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Open Access
Article
Publication date: 7 November 2018

Earnest Li

The purpose of this paper is to explain how an organization can achieve successful change implementation with Kotter’s eight-step organizational change model and 3-H…

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Abstract

Purpose

The purpose of this paper is to explain how an organization can achieve successful change implementation with Kotter’s eight-step organizational change model and 3-H (heart–head–hand) theory.

Design/methodology/approach

With the case study approach, the author recollects his career experience in Hong Kong Broadband Network Limited from 2007 to 2011 to find out why and how the top management can balance 3-H factor to bridge the “knowing” and “doing” gap to engage right talents and motivate them to achieve peak performance and company goal.

Findings

To create talent culture, the company implemented two policies including Mini-CEO management and Talent Engagement Department. The former is a vertical management model to empower and enable department heads. The latter is a way to change the role of human resources department from passive to proactive.

Originality/value

The implications of this case study are to encourage public and private organizations to rethink the factors including talent development and empowerment that can have a positive impact on innovative work behavior. Moreover, organizations can rediscover the value of “unique” talent culture as a sustainable competitive advantage.

Details

Public Administration and Policy, vol. 21 no. 2
Type: Research Article
ISSN: 1727-2645

Keywords

Article
Publication date: 12 February 2018

Peter Reilly

The purpose of this paper is to consider how talent management can be a strategic lever to enable the development of a customer-centric culture in the hospitality sector.

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Abstract

Purpose

The purpose of this paper is to consider how talent management can be a strategic lever to enable the development of a customer-centric culture in the hospitality sector.

Design/methodology/approach

In-depth interviews with HR practitioners within the hospitality industry have been used to explore different approaches to talent management.

Findings

Changing customer requirements necessitate increased emphasis on customer experience demanding a more skilled workforce, especially stronger in interpersonal skills. Companies are adjusting their attraction, retention and development strategies to deliver a revised understanding of talent. They are focusing on building that capability rather than buying it in. Leadership selection and development is also being adjusted.

Practical implications

This approach has implications for the skill demands placed on the workforce, for the sort of staff who are hired (chosen on attitude more than technical skills) and how they are trained, assessed and rewarded. Leaders (at all levels) must adjust their style to suit and work in partnership with HR.

Originality/value

The paper offers the chance for hospitality sector leaders to reflect on how they manage talent, giving them ways to link people management with the drivers of business success. It shows how organisations can meet the challenges of the “experience economy” through attracting and developing the right staff and how talent management policy and practice can be used as a vehicle for culture change and development.

Details

Worldwide Hospitality and Tourism Themes, vol. 10 no. 1
Type: Research Article
ISSN: 1755-4217

Keywords

Article
Publication date: 6 March 2017

Marc Cowling and Neil Lee

The creation and distribution of human capital, often termed talent, has been recognised in economic geography as an important factor in the locational decisions of firms…

Abstract

Purpose

The creation and distribution of human capital, often termed talent, has been recognised in economic geography as an important factor in the locational decisions of firms (Florida, 2002), and at a more general level as a key driver of economic growth (Romer, 1990). The purpose of this paper is to consider how talent is created and distributed across the cities of the UK and the key factors which are driving this spatial distribution. They also consider what the economic outcomes of these disparities are for cities.

Design/methodology/approach

The multivariate models can estimate the dynamic inter-relationships between human capital (talent), innovative capacity, and economic value added. These can be estimated, using talent as an example, in the form: human capital measurei =α0i+α1i innovative capacity +α2i quality of life + α3i labour market indicators + α4i economic indicators + α5i HEI indicators + β6i population demographics + β7i population + υi.

Findings

The first finding is that talent is unequally distributed across cities, with some having three times more highly educated workers than others. Talent concentration at the city level is associated with entrepreneurial activity, culture, the presence of a university, and to a lesser degree the housing market. This feeds into more knowledge-based industry, which is associated with higher gross value added.

Research limitations/implications

The research is limited in a practical sense by the fact that UK data at this level have only become available quite recently. Thus, it is only possible to capture talent flows and city growth in a relatively small window. But the prospects going forward will allow more detailed analysis at the city level of the relationship between talent flows and local economic growth. And additional insights could be considered relating to the on-going changes in the UK university system.

Practical implications

The question of whether universities are simply producers of talent or play a much broader and deeper role in the socio-economic landscape and outcomes of cities is an open one. This research has identified what the key drivers of city level economic growth and knowledge creation are, and sought to explain why some cities are capable of attracting and harnessing three times more talent than other cities. This has significant implications for the future development of UK cities and for those seeking to address these imbalances.

Social implications

Universities are a major economic agent in their own right, but they are increasingly being asked to play a wider role in local economic development. The authors’ evidence suggests that universities do play a wider role in the growth and development of cities, but that there are large discrepancies in the subsequent spatial distribution of the talent they create. And this has significant implications for those seeking to address these imbalances and promote a broader and less unequal economic landscape.

Originality/value

The authors explore how cities create economic value via a process whereby talent is attracted and then this stimulates knowledge-based industry activity. The originality relates to several key aspects of the work. First, the authors look at the stock of talent, and then the authors explore how “new” talent from universities is attracted by looking at graduate flows around the cities of the UK, differentiating between top-level graduates and less talented graduates. The authors then allow a wide variety of economic, cultural, and population factors to influence the locational decision of talented people. The results highlight the complexity of this decision.

Details

Journal of Management Development, vol. 36 no. 2
Type: Research Article
ISSN: 0262-1711

Keywords

Article
Publication date: 25 January 2021

Kumar Mukul and Gordhan K. Saini

The purpose of this paper is to explore the talent acquisition practices adopted by startups and understand how small entrepreneurs leverage social capital to address the talent

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Abstract

Purpose

The purpose of this paper is to explore the talent acquisition practices adopted by startups and understand how small entrepreneurs leverage social capital to address the talent acquisition challenges faced by them, and; identify some of the unique parameters adopted by startups in talent acquisition.

Design/methodology/approach

This study uses a multiple case study method to explore the talent acquisition practices in startups in India. The study included six case studies on startups in Hubli city of North Karnataka in India.

Findings

This paper finds that startups (especially in smaller cities) face challenges such as lower quality of talent pool, absence of a brand name, inability to provide competitive salary and other benefits as per industry standards and locational disadvantages in talent acquisition. Thus, entrepreneurs leverage their social capital for talent acquisition by handpicking talent on the basis of familiarity or credible networks and recommendations. Incubation centres provide institutionalized sources of social capital to help them attract good talent. This study finds that employee-culture fit and trust play important role in acquiring talent in startups.

Practical implications

The study has implications for startup entrepreneurs, recruitment service providers, incubation centres, trainers, policymakers, etc. The study provides useful insights to the startups with regard to their recruitment practices.

Originality/value

This study contributes to the literature in the domains of talent acquisition, startups and social capital by describing hiring challenges faced by startups and exploring the mechanisms used by them in overcoming such challenges.

Details

Journal of Entrepreneurship in Emerging Economies, vol. 13 no. 5
Type: Research Article
ISSN: 2053-4604

Keywords

Book part
Publication date: 26 November 2018

Jürgen Deters

Based on the tasks and responsibilities of global leaders, the benefits of a holistic view in global leadership talent acquisition are identified. The main areas of this…

Abstract

Based on the tasks and responsibilities of global leaders, the benefits of a holistic view in global leadership talent acquisition are identified. The main areas of this integrating process, such as succession planning, attracting, and mobilizing talents, selection, training and development, and retaining global leadership talents, are described. The success factors and principles of a global talent acquisition process are presented and explained. Furthermore, this chapter shows that a proactive step for global organizations is to build an in-house global leadership talent pool to ensure having the right global leaders in the right places at the right time.

Abstract

Details

Global Leadership Talent Management
Type: Book
ISBN: 978-1-78714-543-6

Article
Publication date: 22 June 2010

Brent Davies and Barbara J. Davies

Academies are semi‐autonomous schools set up outside the normal local government structures with sponsors from business and charity groups to create new and innovative ways of…

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Abstract

Purpose

Academies are semi‐autonomous schools set up outside the normal local government structures with sponsors from business and charity groups to create new and innovative ways of creating and sustaining school transformation. The aim of this paper is to assist in a strategic conversation within the academy movement on talent development.

Design/methodology/approach

The paper looks at talent identification, talent development and establishing a talent culture. It provides points in the text for readers to reflect on their own talent practice and provides case examples from current academies.

Findings

The paper shows that the longer‐term sustainability of the academy movement needs to address the key issue of developing leadership talent.

Originality/value

The paper provides an original and useful framework for developing talent management in academies.

Details

International Journal of Educational Management, vol. 24 no. 5
Type: Research Article
ISSN: 0951-354X

Keywords

Abstract

Details

Contemporary HRM Issues in the 21st Century
Type: Book
ISBN: 978-1-78973-457-7

Article
Publication date: 23 July 2019

Alex Anlesinya, Kwasi Dartey-Baah and Kwesi Amponsah-Tawiah

The purpose of this paper is to review strategic talent management (STM) research with the aim of providing major insights into the under-explored themes, issues, theories and…

2202

Abstract

Purpose

The purpose of this paper is to review strategic talent management (STM) research with the aim of providing major insights into the under-explored themes, issues, theories and methods.

Design/methodology/approach

The method included a systematic review of studies from 2007 to 2019 in five reputable academic databases. In total, 51 studies met the inclusion criteria and were analysed.

Findings

STM can be leveraged to achieve several positive employee, organisational and macro-level outcomes. However, the realisation of these positive outcomes can be threatened by several challenges, which need to be addressed through the creation of conditions critical for the success of talent management strategies. Moreover, effective talent management strategy regime does not lie on the shoulders of just one individual but a collective responsibility of multiple stakeholders. The study also highlighted the digitalisation of STM, integration of ethical and responsible management principles into talent management strategies, and strategic management of unconventional of talent pools as key trends. Finally, several major weaknesses in the current STM scholarship from theoretical, content, context and methodological perspectives are discussed.

Research limitations/implications

Although the studies included in the analysis may not include all studies published during the study period, it is assumed that they provide a good representation of such studies.

Originality/value

Since no systematic study was conducted specifically on STM, this study contributes to the talent management literature by identifying several research issues and gaps while defining future directions of the field. It can, therefore, enrich STM debates, practices and policy making.

Details

Industrial and Commercial Training, vol. 51 no. 5
Type: Research Article
ISSN: 0019-7858

Keywords

Article
Publication date: 16 November 2015

Hari Kumar and Satish Raghavendran

Fostering employee engagement in large organizations is a formidable problem that gets even more challenging in a sluggish economy, when the standard lever of monetary incentives…

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Abstract

Purpose

Fostering employee engagement in large organizations is a formidable problem that gets even more challenging in a sluggish economy, when the standard lever of monetary incentives are not a viable option for boosting employee engagement and motivation. As the organization gets larger, building emotional connectedness or bonding becomes challenging as teams expand to operate in different time zones. The overwhelming pace of work in the modern workplace can also hamper bonding. Yet emotional connectedness, when present, serves as a catalyst in driving superior performance and employee loyalty. The culture of many large organizations discourages innovation and out-of-the-box thinking because their institutional structures encourage risk aversion. Even though large organizations are best positioned to absorb the ups and downs of intelligent risk-taking, their talent processes enforce conformity, legitimize mediocrity and penalize failed attempts at innovative thinking. Performance appraisals tend to promote employees who take the path of least resistance. Managers, of course, help perpetuate this risk-averse cycle of mediocrity. Either they have been conditioned to think only in a linear fashion or organizational systems perpetuate managerial insecurity at all levels. This insecurity manifests in several ways: managers may take credit for the work performed by a subordinate; shoot down ideas a subordinate may have; or deflect opportunities that a subordinate may get. Survival in such an environment is based on being average and staying within the system. As a result, the spirit of entrepreneurship is lost. The authors designed a creative and playful contest called “Maverick” to tackle employee engagement in large organizations. The contest deeper goals include: shifting culture and behavior, talent discovery, brand building and meaningful engagement. The impact of the program on a broader organizational culture parameters were assessed through a survey. The survey results validate the impact of the program.

Design/methodology/approach

The paper develops a conceptual approach that underlies the design of the Maverick program. Surveys were deployed to determine the perceived impact of the program on the broader culture.

Findings

The secret ingredient in employee engagement is gaining the “emotional share of wallet” of employees to drive meaningful, enduring organizational change. Emotional wallet share is the sweet spot that lies at the intersection of employees’ skill sets, their aspirations and the value they generate for the organization. Proactively identifying the sweet spot empowers an organization to capture employees’ emotional wallet share to identify enablers and catalysts that can unlock motivation and performance. The survey results indicate that the Maverick contest was perceived to have a positive impact on all the identified attributes. This is a testament to the program’s success as a pivotal driver of a positive organizational culture. Further, it validates that the Maverick contest identifies several levers that leaders can use to positively influence organizational culture.

Research limitations/implications

The organizations can adapt the proposed conceptual framework in designing meaningful programs to tackle employee engagement and motivation.

Practical implications

The paper provides a meaningful framework to tackle employee engagement in large organizations. The Maverick approach is of interest to leaders of large organizations that are struggling to increase employee engagement with limited resources and that wish to foster creativity to drive innovation. The program offers a compelling way for talented professionals to meaningfully contribute to their organization that is agnostic to their position in the hierarchy. It gives employees the freedom to strive without being paralyzed by fear of failure; the chance to build their personal brand and pride; and a safe environment in which they can question received wisdom and attempt an unconventional approach to problem-solving. It creates a playful environment to bust stress, foster innovation and encourage an entrepreneurial mindset.

Originality/value

This paper offers a superior alternative to the standard gamification solutions that are routinely applied to business situations. Gamification mechanics work effectively in roles that are transactional, instead of roles that demand autonomy, mastery and a sense of purpose. Maverick program is designed while being mindful of the intrinsic motivation of the professionals.

Details

Journal of Business Strategy, vol. 36 no. 6
Type: Research Article
ISSN: 0275-6668

Keywords

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