ideas in the Australian education strategic plans for HE.

This study offers a value-add to talent management literature through designing a quantitative measurement of TMPs for the educational sector. Consequently, there is a deficiency of pragmatic evidence in terms of TMPs in the aforementioned sector. Furthermore, this study provides a clear and comprehensive outline of the extant scholarly research of TMPs from the period 2006–2018.

The key objective of the study is to understand the best processes that are currently used in managing talent in Australian higher education (AHE) and design a quantitative measurement of talent management processes (TMPs) for the higher education (HE) sector.

The three qualitative multi-method studies that are commonly used in empirical studies, namely, brainstorming, focus group discussions and semi-structured individual interviews were considered. Twenty-three individuals from six Australian universities participated in this study.

The qualitative study explored three key themes and ten subthemes of TMPs that are used in AHE. These were: (1) talent attraction, (2) talent development and (3) talent retention.

This study only targeted one country (Australia) and one sector (HE).

This study offers three major contributions as follows: theoretical, practical and policy aspects. Theoretically, the study provides a value-add to Talent Management (TM) theory through designing a guide (conceptual model) of TMPs for the HE sector. Practically, it collects original qualitative data regarding TM in the HE domain. From a policy point of view, this study adds more debate around adding new ideas to Australian education strategic plans for HE.

This study has a unique methodology because of strengthening the effect of an in-depth case study. For instance, two different techniques were used for data analysis for the same research objective as follows: (1) both manual methods and content analysis software (NVivo 11) and (2) the three-stage approach. Using these techniques for the same purpose in one study can provide greater flexibility to examine the relationship between theory and data.

Human resource management (HRM) policies in international organizations with wide geographic distribution and operating in high numbers of different cultural environments must be underpinned with a strong international management development (IMD) programme. Uses an exploratory, case‐study approach to show the ways in which several different international organizations are dealing with current situations and their perceived future needs. Describes how IMD is seen to be a comprehensive approach covering selection, training and career support, and how international recruitment is becoming a much more important feature, with the expatriate model of management fading. Explains the extent to which companies have faced adapting to the new conditions and suggests organizations should think longer‐term and more holistically when designing these systems.

The purpose of this study is to examine how employee development factors directly influence succession planning and indirectly improve employee performance using the tenets of human capital theory. Moreover, whether succession planning enhances employee performance or not?

Using the time-lag method, this study collected data from bank employees and tested the proposed model and hypotheses in Mplus.

The results from 239 participants highlight that succession planning improves bank employee performance. Employee orientation and training and development are positively linked to succession planning and employee performance. Succession planning mediates the association between employee development factors and employee performance.

The research assists bank management to promote a learning culture for developing their human resources to realize their organizational goals. The findings exhibit that succession planning generates a pool of skilled and talented employees, which creates a competitive edge for banks having skilled employees and reduces recruitment costs. Banks to save human recruitment costs. Moreover, bank managers can solve the issue of sudden vacant positions and provide excellent customer service.

Retaining talented individuals has remained a challenging task for organizations in the current business environment. The research contributes to theoretically and empirically exploring the association between employee development factors (training and development and employee orientation) and employee performance via succession planning to retain talented employees in the organization.