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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…

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

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Book part
Publication date: 27 July 2021

Stefan Jooss, Ralf Burbach and Huub Ruël

Abstract

Details

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

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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

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Article
Publication date: 8 September 2021

Wasuthon Wisuchat and Viriya Taecharungroj

This paper aims to identify and to compare workplace location attributes that appealed to Generation Y and Z talent.

Abstract

Purpose

This paper aims to identify and to compare workplace location attributes that appealed to Generation Y and Z talent.

Design/methodology/approach

Semi-structured interviews were conducted with 12 participants to identify workplace location attributes. Choice-based conjoint surveys were collected from 750 Generation Y and Z individuals in the talent pool of Bangkok, Thailand to compare the importance of attributes.

Findings

The most important workplace location attribute was the availability and diversity of restaurants followed by place appearance, traffic density, availability of public workspaces, public transport and after-work activities. Transport-related attributes were more important for older generations, whereas public workspaces and place appearance were more important for younger talent.

Practical implications

To attract talent, the Bangkok Metropolitan Administration (BMA) should address the weaknesses of potential workplace locations through efficient, low-cost and rapid development plans. Although Bangkok is known for street food, BMA policies that promote restaurants as the most important attribute are limited. The BMA should initiate plans to promote the availability and diversity of restaurants. Innovation districts in Bangkok should connect to restaurants and food networks in their vicinity.

Originality/value

The existing literature explored factors that attract talent at the city level, but no study has investigated attractiveness at the workplace location level. Despite some similarities, workplace location attributes identified in this study were more specific than city-level attributes.

Details

Journal of Place Management and Development, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1753-8335

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Article
Publication date: 21 September 2021

Arnold Saputra, Gunawan Wang, Justin Zuopeng Zhang and Abhishek Behl

The era of work 4.0 demands organizations to expedite their digital transformation to sustain their competitive advantage in the market. This paper aims to help the human…

Abstract

Purpose

The era of work 4.0 demands organizations to expedite their digital transformation to sustain their competitive advantage in the market. This paper aims to help the human resource (HR) department digitize and automate their analytical processes based on a big-data-analytics framework.

Design/methodology/approach

The methodology applied in this paper is based on a case study and experimental analysis. The research was conducted in a specific industry and focused on solving talent analysis problems.

Findings

This research conducts digital talent analysis using data mining tools with big data. The talent analysis based on the proposed framework for developing and transforming the HR department is readily implementable. The results obtained from this talent analysis using the big-data-analytics framework offer many opportunities in growing and advancing a company's talents that are not yet realized.

Practical implications

Big data allows HR to perform analysis and predictions, making more intelligent and accurate decisions. The application of big data analytics in an HR department has a significant impact on talent management.

Originality/value

This research contributes to the literature by proposing a formal big-data-analytics framework for HR and demonstrating its applicability with real-world case analysis. The findings help organizations develop a talent analytics function to solve future leaders' business challenges.

Details

The TQM Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1754-2731

Keywords

Content available
Article
Publication date: 7 September 2021

Nanna Gillberg and Ewa Wikström

This study was undertaken in order to show how talent management (TM) was performed in practice in a multinational organization as well as how the TM practices affected…

Abstract

Purpose

This study was undertaken in order to show how talent management (TM) was performed in practice in a multinational organization as well as how the TM practices affected both different groups of workers and the perception of talent within the organization.

Design/methodology/approach

Performing talent management was reassessed in the relationship between TM practices, view and identification of talent, attributed positioning and self-positioning of older and younger workers; retrieved from an exploratory single case study in a multinational organization, based on interviews.

Findings

The findings illustrate that despite the struggling to fill key positions with skilled workers, the studied organization adopted approaches to TM that excluded older workers' talent. First, central to performing TM was how talent was viewed and identified, and second, two types of positioning acts were important: the organizations (re)producing of talent management through attributive positioning acts on older/younger workers and older workers' self-positioning of their own talent. The two sides of performing talent management were complex and intertwined resulting in an age-based devaluation of talent at work.

Practical implications

The study points to important issues in designing and performing TM that may be useful to HR and managers as a point of departure in the development of more inclusive approaches to TM.

Originality/value

The concept “performing talent management” was developed as an intertwined relationship between on-going positioning acts and (re)production of status, talent and age at work; recognizing preferences of what was viewed and identified as valued talent as main drivers made it possible to develop an understanding of exclusion and inclusion mechanisms in performing TM.

Details

Journal of Organizational Effectiveness: People and Performance, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2051-6614

Keywords

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Article
Publication date: 9 September 2021

Alessandra Vecchi, Bice Della Piana, Rosangela Feola and Chiara Crudele

This paper investigates how global talent management processes are adopted and implemented in a virtual organization to successfully address the challenges of global work…

Abstract

Purpose

This paper investigates how global talent management processes are adopted and implemented in a virtual organization to successfully address the challenges of global work arrangements and the sustainable human and social outcomes that can be achieved.

Design/methodology/approach

Adopting a single, exploratory and critical case study methodology, this paper analyzes a global distributed company, Automattic Inc., to provide in-depth and rich insights on successful business process management in the human resources (HR) domain.

Findings

The findings offer some exemplary and valuable lessons in sustainable human resource management for firms in all sectors on how to embrace global talent management in a more creative and sustainable way – and the benefits in terms of efficiency and effectiveness that can be derived – by identifying talent through auditions, recruiting by inspiring others to apply, developing talent by sharing the value of learning and retaining talent by having fun.

Originality/value

The study contributes a more rounded understanding of successful business process management in the HR domain. Due to the COVID-19 pandemic, this is particularly relevant and timely for all organizations (traditional or virtual) venturing into successful global work arrangements.

Details

Business Process Management Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1463-7154

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Article
Publication date: 24 August 2021

Francesca Speed and Anastasia Kulichyova

The purpose of this paper is to understand the role talent intermediaries can play in supporting the access and development of talent from forcibly displaced backgrounds.

Abstract

Purpose

The purpose of this paper is to understand the role talent intermediaries can play in supporting the access and development of talent from forcibly displaced backgrounds.

Design/methodology/approach

The authors draw on a single case study design of UK charitable organisation, the Council for At-Risk Academics, to consider the global talent management of academics in exile.

Findings

This paper finds that specialised intermediaries can facilitate access to and the successful performance (individual and organisational) of refugee talent. Findings reveal a major shift in talent recruitment processes that are required in order for refugees to take up international work opportunities and highlight the importance of viewing individual potential, organisational support and opportunity access as a precursor for talent development and impact.

Practical implications

This paper shows that profession-specific intermediary support that fosters cross-sector partnerships, better addresses the talent development and workforce integration challenges of refugees.

Originality/value

Application of a multi-level relational framework shows the reasons for, and reality of forced displacement for academics in exile. Focusing on the academic sector demonstrates the importance of protecting both individuals and values at the heart of professions subject to persecution during war and unrest. In highlighting how refugee talent intermediaries can support individuals to breach the canvas ceiling and facilitate the global mobility of refugee talent, a contribution is made to existing debates in diversity, global talent management and migration studies.

Details

Journal of Organizational Effectiveness: People and Performance, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2051-6614

Keywords

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Article
Publication date: 10 August 2021

Shila Monazam Ebrahimpour, Fariborz Rahimnia, Alireza Pooya and Morteza Pakdaman

Workforce planning must answer how many workforces, in which positions, and talents, and when each organization is needed. To find the requirements workforce…

Abstract

Purpose

Workforce planning must answer how many workforces, in which positions, and talents, and when each organization is needed. To find the requirements workforce, organizations need to know the organizational position and talents pools. Clarifying the number of workforces required in each pool requires attention to workforce flows, including hiring, promotion, degradation, horizontal movement, and exiting the organization. It is a dynamic issue and must be addressed over several periods over a specific duration, which adds to the complexity. According to the talent management presented in this research, all the above complex questions are answered by applying the optimal control (OC) model according to talent management presented in this research.

Design/methodology/approach

This research presents a dynamic model by using a linear-quadratic optimal control model, which was solved by Pontryagin's maximum principle, to achieve an optimal number of workforce requirements for each of the positions of nursing services manager, supervisor, head nurses and nurses in the health sector according to the required talents in each position.

Findings

The results have shown that the target value of workforce numbers has been achieved in the planning period, and the validation test and sensitivity analysis justified the model by reaching the workforce planning targets.

Originality/value

This study provides a dynamic model for achieving quantitative workforce planning targets; the model presented in this manuscript has included an important qualitative factor, namely workforce talents. According to the authors' review, there is no comprehensive research devoted to workforce planning through optimal control models by attention to workforces skills.

Details

Kybernetes, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0368-492X

Keywords

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Article
Publication date: 3 August 2021

Laura Birou and Remko Van Hoek

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…

Abstract

Purpose

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.

Design/methodology/approach

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

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.

Research limitations/implications

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.

Originality/value

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.

Details

Supply Chain Management: An International Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1359-8546

Keywords

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