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The development of information technology is highly influential to all sectors, including the financial industry. Various transformations are made in overcoming the dynamics of technological advancements, including the mapping of human resources. This study is conducted in the banking industry and companies operating using financial technology (FinTech) in Indonesia. This study aims to identify talent competencies needed in the future, based on current conditions and future needs, through mapping talent in the banking and FinTech industries.

This study provides empirical evidence about the mapping of talent management with eight basic competencies. It uses a mixed-method, explanatory sequential with survey approach in the first phase and focus group discussions (FGD) in the second phase. The questionnaire is distributed to 309 respondents who are the specific decision-makers in this industry. Meanwhile, the FGD is conducted twice at different times with academics and practitioners, human resources and talent managers. This research used analytic hierarchy process as a tool for data processing.

This study provides current competency positions and future needs in the banking and FinTech industries in Indonesia where it found a lot of competence segregation. It also discovered three priority competencies for dealing with Industry 4.0, which included relating and networking, adapting and responding to change and entrepreneurship and commercial thinking.

This study is valuable for decision-makers and regulators; these results can be used to find new competencies and talents to develop existing human resources. Also, these results can be used as a basis for policy-making related to the Industrial Revolution 4.0.

This study provides new insights on talent mapping in the banking and FinTech industries as a strategic approach in the digitalization era. In addition, this research also adds knowledge related to Industry 4.0 as a result of industry developments in the digitalization era.

This study explores the concept of “talent agility” since its inception using bibliometric analysis and paves the way for future research agenda in the field of business and management.

The articles were retrieved from the Scopus database comprising 67 publications from 2001 to September 2020. This study has applied bibliometric techniques such as citation analysis, co-citation analysis, bibliographic coupling, co-authorship analysis, and co-occurrence keyword analysis.

The bibliometric analysis reveals the publication trends, most influential authors, articles, journals, countries, and important keywords. Subsequently, it presents the network connections among them in the field of talent agility. It identified emerging research diversifications in the literature on talent agility.

The limitation of this study is the extraction of research articles from a single database, i.e. Scopus. This study provides insights to the researchers and practitioners on comprehensive understandings of the emerging concept “talent agility”, an overview of the publication trends, emerging research themes identified in the clusters, and suggests possible directions for further study.

This study provides the intellectual structure of talent agility literature and its advancement over the periods.

This paper seeks to show appreciation for the collective endeavour of work practices based on varying degrees of dependence, interdependence and mutuality between at least two people. Such dependencies have to be concerned with how talent is used and how this use is an interaction between people, a process called talenting. The aim of this paper is to provide a method to explore talenting.

The paper provides a brief overview of recent debates relating to talent management (TM). This paper argues that TM seldom pays attention to work practices where performance is frequently a collective endeavour. A mapping method is explained to identify work practices and obtain narrative data. This paper provides a case to explore talenting in West Yorkshire Police.

In total, 12 examples are found and 3 are presented showing the value of various forms of dependency to achieve outcomes.

TM needs to move beyond employment practices to work practices. There is a need to close the gap between traditional TM employment practices, usually individually focused, and work practices which are most likely to require a collective endeavour.

There needs be ongoing appreciation of talenting to add to TM activities.

This paper recognises a more inclusive approach to TM based on work performance.

This paper, to the best of the authors’s knowledge, is probably the first enquiry of its kind.

The purpose of this study is to develop a deeper understanding of the scope of talent development (TD) strategies and practices in tourism and hospitality industry contexts.

Because the literature on talent management and TD in tourism and hospitality is limited and fragmented, an integrative literature review method was used to identify and analyze relevant studies to create a more comprehensive representation of the industry’s talent strategies.

Findings from the literature review showed that by nature, the context of tourism and hospitality is complex and the meaning of talent in this industry is not necessarily comparable to other industry sectors (Baum, 2008). While most industries adopt a more exclusive approach to develop talent, an inclusive approach may be more ideal for tourism and hospitality especially in light of the importance of frontline employees for business success. More robust management structures and human resource systems are needed especially in small and medium tourism enterprises to aid the facilitation of TD. A partnership approach involving strong commitment between education, industry and government should be necessitated to implement and sustain TD considering the importance of the industry to nation’s economic and social advancement.

This study adds to the body of literature on TD in tourism and hospitality. Future research opportunities should explore both qualitative and quantitative methods to provide empirical evidence and to further build on the literature.

Generally, organizations place emphasis on the development of technical skills, however, managers and leaders of tourism organizations should focus on developing both technical and generic competencies especially for frontline employees to ensure that a positive image of the organization is consistently demonstrated. TD can influence employees’ emotional labor; therefore, increased and quality emotional labor training can impact the types of strategies that employees use during guest encounters to promote quality service.

The paper contributes a comprehensive review of the literature on TD in the tourism and hospitality context. The TD map provides more focused direction and will aid in the establishment of TD strategies and practices.

The purpose of this article is to discuss succession management within the context of talent management, with specific reference to the role of talent reviews in the identification, development and retention of potential successors for critical job roles at different organizational levels.

The article utilizes a case study of talent reviews from a Saudi Arabian mining company, explores the different succession management approaches and highlights emerging best practice solutions in the field. In the case study, the primary task was to evaluate a sample of 59 executives and senior managers against the company's leadership competency framework in order to support them in a structured career development process within the context of the company's talent strategy.

The main findings indicate that the sample's strategic thinking ability and leadership skills are generally weak and that the current leadership capabilities might not be aligned with the company's growth strategy.

To enhance the talent review process, companies should: apply additional measures to develop a more complete picture of individual capability; fast‐track the talent review process; create a talent score card; review selection practice; determine retention risk by means of a risk‐criticality analyses; and implement individual conversations about performance and career development.

The article has found that talent review is a powerful intervention tool that helps to identify high‐potential employees and future leaders, determine bench strength at a specific level and identify talent gaps, organizational capability and risks. This study contributes to the practice of strategic human resources management with implications for succession management.

Artificial intelligence (AI) is the key technology used and is gradually affecting all aspects of the organisations in their pursuit of digital transformation. In this study, the authors investigated the influence of AI on work, people and the firm. The authors adopted a qualitative approach to the study. The findings of the study indicated the pervasiveness of AI, the emergence of new forms of work, the threat to some of the existing jobs and the emergence of new skill sets. The data also suggested that with AI not every aspect of work is going to change; particularly the human interaction and capabilities for solving multivariate and complex problems are going to stay even with AI. As the new sets of skills are emerging, so the need for continuous skill development also emerges as relevant to the industry. Another set of findings suggested that new forms of organisations might evolve with the usage of AI and the technology could play a key role irrespective of the industry. The data also reflected that human capital processes like talent management and talent development would act as the integration mechanisms between the changing work, the emerging skill sets of people and the changing forms of the organisations.

The primary purpose of this study was to identify and conceptualize talent management (TM) functions by combining management and human resources functions, based on a rigorous, in-depth literature review. The secondary purpose was to identify the most common TM strategies and classify them in terms of TM functions to provide a more systematic foundation for the concept of TM.

A systematic literature review supported by qualitative content analysis was used to determine the main TM strategies in the current literature and to classify them under basic TM functions.

This study identified seven core TM functions that were previously addressed in the TM literature but not labeled and conceptualized as TM functions. These seven core functions (talent planning, talent identification, talent attraction, talent acquisition, talent development, talent deployment and talent retention) structure the TM system, influence each other and operate as a cycle through their respective strategies in identifying, formulating and achieving business objectives (e.g. enhanced firm performance and sustainable competitive advantage). The findings also indicate that talent retention strategies were the most discussed topic within this field between 2006 and July 2022, followed by talent planning and talent development strategies.

TM is still a young and developing field that needs more conceptual work for its development and recognition as a discipline. To the best of the authors’ knowledge, this unique study is one of the first attempts to comprehensively define TM functions and offer a framework for the detailed and systematic classification of TM strategies under seven core TM functions. This framework makes clear the multidimensional concept and system of TM and reveals, through the notion of TM functions, the main lines and structural factors necessary to implement the strategies effectively. Based on the strategies presented in this study, TM is an important source of ideas for organizations that want to implement TM and provides a bench-marking tool for organizations that are currently implementing TM.

The paper aims to clarify the relationship between problem-solving skills and socialization of first-year university students and propose talent management strategies for university management, course instructors and administrators. Thus, this paper identifies three student clusters among the first-year bachelor students. This paper aims to propose a talent management framework and makes recommendations for course instructors and administrators.

In this paper, a Simulated Work Experience is applied to collect data on problem-solving skills and demographics of first-year business students. Based on the anonymous competency and demographic data of 546 students, 3 clusters were identified with a hierarchical K-means clustering method and linked with talent management and curriculum design strategies.

The paper provides empirical insights about how the demographic background of the first-year students affects the students' problem-solving skills. This paper identifies three clusters – laggers, unpolished diamonds and drivers – and proposes a talent management framework to support the students' personal and professional development. The proposed talent management framework is based on the direction of upskilling and type of talent management incentives and outlines four distinct categories: extracurricular reward, tutoring and catching up, perform-or-punish and up-or-out systems. This paper makes suggestions to course administrators and instructors how to incorporate talent management and competency mapping aspects into the curriculum and syllabus design activities.

The research is limited to problem-solving skills and focused only on first-year business students.

The paper includes practical implications for business school management, course administrators and instructors about competency mapping, talent management strategies, curriculum and syllabus design.

The research is based on the competency mapping of 546 first-year students at Budapest Business School. The data were collected via a Simulated Work Experience, where the students were participating in a virtual business project.

The purpose of this paper is to propose a new approach to talent management that consists of averaging performance appraisal and assessment center ratings for in-depth identification of lawyers’ talents.

The approach’s adjustment was examined using a 61 senior-lawyer sample from a Portuguese law firm. Comparisons between assessment center and performance appraisal ratings were analyzed using paired-sample t-tests and a kernel density function, and predictive validity was assessed with Pearson correlations. Evidence of both a general performance factor and two additional factors was verified using principal component analysis. Varimax rotation was used to verify three broad factors with job profile’s three broad areas.

Results suggest support for the assessment center’s predictive validity. Its lower and more variable ratings overcome performance appraisal rating bias. Adjustment of the new approach to lawyers’ overall talent identification (the general factor) and each lawyer’s relative talents (three broad factors) was observed.

This study contributes to the body of knowledge regarding the substantive existence of a general performance factor, and adds to empirical research concerning talent management, which is lacking. However, generalizability requires broader samples and replication.

The approach is a methodology that informs career management, high-flyers’ identification, talent mapping, development, succession planning, team composition, and diversity analysis. For lawyers, objective feedback allows benchmarking talent and managing one’s career.

This study pioneers empirical research that develops methods for identifying talent in law firms, vital for firm sustainability.