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Article
Publication date: 16 October 2019

Rino Schreuder and Simon Noorman

This article aims to explain the why and what of strategic talent development. It shows how top talents in value-creating top positions can make a strategic difference for…

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674

Abstract

Purpose

This article aims to explain the why and what of strategic talent development. It shows how top talents in value-creating top positions can make a strategic difference for organizations.

Design/methodology/approach

Having established the differences between generic and strategic talent management, this article argues that talent management needs to be aligned with the organizational strategy. The next step is to ensure that the talents and skills of people who fulfill strategic, “difference-making” roles are best developed. You cannot standardize your talent development to achieve greatness.

Findings

Strategic talent development is a valuable and priceless investment in the future of the entire organization.

Originality/value

Strategic talent development is an innovative addition to existing talent management practices – not a replacement. An addition that makes the link between talent management and strategy (even) more explicit and can help organizations to make a next step in the realization of their ambitions through a targeted deployment and development of their top talents in key positions.

Details

Strategic HR Review, vol. 18 no. 6
Type: Research Article
ISSN: 1475-4398

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Article
Publication date: 10 June 2014

Mariela Natacha Golik and María Rita Blanco

– This paper aims to contribute to talent management literature by examining empirically the relationship between talent identification and development tools.

Abstract

Purpose

This paper aims to contribute to talent management literature by examining empirically the relationship between talent identification and development tools.

Design/methodology/approach

The study sample consisted of 112 Argentina-based companies. All participants completed an online survey containing a list of identification and development practices. Responses were analyzed with SPSS 19.

Findings

Results show that companies running more talent identification processes (performance management and potential identification) make use of a greater number of development tools. Significant differences were observed in the use of all development tools analyzed, with the exception of formal education and job rotation. Results indicate that the presence of a Development Department encourages the implementation of identification and development tools.

Practical implications

The study suggests that the better the quality of the information involved during the identification stage, the higher the contribution to development investment decisions. Companies should do well to rely on higher-quality diagnostic information to facilitate a better selection of development tools to fulfill specific objectives. The existence of a Development Department favors the implementation of a greater number of identification and development tools.

Originality/value

This paper adds to fill a perceived gap in the literature investigating, empirically, the relationship between talent identification processes and development tools.

Details

Management Research: The Journal of the Iberoamerican Academy of Management, vol. 12 no. 1
Type: Research Article
ISSN: 1536-5433

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Article
Publication date: 11 July 2019

Maria Golubovskaya, David Solnet and Richard N.S. Robinson

This paper aims to challenge existing assumptions in talent management (TM) research, showcasing a misalignment between commonly held assumptions and the characteristics…

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1023

Abstract

Purpose

This paper aims to challenge existing assumptions in talent management (TM) research, showcasing a misalignment between commonly held assumptions and the characteristics of the youth-intensive hospitality sector workforce.

Design/methodology/approach

Following a review of the TM literature, Piirto’s educational talent pyramid is adopted to conceptualize a recalibration. Drawing on multidisciplinary literatures (i.e. adolescent development, youth employment, positive psychology), and adopting a (talent) developmental approach, a reframing of prevalent TM discourses is enunciated based on the logic that the hospitality workforce is predominantly in a developmental state.

Findings

TM discourses are misaligned with the workforce composition of the hospitality industry, which is dominated by young, often unexperienced, workers. The need for dramatically recalibrated TM structures and underlying assumptions, centred around a greater attention to the “development” of talent and a more employee-focused and inclusive approach, can facilitate greater alignment between TM and hospitality.

Research limitations/implications

This paper extends a body of work advocating for more inclusive TM and developmental postures. The contribution, via a hospitality industry context, has been to create linkages between talent- and youth-development discourses.

Practical implications

This paper outlines a number of implications, among which are a pathway forward for hospitality industry to rebuild its poor HRM image and conversion of “transient” hospitality jobs to career jobs (for youth).

Originality/value

This paper identifies youth as a distinct workforce entity and suggests that hospitality jobs represent a critical developmental context for young people, resulting in a series of critical implications for TM practice and theorizing.

Details

International Journal of Contemporary Hospitality Management, vol. 31 no. 10
Type: Research Article
ISSN: 0959-6119

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Article
Publication date: 3 October 2016

Eilo Wing Yat Yu and Natalie Ieok Leng Tam

Talent development has become an important policy given prominence by the Macao government since Fernando Chui became its Chief Executive. The purpose of this paper is to…

Abstract

Purpose

Talent development has become an important policy given prominence by the Macao government since Fernando Chui became its Chief Executive. The purpose of this paper is to review human resources and talent development policies in Macao and discuss the difficulties and challenges that they pose.

Design/methodology/approach

Using Macao as a case study the paper indicates the difficulties and challenges experienced by emerging markets in fostering talent development for the sustainability of their local economies.

Findings

This paper finds that, as an emerging market, Macao has to solve and overcome its institutional deficiencies (namely, by the establishment of both a professional registration regime and the means to gather metadata to enable predictions of the talents needed for the local economy and their potential scale) so as to please stakeholders. Only then can it truly introduce talent development schemes and programs.

Originality/value

There have been very few studies on Macao’s talent development initiative. This paper tries to fill this gap in the existing understanding of talent development.

Details

Asian Education and Development Studies, vol. 5 no. 4
Type: Research Article
ISSN: 2046-3162

Keywords

Content available
Article
Publication date: 12 April 2019

Atheer Abdullah Mohammed, Abdul Hafeez-Baig and Raj Gururajan

The purpose of this paper is to investigate generated themes associated with talent development in the Australian higher education sector. This is because there are…

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4248

Abstract

Purpose

The purpose of this paper is to investigate generated themes associated with talent development in the Australian higher education sector. This is because there are pragmatic advantages for universities that are focused on developing talents. For example, talent is a primary source of competitive advantage for educational institutions.

Design/methodology/approach

This study depends on the individual interview method as the main tool for data collection. The sample consisted of six participants who are talented. High-level individual interviews were transcribed and thematically analysed using NVivo 11.

Findings

Individual interviews have identified four key themes of talent development: performance management, coaching talent, leadership development and talent acquisition.

Research limitations

This study only targeted one country (Australia), and one sector (higher education). Hence, the generalisability of these results is limited to the Australian university sector in Queensland.

Practical implications

This study collects rich and original qualitative data regarding talent development in the higher education domain. Therefore, for instance, the research findings validate what was already found but are significant because practical data rather than theoretical were gathered through a discussion with experts in talent management. This study has a high quality because of strengthening the effect of an in-depth case study.

Originality/value

The study offers a value added to talent management theory through investigating themes of talent development for the higher education sector. This would assist researchers in this field to provide a deeper understanding and develop a theoretical foundation for their further studies. This implication is unique to the advancement of talent management theory.

Details

Journal of Industry-University Collaboration, vol. 1 no. 1
Type: Research Article
ISSN: 2631-357X

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Article
Publication date: 27 January 2012

Thomas N. Garavan, Ronan Carbery and Andrew Rock

The purpose of this paper is to explore the concept of talent development, define its scope and identify the issues involved in formulating talent development strategies…

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13418

Abstract

Purpose

The purpose of this paper is to explore the concept of talent development, define its scope and identify the issues involved in formulating talent development strategies in organisations.

Design/methodology/approach

The paper reviews the relatively scant and fragmented literature on talent development processes.

Findings

The literature review revealed that talent development is usually discussed as part of a wider talent management process. The literature highlights issues concerning who is the talent to be developed, what competencies should be developed, who drives development, what is the appropriate pace of development and what is the architecture to support the development.

Research limitations/implications

The paper is solely theoretical in nature; however, it does identify gaps for further research.

Practice implications

The paper raises a number of important questions that should be considered by organisations when they engage in talent development.

Originality/value

The paper contributes to a perceived gap in the literature and highlights the issues that come within the terrain of talent development.

Details

European Journal of Training and Development, vol. 36 no. 1
Type: Research Article
ISSN: 2046-9012

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Article
Publication date: 21 February 2019

Rune Dall Jensen, Sissel Ravn and Mette Krogh Christensen

Education of the surgeon and development of surgical expertise have been debated for centuries. Today, research in surgical education applies terms and methods from other…

Abstract

Purpose

Education of the surgeon and development of surgical expertise have been debated for centuries. Today, research in surgical education applies terms and methods from other performance domains such as sport and music. However, there still seems to be a lack of consensus as to how talent may be brought into the discourse about surgical education. Especially, when it comes to identifying and developing trainees who in the future will perform better than the average surgeon.

Design/methodology/approach

This five-step scoping study aims to map existing literature about talent identification, talent development and development of expertise in the domains of surgery, sport and music in the period of 1985-2014.

Findings

A total of 242 studies, divided in the four domains of surgery (69 studies), sport (115 studies), music (34 studies) and cross-disciplinary studies (24 studies) published in the period 1985-2014 were included.

Originality/value

Informed by the performance domains of sports and music and their inclusion of a holistic, ecological approach to research, this study suggests that research in surgical education may benefit from broadening its view on talent by including psychosocial variables and environmental, demographic and structural influencers when considering how surgical talent may be identified and developed.

Details

European Journal of Training and Development, vol. 43 no. 3/4
Type: Research Article
ISSN: 2046-9012

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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

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Article
Publication date: 27 January 2012

Folke J. Glastra and Martha Meerman

The lack of career movement of members of ethnic minority groups in work organizations has been widely documented. The purpose of this paper is to gain insight into…

Abstract

Purpose

The lack of career movement of members of ethnic minority groups in work organizations has been widely documented. The purpose of this paper is to gain insight into conditions for the realization of diversity goals in the case of talent development.

Design/methodology/approach

In a case study of management development in the Dutch national tax administration, the practice of fostering vertical mobility of ethnic minority personnel through diversity management has been analysed. The authors make use of theories regarding effective diversity management and career advancement of ethnic minority employees. Data were collected through semi‐structured interviews with 12 participants in the management development course, and a further 25 functionaries involved in the project.

Findings

With regard to diversity management as a means of fostering talent development of ethnic minorities, the authors come to the conclusion that key success factors mentioned in the literature such as top level commitment and strategic integration, are insufficient and overrated conditions. More important are “non‐issues” in the formulation of diversity strategies, organizational alignment of relevant organizational players, strategic coherence and organizational culture.

Research limitations/implications

The case study design used in this research facilitates case‐sensitive analysis, but is limited in estimations of validity and explanatory strength of factors mentioned in the literature, as it is in generalizing across organizations.

Practical implications

Interventions aimed at fostering ethnic diversity in talent development should start with precise analysis of cultural and organizational conditions and processes underpinning standard practices of talent and career development, and not only seek strategic integration and top management commitment but arrange for broad‐based organizational alignment.

Originality/value

While there are many theoretical and normative models tracing diversity outcomes to organizational conditions and diversity management strategies, there is a dearth of empirical studies in this field. The case study explores the merits of these models and adds new insights on an empirical basis.

Details

European Journal of Training and Development, vol. 36 no. 1
Type: Research Article
ISSN: 2046-9012

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Article
Publication date: 2 February 2015

Sunita Panda and Chandan Kumar Sahoo

The purpose of this paper is to attempt to test a model of talent development interventions and find out the various factors which actually impact the process in a…

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2438

Abstract

Purpose

The purpose of this paper is to attempt to test a model of talent development interventions and find out the various factors which actually impact the process in a manufacturing concern.

Design/methodology/approach

Multiple regression analysis is used to analyse the data and find the extent to which the variables considered are significant predictors of talent development. Primary data are collected from the respondents (executives) of two manufacturing units with the help of a structured questionnaire. A sample size of 200 is considered for extraction of data for the study.

Findings

The results of the study highlight that six of the independent variables significantly predict the dependent variable. This paper identifies the most important factors which are found to be pivotal for the development of talent in the organizations considered for the study.

Practical implications

Managing talent in the present competitive business scenario is one of the most vital issues in which HR professionals/practitioners are involved. It becomes imperative for top management to know about the various ways which can aid in proper development of talent. This paper empirically identifies the various strategic interventions which aid in the proper development of talent in manufacturing sector.

Originality/value

While there are many papers tracing the talent development process and the various strategic interventions, there is a dearth of empirical research being done in this field in the manufacturing sector. This paper attempts to explore the developmental interventions in the manufacturing sector and adds new insights on an empirical basis.

Details

Industrial and Commercial Training, vol. 47 no. 1
Type: Research Article
ISSN: 0019-7858

Keywords

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