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Abstract

Details

Talent Management Innovations in the International Hospitality Industry
Type: Book
ISBN: 978-1-80071-307-9

Book part
Publication date: 2 October 2019

Billy Adamsen

The philosopher Ludwig Wittgenstein once claimed that ‘what can be said at all, can be said clearly; and whereof one cannot speak, thereof one must be silent’. When the…

Abstract

The philosopher Ludwig Wittgenstein once claimed that ‘what can be said at all, can be said clearly; and whereof one cannot speak, thereof one must be silent’. When the term talent transformed from being a rigid term referring to a specific object, e.g. a coin, in the actual world into an empty signifier referring to multiple objects, e.g. individuality or gifts, in a possible world then talent became something that we could not talk about in a clear and unambiguous way; something that talent management then should have been silent about. The reason is that such an unambiguous and accidental use of the term has led to an arbitrary understanding of talent and subjective bias in talent identification, recruitment, and selection systems and to talent management becoming dysfunctional. Moreover, it has also led to an absence of work identity in talent management that inhibits the individual talent and the talent manager in identifying and talking clearly about the qualification and competencies of the individual as they pertain to the job requirements. This could further enhance subjective bias and reinforce the arbitrary understanding of talent and, in the end, lead to insufficient and ineffective talent management processes.

Details

Managing Talent: A Critical Appreciation
Type: Book
ISBN: 978-1-83909-094-3

Article
Publication date: 22 September 2022

Paula Olszewski-Kubilius, Rena F. Subotnik and Frank C. Worrell

The purpose of this paper is to inform readers about the nature of talent development prior to post-secondary education; describe the obstacles that individuals face…

Abstract

Purpose

The purpose of this paper is to inform readers about the nature of talent development prior to post-secondary education; describe the obstacles that individuals face because of poverty, racism or geography; and recommend asset-based approaches that can enable more individuals to be prepared to make significant contributions to society within their domain of talent.

Design/methodology/approach

The methodology used was to review research from the fields of education and psychology about talent in varied domains of sport, academics and the arts, as it relates to key components (domain pathways, opportunities and psychosocial skills) of the talent development megamodel proposed by Subotnik et al. (2011).

Findings

Findings include a delineation of the challenges that many nations face in cultivating talent among its young citizens particularly related to their socioeconomic status, race and ethnicity and geography. Findings include recommendations for new approaches to identification; a substantial increase in school and community-based, domain-specific opportunities; teacher training; and deliberate cultivation of psychosocial skills that can support achievement.

Originality/value

This paper emphasizes the importance of focusing efforts on talent development at earlier stages, which is critical to creating pathways for marginalized youths to maximize their potential and contributions to the workplace.

Details

European Journal of Training and Development, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2046-9012

Keywords

Article
Publication date: 22 September 2022

Ramazan Ozkan Yildiz and Soner Esmer

The primary purpose of this study was to identify and conceptualize talent management (TM) functions by combining management and human resources functions, based on a…

Abstract

Purpose

The primary purpose of this study was to identify and conceptualize talent management (TM) functions by combining management and human resources functions, based on a rigorous, in-depth literature review. The secondary purpose was to identify the most common TM strategies and classify them in terms of TM functions to provide a more systematic foundation for the concept of TM.

Design/methodology/approach

A systematic literature review supported by qualitative content analysis was used to determine the main TM strategies in the current literature and to classify them under basic TM functions.

Findings

This study identified seven core TM functions that were previously addressed in the TM literature but not labeled and conceptualized as TM functions. These seven core functions (talent planning, talent identification, talent attraction, talent acquisition, talent development, talent deployment and talent retention) structure the TM system, influence each other and operate as a cycle through their respective strategies in identifying, formulating and achieving business objectives (e.g. enhanced firm performance and sustainable competitive advantage). The findings also indicate that talent retention strategies were the most discussed topic within this field between 2006 and July 2022, followed by talent planning and talent development strategies.

Originality/value

TM is still a young and developing field that needs more conceptual work for its development and recognition as a discipline. To the best of the authors’ knowledge, this unique study is one of the first attempts to comprehensively define TM functions and offer a framework for the detailed and systematic classification of TM strategies under seven core TM functions. This framework makes clear the multidimensional concept and system of TM and reveals, through the notion of TM functions, the main lines and structural factors necessary to implement the strategies effectively. Based on the strategies presented in this study, TM is an important source of ideas for organizations that want to implement TM and provides a bench-marking tool for organizations that are currently implementing TM.

Details

Industrial and Commercial Training, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0019-7858

Keywords

Open Access
Article
Publication date: 6 May 2021

Yun-na Liu and Zhiyu Liu

With the development of social economy, the problem of female labor force and talent ecology mechanism has become increasingly prominent. They do not assign jobs according…

509

Abstract

Purpose

With the development of social economy, the problem of female labor force and talent ecology mechanism has become increasingly prominent. They do not assign jobs according to their abilities, but decide their duties according to their interpersonal relationships. The uneven distribution of human resources makes the difference, the impact of the female talent social mobility tends to solidify and the social strata between the contradictions are deepening.

Design/methodology/approach

This paper mainly investigates the current situation of female talents social mobility to solve the problem of the social mobility of female talent, and evaluates the main factors that affect female talents social mobility by analyzing the flow of ordinary female labor, enterprise female talents and educational female talents.

Findings

Society should pay attention to the social mobility of female talent, carry out comprehensive ecology mechanism in time, take different methods to the management of female talents in different industries, remove the obstacles that affect the social mobility of female talents and create a good ecology mechanism of female talent.

Originality/value

This paper provides corresponding suggestions and countermeasures on the ecology mechanism of female talents social mobility.

Details

Ecofeminism and Climate Change, vol. 2 no. 2
Type: Research Article
ISSN: 2633-4062

Keywords

Article
Publication date: 20 June 2008

Peter Cheese

The aim of this paper is to discuss the importance of talent management to strategic success, to identify the challenges in building talent power and to explore how to…

2191

Abstract

Purpose

The aim of this paper is to discuss the importance of talent management to strategic success, to identify the challenges in building talent power and to explore how to overcome those challenges. It summarizes some of the thinking from the book, The Talent Powered Organization

Design/methodology/approach

The paper starts by setting the context around today's major HR issues and the importance of talent management. Talent is now the key to strategic success, but is conversely getting harder to find and easier to lose. In tackling these issues, every organization must deal with a world of change and variability. The paper drills down into how to embed and sustain talent power. It explains the importance of understanding and measuring how talent contributes to an organization's performance and goes on to examine the other capabilities and processes required to ensure that talent is not just retained, but is also actively multiplied.

Findings

The paper asserts that an organization needs to put in place key processes in order to retain and actively multiply talent. They include: maintaining visible leadership that is focused on talent; encouraging and rewarding line managers for nurturing talent; and modernizing HR and training to identify, develop and deploy talent to the best effect.

Practical implications

The theory is backed up by examples from different parts of the world that demonstrate practical solutions to tackling specific challenges to building a talent‐powered organization, including: Valero Energy; Yahoo!; Campbell's Soup; Unilever; and SKM.

Originality/value

The paper discusses the importance of talent management to strategic success, in order to identify the challenges in building talent power and to explore how to overcome those challenges.

Details

Strategic HR Review, vol. 7 no. 4
Type: Research Article
ISSN: 1475-4398

Keywords

Article
Publication date: 18 October 2011

Lesley Uren

The purpose of this paper is to understand what talent management might need to look like to meet the future needs of organizations and the requirements of the upcoming…

3198

Abstract

Purpose

The purpose of this paper is to understand what talent management might need to look like to meet the future needs of organizations and the requirements of the upcoming generation of talented individuals. The author, from specialist consulting and executive search firm Jackson Samuel, shares findings into how organizations can improve their performance by adopting a more strategic and personalized approach to talent management.

Design/methodology/approach

Jackson Samuel spoke to senior HR people from 44 companies based in the UK and internationally, and also to 110 talented individuals across the length of the talent pipeline – university students, graduate trainees, middle managers and more senior talented executives. Focus groups and in‐depth interviews were conducted and questionnaires were completed. Analysis involved a combination of both quantitative and qualitative methods and market segmentation.

Findings

Businesses can significantly improve their bottom‐line performance by using a segmented approach to talent management.

Originality/value

The research shows that organizations that understand what their most talented individuals want from their relationship with their employer, and then segment their talent population and differentiate the Employee Value Proposition (EVP) for them, deliver up to 66 percent higher total shareholder return (over a five‐year period) than those organizations that do not.

Practical implications

Talent segmentation will allow organizations to get a greater degree of differentiation in the following pragmatic and simple ways: it helps an organization choose who to focus on (key value‐generating talent) and to create definitions for these different populations of talent; and it enables organizations to really understand what the talented individuals within each population want from their relationship with the organization.

Details

Strategic HR Review, vol. 10 no. 6
Type: Research Article
ISSN: 1475-4398

Keywords

Article
Publication date: 3 January 2017

Marjan Maali Tafti, Mahdi Mahmoudsalehi and Mojtaba Amiri

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.

8912

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Originality/value

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.

Details

Industrial and Commercial Training, vol. 49 no. 1
Type: Research Article
ISSN: 0019-7858

Keywords

Article
Publication date: 25 September 2007

Clayton Glen

The purpose of this paper is to identify key new dynamics in the talent pool; identify the role of opportunity in the development of organizational talent; distinguish

3405

Abstract

Purpose

The purpose of this paper is to identify key new dynamics in the talent pool; identify the role of opportunity in the development of organizational talent; distinguish between the effectiveness of image and leadership behaviors in the attraction and retention of key organizational talent; touch on the key talent management areas which are well managed by successful organizations: employer brand/employee of choice strategy, employee engagement, coaching, project and stretch opportunities, and redeployment/outplacement; and to reiterate the need for senior ownership of the talent strategy, without which most talent strategies are doomed to remain expensive means to an elusive end

Design/methodology/approach

The paper is an opinion paper, which draws broadly on a range of talent management experience, and it identifies key acid tests of talent strategy success

Findings

Reiterates the need for senior ownership of the talent strategy.

Originality/value

The paper identifies key acid tests of talent strategy success.

Details

Strategic Direction, vol. 23 no. 10
Type: Research Article
ISSN: 0258-0543

Keywords

Article
Publication date: 1 July 2005

Chris Ashton and Lynne Morton

Getting the right people in pivotal roles at the right time should be nothing new to HR professionals, but done effectively, talent management can create long‐term…

15822

Abstract

Getting the right people in pivotal roles at the right time should be nothing new to HR professionals, but done effectively, talent management can create long‐term organizational success. Here, Lynne Morton and Chris Ashton show how to align talent management strategies to business goals, integrate all related processes and systems and create a “talent mindset” in your organization.

Details

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

Keywords

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