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This critical reflection aims to initiate an engaging dialogue about the labor shortage challenge facing the hospitality and tourism (H&T) industry. This paper discusses RQ1. Will the worsening labor shortage challenge improve in the short term? RQ2. How can industry professionals and academic leaders/professors work together to address the labor shortage issue? RQ3. How can academic research help address such a challenge?

RQ1 was answered with three propositions in a critical reflection of relevant news updates, industrial/market reports and carefully selected relevant literature. Suggestions were made to respond to RQ2 and RQ3 in three areas of talent management: talent acquisition, learning and development and talent retention.

The worsening labor shortage challenge will likely continue for some years due to an imbalance in labor supply/demand. The H&T industry should work closely with the H&T programs (one key supplier of managerial talent) to find solutions to the ongoing problem.

This reflection focuses only on preliminary suggestions but could inspire related research endeavors.

This paper suggests numerous industry–academia collaboration initiatives under talent management to address the worsening labor shortage.

A strong industry–academia collaboration would address low enrollment in H&T programs, helping them recruit and retain top students. Eventually, a larger student candidate pool for managerial talent could help the industry meet the shifting labor demand.

This timely reflection addresses a critical, worsening labor shortage situation in the H&T industry by offering original ideas and calling for a broader and more in-depth discussion among all H&T stakeholders.

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.

The purpose of this paper is to draw lessons on how building a talent management strategy based on competency profiling becomes a critical impact area within the field of strategic HRM.

The case study discusses an Indian pharmaceutical organisation, the environment and the issues arising in context to talent management. The case discusses a well designed talent management strategy.

The talent mindset has helped the organisation in recruiting the best talent from the best pharmaceutical organisations. The attrition of the top and valued talent segment has come down. Some of the key positions have been filled through succession planning.

The case study is in a lesser known but emerging sector of the Indian economy. The case has concentrated on attracting and developing and retaining key talent, it does not concentrate on developing average talent into key talent.

The implications lie in whether to grow talent or buy talent. What signal through a communication strategy should a HR manager give when determining for talent segmentation? How to develop talent and retain employees when there are not challenging options available in the internal labour market?

This paper provides insights to HR practitioners on how to attract, acquire and manage talent in a tight internal and external labour market. It also provides empirical support for, and theoretical understanding of, the strategic HRM literature on talent management theme.

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 study is to investigate nurses’ perception towards the current application of talent management practices in Malawian public hospitals. It further explores whether significant differences exist between the registered nurses’ perceptions of the current application of talent management practices based on their demographic factors.

The study employed a quantitative research approach, using a cross-sectional survey strategy. An adapted version of Human Capital Index (HCI) questionnaire with 45-items was administered amongst 947 registered nurses in four public hospitals. Eventually, 580 responses, representing 61.2 per cent were found to be acceptable for analysis. Stata version-16 software programme was used to analyse the data.

Findings of the study demonstrated that talent management practices are currently poorly applied amongst the nurses. Substantial gaps existed between the current applications versus the importance of talent management practices. Significant differences exist between the nurses perceptions of talent management practices based on their marital status.

The study only focused on a single perspective (registered nurses) and a single area (Malawian public hospitals) – an issue that disregarded different views (e.g. doctors, hospital administrators, hospital directors and other hospital staff). Furthermore, the results of this study cannot be generalised to other public and private hospitals settings because the data were collected from central hospitals only.

Practically, this study highlights the problematic areas of talent management practices hence the need for effective talent management for nurses.

The study has huge social implications in that the results will inform best practices for public hospitals thereby improving welfare of the patients and society at large.

The study contributes to new knowledge on nurses’ perception towards the application of talent management practices within the Malawian health sector and presents a valid and reliable measure to assess their perception.

Novel technologies like artificial intelligence have considerable potential to enhance the speed and efficiency of human resource functions like talent acquisition. Employees can become accustomed to the system through appropriate training that can also emphasize its benefits and help increase acceptance as a result.

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

Novel technologies like artificial intelligence have considerable potential to enhance the speed and efficiency of human resource functions like talent acquisition. Employees can become accustomed to the system through appropriate training that can also emphasize its benefits and help increase acceptance as a result.

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.

Past research provides mixed evidence of the various elements of talent management. This review consolidates that research evidence to present a comprehensive evidence-based multilevel framework to inform practice and outline future research directions.

A systematic review of 120 empirical studies, focusing on determinants, practices and/or outcomes of talent management practices, was undertaken.

Our multilevel framework suggests that talent management perspectives determine talent management practices which, in turn, impact organizational, group and employee outcomes. Most studies focused on identifying talent management perspectives or practices within organizations, while few studies investigated how these perspectives influence practices. The inclusive vs exclusive perspective has been the main focus of the research. However, findings indicate that a combination of perspectives generates a hybrid approach which leads to a range of talent management practices. The most studied practices involve talent development and the least studied involve talent engagement. In total, 67 studies focusing on outcomes of talent management identified organizational performance as the most conspicuous outcome of talent management.

This review contributes to the existing knowledge of talent management by consolidating the empirical evidence on determinants and outcomes of talent management practices and provides a comprehensive, integrated and multilevel framework to guide practice and future research.

After a thorough analysis of the case, students will be able to do the following: understand the building blocks of incentive structure in an organizational setting. Review the existing incentive structure at WINFORT. Develop effective incentive approaches to motivate employees at workplace. Illustrate the importance of performance management review to motivate employees.

The case explores the motivational state of a talent acquisition executive or talent scout working for a staffing firm, WINFORT Services in New Delhi, India. The two main characters in the cast are Helena Stacy, the Lead Talent Scout at WINFORT and Sofia Williams, the Talent scout. There was a meeting conducted between Helena and Sofia regarding the latter’s performance review held annually. However, to Sofia’s surprise, she could to get any salary hike this time as she failed to achieve her given targets. This led to a serious altercation between the two and resulted in Sofia started thinking of looking for alternate job opportunities.

The case is suitable for any postgraduate course, in particular MBA or MBA executive development program on human resource management, talent management, compensation and benefits, and as a module on motivation in organizational behavior.

CSS 6: Human Resource Management.

In addition, there are more resources available to augment the understanding of the business operations of staffing firms in India. Interested instructors and students are advised to go through these resources to better understand the routine operations of a staffing organization. https://talentcorner.in/how-recruitment-industry-generates-wealth/ https://wowidea.in/how-recruitment-agencies-in-india-works/ https://www.michaelpage.be/about-us/our-recruitment-process?fbclid=iwar0ftzztbzm5afvdwv_oyvp1f1p8zgpuflrbt8z6yg9zakm5c0kaoaom6ha

Using the case‐study examples of Dow and UnitedHealth Group and a selection of research papers, Alice Snell, vice president of Taleo Research, explores the ways in which you can help control HR’s financial burden. She highlights four key areas where HR can cut costs: by accelerating the hiring process, reducing high turnover, avoiding exposure to legal implications and cutting the costs of temporary work.

In the rapidly changing market and environment, companies need to employ highly competitive human resources for sustaining a competitive advantage. Human resource management (HRM) practices have a significant impact on firm performance. The purpose of this paper is to identify the key HRM factors from a survey of 41 Indo‐Japanese and 35 Indian firms operating in Delhi and the National Capital Region (NCR) (India) in the automobile sector that affect the productivity and overall performance of firms.

This study is largely based on secondary data combined with an analysis of primary data. It includes primary data collection and the usage of quantitative research tools. A comparative analysis of the Indian and Indo‐Japanese firms operating in Delhi and the NCR has also been made. Factor analysis has been undertaken to examine the various HRM factors that affect the productivity of a firm.

A factor analysis of nine items revealed four underlying dimensions in the instrument. In the case of Indo‐Japanese firms, the factors concerned are: talent planning and engagement; talent motivation; in‐service training; and assessment of training needs. For Indian firms, the factors concerned are: talent acquisition and engagement; talent motivation and need assessment; talent planning; and talent training.

A hybrid model has been developed that combines the relatively important HR variables on the basis of the results of the survey of Indo‐Japanese and Indian firms.

Hitherto, no study has been undertaken to compare the HRM factors of Indian and Indo‐Japanese firms and to subsequently develop a hybrid model. This model blends the features of both types of firms.