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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 conditions for…

1420

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

Keywords

Article
Publication date: 3 May 2022

Dimitrios Kafetzopoulos

The purpose of this study is to build a theory presenting talent development as a driver for innovativeness and strategic flexibility, and how these organizational capabilities…

1399

Abstract

Purpose

The purpose of this study is to build a theory presenting talent development as a driver for innovativeness and strategic flexibility, and how these organizational capabilities affect financial performance.

Design/methodology/approach

As a methodological approach, this study uses a rich combination of literature review and exploratory interviews with managers and academicians. Moreover, a conceptual framework is tested by confirmatory factor analysis and finally structural equation modelling using the survey data from 462 Greek firms.

Findings

The results show the positive effect of talent development on strategic flexibility and innovativeness. Moreover, strategic flexibility is an influential firm capability for innovativeness and financial performance. This study also reveals the significance of innovativeness on financial performance.

Research limitations/implications

This study explores talent development and two certain organizational capabilities, but many other topics that affect business performance remain unexplored. The role of environmental characteristics could also be examined as a moderator in the proposed relationships.

Practical implications

This study offers clear implications for managers, proving that talent development is a major driving force behind strategic flexibility, innovativeness and financial performance in order for managers to allocate resources, and to develop and execute these capabilities as an integral part of business strategy.

Originality/value

This empirical study contributes to the literature by developing a research conceptual framework of three underdeveloped firm capabilities, investigating and explaining both their correlations and dynamic nature and their role in financial performance improvement.

Details

EuroMed Journal of Business, vol. 18 no. 2
Type: Research Article
ISSN: 1450-2194

Keywords

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 manufacturing…

2786

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

Article
Publication date: 12 February 2018

Andrew Bratton

The purpose of this paper is to examine the role of strategic talent development in supporting environmental management in the hospitality sector, as well as exploring its…

1112

Abstract

Purpose

The purpose of this paper is to examine the role of strategic talent development in supporting environmental management in the hospitality sector, as well as exploring its practical implications.

Design/methodology/approach

This paper examines a single public sector case study in the hospitality industry, a National Health Service conference centre. This case is part of a larger study in which qualitative and quantitative data were collected in six public and private sector workplaces in Scotland.

Findings

The findings emphasise the key role of leaders as change agents, and in promoting sustainability and encouraging workplace low-carbon behaviours. The findings demonstrate that an inclusive approach to talent development can play a key role in creating a pro-environmental culture and can significantly contribute to the long-term environmental sustainability of organisations.

Research limitations/implications

The scale of the research is limited to one public sector case study and restricted to the Scottish hospitality industry. Extending the research to multiple case studies in both the public and private sector in Scotland would be useful.

Practical implications

This paper makes recommendations about the role of line managers, blended learning strategies, organisational culture and employee participation in supporting workplace learning for sustainability.

Originality/value

This paper examines the role of strategic talent development in supporting environmental sustainability in the hospitality industry and provides unique insight for both academics and practitioners into a single public sector case study.

Details

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

Keywords

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 executives can…

2082

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. 27 no. 6
Type: Research Article
ISSN: 1359-8546

Keywords

Article
Publication date: 1 August 2016

Carole Tansley, Ella Hafermalz and Kristine Dery

The purpose of this paper is to examine the relationship between the use of sophisticated talent selection processes such as gamification and training and development

5749

Abstract

Purpose

The purpose of this paper is to examine the relationship between the use of sophisticated talent selection processes such as gamification and training and development interventions designed to ensure that candidates can successfully navigate the talent assessment process. Gamification is the application of game elements to non-game activities through the adoption of gaming tools, and little is known about how candidates (“talent”) struggle to learn about the structural mechanics of gamification as they engage with the hidden rules of talent selection, such as goals, rules, “levelling up”, feedback and engagement in competitive – collaborative activities. The term “talent development gamification” is coined and used as an analytical tool to consider how young talent are supported by development interventions in their inter-subjectivity as they learn how to survive and win in talent selection games.

Design/methodology/approach

Studying hidden dynamics in development processes inherent in gamified talent selection is challenging, so a cult work of fiction, “Ender’s Game”, is examined to address the questions: “How do candidates in talent selection programmes learn to make sense of the structural mechanics of gamification”, “How does this make the hidden rules of talent selection explicit to them?” and “What does this mean for talent development?”

Findings

Talent development in selection gamification processes is illustrated through nuanced theoretical accounts of how a multiplicity of shifting and competing developmental learning opportunities are played out as a form of “double-consciousness” by potential organizational talent for them to “win the selection game”.

Research limitations/implications

Using novels as an aid to understanding management and the organization of work is ontologically and epistemologically problematic. But analysing novels which are “good reads” also has educational value and can produce new knowledge from its analysis. In exploring how “Characters are made to live dangerously, to face predicaments that, as readers, we experience as vicarious pleasure. We imagine, for example, how a particular character may react or, more importantly, what we would do in similar circumstances” (Knights and Willmott, 1999, p. 5). This future-oriented fictional narrative is both illustrative and provides an analogy to illuminate current organisational development challenges.

Originality/value

The term “talent development gamification in selection processes” is coined to allow analysis and provide lessons for talent development practice in a little studied area. Our case study analysis identifies a number of areas for consideration by talent management/talent development specialists involved in developing talent assessment centres incorporating gamification. These include the importance of understanding and taking account of rites of passage through the assessment centre, in particular the role of liminal space, what talent development interventions might be of benefit and the necessity of appreciating and managing talent in developing the skill of double consciousness in game simulations.

Details

European Journal of Training and Development, vol. 40 no. 7
Type: Research Article
ISSN: 2046-9012

Keywords

Article
Publication date: 14 June 2011

Evert Pruis

In this socio‐economic climate there may still be budget for talent development, but it might not be as much as we have grown accustomed to. There is a growing need for effective

12291

Abstract

Purpose

In this socio‐economic climate there may still be budget for talent development, but it might not be as much as we have grown accustomed to. There is a growing need for effective, sustainable and prudent programs: the question is “how?” This paper aims to address this issue.

Design/methodology/approach

Through the author's work with clients in industry, services and government, five key talent development principles are distilled, tested and evaluated.

Findings

There are various, sometimes conflicting, ways to determine who is of value within an organisation. HR departments are unlikely to address talent management as an integrated process. The form and purpose of talent development efforts are frequently mismatched. Preferred learning styles and the design of talent programs are often at odds. Talents have the potential to be much more engaged in and meaningful to their organisation.

Practical implications

Clarify what “talent” means in your organisation by formulating a crystal clear policy. Perceive talent management as an integrated process and start organising it as a coherent effort, involving all human resource departments. Fulfil a clear and present organisational need with your talent development efforts. Offer mentoring by true role models and thus enhance the talent's organisational “know‐how” and business insight and accelerate their development. Harness the power of the talent pool, because talents working in teams could offer your company a huge and largely untapped cognitive surplus.

Originality/value

The five key principles of talent development and the 25 decisions will aid human resource professionals in assessing or designing their own talent, leadership and career development trajectories.

Details

Industrial and Commercial Training, vol. 43 no. 4
Type: Research Article
ISSN: 0019-7858

Keywords

Article
Publication date: 1 February 2016

Walter McFarland and David Jestaz

– The purpose of this paper is to suggest a relationship between talent development and organizational change, and to invite more research on this topic.

Abstract

Purpose

The purpose of this paper is to suggest a relationship between talent development and organizational change, and to invite more research on this topic.

Design/methodology/approach

This is a viewpoint of the authors and not a research paper. It is designed to stimulate thinking and research.

Findings

There are no findings. The paper suggests that the expanded use of talent development interventions may improve workforce engagement in organizational change and invites more thinking and research.

Research limitations/implications

It is not a research piece, a viewpoint only.

Practical implications

One practical implication of future research is to better understand the link between neuroscience, talent development and change if any.

Social implications

Several indicators– including Gallup’s most recent Global Workforce Study are suggesting profoundly low levels of employee engagement globally. One reason suggested in sheer volume and complexity of organizational change. In effect, people may be overwhelmed. Better understanding how to engage people generally, and specifically during times of large-scale organizational change may contribute to both the working lives of people and to overall organizational performance. For this reason, more research is needed.

Originality/value

The link between talent development and organizational change has, for the most part, not been explored in the research literature. The potential value of brain science in informing this link has not been explored either. For the most part, the connections discussed here are original and, with rigorous research, could inform employee engagement and organizational change.

Details

Industrial and Commercial Training, vol. 48 no. 2
Type: Research Article
ISSN: 0019-7858

Keywords

Article
Publication date: 24 August 2018

Renu Dalal and Mesut Akdere

There is a critical need to understand current talent development (TD) practices as well as developing a contemporary paradigm that will support a radically different future for…

2735

Abstract

Purpose

There is a critical need to understand current talent development (TD) practices as well as developing a contemporary paradigm that will support a radically different future for TD. The purpose of this paper is to provide an overview of the existing literature on TD, explore the fundamental role of TD in organizations and identify gaps for future directions.

Design/methodology/approach

The paper reviews the literature on TD.

Findings

Following themes are identified in selected TD articles: varied TD definitions, theoretical perspective for investigating TD, TD practices and effects and implications on training and development. The literature review identifies two levels of TD practices: organizational level and individual level.

Practical implications

The field of TD is rapidly changing because of the accelerating integration of technology and information into daily work environment. There is a critical need to understand current TD practices as well as to develop a contemporary paradigm that will support a radically different future for TD. Scope and boundaries of TD need to be set, so that practitioners can apply the right practice at the right time.

Originality/value

The paper presents the conceptual boundaries of TD in the current existing literature and identifies the gaps.

Details

Industrial and Commercial Training, vol. 50 no. 6
Type: Research Article
ISSN: 0019-7858

Keywords

Article
Publication date: 15 July 2019

Aliaksei Kichuk, Lorraine Brown and Adele Ladkin

The purpose of this paper is to explore the experiences of employees excluded from a talent pool and to identify what career development is provided for them.

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Abstract

Purpose

The purpose of this paper is to explore the experiences of employees excluded from a talent pool and to identify what career development is provided for them.

Design/methodology/approach

A qualitative approach was adopted, and narrative inquiry was selected as the optimum route to obtaining detailed and rich accounts of the experiences of employees excluded from a talent pool. Fifteen in-depth interviews were conducted with eight employees and seven managers in a small hotel chain in the south of England.

Findings

The study shows that employees who are excluded from a talent pool feel frustration, mistrust in the organisation, have low expectations of career development and show an intention to leave the organisation.

Research limitations/implications

The study was conducted in a chain of hotels where talent management (TM) strategies are one of the key priorities in the organisation. The results may be different in hotels where TM strategies are less formal and talent pool segmentation is not clearly identified.

Practical implications

Hotel managers should consider employees who are excluded from a talent pool and build effective TM strategies and provide career development to minimise adverse reactions and improve commitment and motivation.

Originality/value

This research contributes to understanding talent pool exclusion and its consequences for the hotel sector. Narrative interviewing is used in this context for the first time.

Details

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

Keywords

11 – 20 of over 32000