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The aim of the current study was to develop and validate a measure for identifying talent in the workplace. This is a gap long identified by researchers in this field.

Hinkins methodology was adopted for the establishment of a psychometrically sound measure. A 16-item scale for assessing the construct was developed. The reliability and validity were established by analyzing content adequacy, convergent validity, divergent validity and external validity. Primary data were collected from employees signaled as talent by their organization.

The study yielded a six-factor structure scale for the construct. These factors accounted for 66.8 percent of observed variance. All six dimensions, namely, calling orientation, critical insight, continuous learning, collaboration, cohesiveness and challenge drive established acceptable reliability and validity.

The research provides a precise definition of the talent construct. Identification and retention of individuals with a high talent quotient is a critical challenge to organizations. Identifying talent is made possible through this measurement scale.

This research made an attempt to develop a reliable and valid measurement scale for the talent construct. The scale provides a precise definition of the talent construct. This simple sound scale could be useful at both the individual and organizational levels. It helps individuals to identify and focus on critical areas for achieving talent status. Organizations benefit through better human resource management practice. Identification and retention of talent are essential to career management. Overall, it also satisfies the urgent need in talent management research for a clear definition of the talent construct.

This study aims to propose that inclusive talent management (TM) philosophy and TM practices are related to individual outcomes, such as job satisfaction, turnover intentions and job performance.

Using the resource-based theory, the research explores the mediation relationship between inclusive TM philosophy and job satisfaction, turnover intentions and job performance via TM practices. The study uses structural equation modelling for analysing the data collected through a questionnaire-based survey among a sample of 373 employees and 65 supervisors.

The results show that inclusive TM philosophy is positively related to individuals’ job satisfaction, job performance and decreased turnover intentions, through TM practices.

The study’s limitation lies in its restriction to a narrow set of organizations operating in Romania, thus limiting the generalization of the findings. Consequently, future studies can extend the scope of the study to include a larger sample size consisting of more organizations operating across multiple sectors and countries. While it is appropriate to assess talent philosophies at the level of the individual employees, future studies may wish to tackle the constructs from the organizational (managerial) standpoint where the TM practices and programmes are designed. Furthermore, future researchers could draw comparisons with large enterprises to investigate the differences in the impact of implementing TM practices within these organizational types. Finally, future research could explore the outcomes of inclusive TM philosophy by using a qualitative design, which sheds more light on other factors that support or hinder the outcomes of embracing inclusive TM in organizations.

The study’s findings have practical implications for organizations that want to improve their employees’ outcomes and provide evidence on how organizations can achieve this through their TM practices. First, the paper establishes a relationship between inclusive TM philosophy and employees’ outcomes (turnover intention, job satisfaction and job performance) through the mediating impact of the organization’s TM practices in the context of organizations operating in Romania. The relevance of the context for TM studies has been highlighted in the literature, and thus, the findings make an important contribution to the TM literature, given the limited number of empirical studies on TM practices from emerging European countries (Skuza et al., 2013). Second, the model was tested empirically by collecting data from two sources – employees and supervisors from the surveyed organizations. The perception among employees that they are treated as a talent by the organization can have a positive impact on their satisfaction, and job performance, and decrease their turnover intentions. This suggests that organizations should invest in talent development programmes to help their employees develop into talented performers who help improve the organization’s performance. The findings are of particular importance to human resources practitioners, as it suggests that organizations should consider implementing TM practices systematically across the organization to ensure that all employees benefit from them. By doing this, organizations can improve individual outcomes, which can ultimately lead to improved organizational performance.

Organization that develop the talent of their workforce in its totality are likely to be more successful in the long term. Similarly, it can be inferred that organizations that enhance the talent of their workforce through practices such as staff rotation, talent identification are likely to derive greater benefit from the capabilities that their staff display.

The study sheds light on the impact of talent philosophies and TM practices on outcomes at the individual employees’ level, which is an understudied study area within the broader TM discipline.

The study aims to develop a construct to measure talent management (TM) in an organization.

The study adopts a fourfold approach to develop the construct. Data were collected through close-ended questionnaires by conducting surveys from human resource professionals. Exploratory factor analysis and confirmatory factor analysis techniques were employed to analyze the data and develop the construct.

Results of the study indicate that TM practices are crucial in changing business dynamics. A final 26 items under 5 factors (identification of critical positions, talent acquisition, talent development, talent engagement, and talent retention) were found significant and integrated TM strategies in uncertain economic environments.

This research focuses on the entire process of the TM cycle and develops an integrated construct of TM; thus, the study will provide an in-depth understanding of TM strategies to practitioners and researchers, facilitate researchers for the effective conduct of empirical research work on TM, whereas, for practitioners, this work will support in designing of TM strategies leading to organizational performance.

This is the first research study that has been done in the context of South Asia. It will help build up TM strategies to the necessity of a business environment.

This article investigates which definitions, indicators and instruments are used by the companies to identify and assess talented employee potential with successful performance on future pivotal positions.

Empirical data were collected in 2020–2021 in 45 local and multinational companies in Russia with well-established talent management functions using in-depth interviews with human resource (HR) managers and consultants.

The study found a diversity of approaches to identifying and assessing talent potential with a predominantly contextual approach but so far with little focus on company’s strategic objectives. It was also found that companies assessed cultural (values) fit, social intelligence and impact, engagement and commitment as predictors of managerial and leadership potential of talented employees for future strategic jobs, in addition to characteristics of personal resources. The search for new complex and validated tools and methods of potential assessment under budget constraints show that companies have taken the path of experimentation.

The results of this research can inform talent and human resource managers how to identify and assess potential of talented employees for future needs of their organizations.

The paper contributes to the existing research in three ways. First, it offers a classification of approaches to potential assessment and explores the underlying dimensions of high-potential talent for future needs of a company. Second, it provides an overview of the current state of potential assessment in the companies in a non-western context. Third, it points out the challenges HR professionals face in implementing potential assessment for identifying talents in a new situation of unprecedented changes and uncertain future.

The study aims to evaluate the components of entrepreneurship education and training (EET) in India. The paper proposes a framework for an effective EET regime for amalgamating entrepreneurship education as fundamental to mainstream higher education in India.

The current study utilises a qualitative research technique, that is, the narrative inquiry methodology based on in-depth interviews. The study respondents included sixteen educators who are actively engaged in EET and related activities for a minimum of ten years.

The study identified five broad “meaning units” or “themes,” that is, “incremental pedagogical efficiency and flexible evaluation systems,” “entrepreneurial experience of the faculty,” “extended support,” “holistic mentoring” and “experiential learning” as components of an effective EET regime.

The study will help the policymakers and higher education institutions (HEIs) revisit their policy frameworks and practices to promote entrepreneurial capacity and entrepreneurial intentions among students. The study will also help to gain deeper insights into EET components and will propose a framework for an effective EET regime based on its findings.

The concept of grit has been receiving increased attention in recent years. Grit is a trait that enables individuals to persevere while facing challenges and obstacles in life, sometimes “winning at any cost”. The purpose of the study is to understand how ethical views may vary among different groups of people segmented on grittiness. Our key argument is that grittier segment is more inclined towards Machiavellian factors (amorality, desire for control, desire for status, distrust of others) and materialism.

Data derived from self-administered questionnaires completed by convenience samples of Indonesians living in Daerah Istimewa Yogyakarta (DIY), a region commonly considered as the miniature of Indonesia. Turning to market segmentation tools (n = 467), we first segment people based on their level of grittiness and, subsequently, investigate each segment's perception towards various Machiavellian factors (amorality, desire for control, distrust of others) and materialistic attitudes.

The study identified three segments of grittiness: The Least Gritty (the Good), The More Gritty (the Bad) and The Most Gritty (the Ugly). The results of this study showed the dark side of grit. Individuals with higher grit traits are more likely to behave unethically which could be referred to as “bad” and “ugly”. To help them succeed, cheating and lying are more likely considered acceptable by gritty individuals compared to less gritty “good” individuals.

Merely focussing on grit–be it grit promotion or training–may produce individuals who achieve success at all costs and disregard ethical values. An implication from the study is not to discourage developing grit in individuals but instead to add and emphasise ethical components. This implication is especially critical for educators and managers developing grit as a part of their activities.

The results of this study will have important theoretical implications and managerial implications educators balancing the consequences of teaching grit, but also for managers interested in understanding employees' level of grit within their workplaces along with ethical considerations.

The purpose of this paper is to examine the mediating role of systems adaptability in the relationship between emotional intelligence and talent management in tertiary institutions in Uganda.

To achieve the study purpose, the authors used responses from 91 tertiary institutions following a cross-sectional survey design. Partial least structural equation modelling (PLS-SEM) was used to analyse the data and done at an institutional level.

The results reveal that systems adaptability plays a full mediating role in the relationship between emotional intelligence and talent management in tertiary institutions as it accounts for 96.68% variance.

Managing talented employees is not a snapshot process, yet the authors used a cross-sectional design. This paper is limited in this regard. Also, talent management in this paper is only explained by emotional intelligence and systems adaptability.

Talent management is explained by emotional intelligence and systems adaptability, which are metaphors of emotional intelligence and complex adaptive system theories. The authors also add to theory by establishing a fully mediating role of systems adaptability between emotional intelligence and talent management.

This paper establishes the mediating role of systems adaptability in the relationship between emotional intelligence and talent management in tertiary institutions.

Thepurposeofthisarticle wastoexaminethe effectsofstrengths-basedapproaches in co-curricularandcurricularleadershiponfirst-yearstudents’holisticthriving,academicthriving, social thriving, and psychological thriving. We used propensity score matching and regression analyses with survey data from the Thriving Quotient, which was administered to first-year students at a large, public research university(n = 548). The results suggest students’ enrollment in a strengths-based leadership minor course was associated with higher levels of thriving in social, academic, and psychological domains. Students’ participation in strengths-based student organizationswasassociatedwithhigherthrivinginsocialdomains,whileconcurrentenrollment in the strengths-based leadership class and participation in strengths-based student organizations was associated with significantly higher holistic thriving, social thriving, and psychological thriving.

When it comes to discovering the leaders of the future, how can hiring organizations build a more sensitive talent radar to pick up signals of early-stage talent? What do upcoming leaders need to do to appear on that radar? What kind of search strategy is needed to find the exceptional candidate? Based on dozens of interviews with talent development specialists, we present 11 characteristics that emerge as keys to success. We present a case that illustrates why executive search is high stakes-game of responsible positions, and examine why talent alone is no guarantee of success.

An earlier form of this chapter by the author was published in Dutch in “Bestemming Boardroom: over zoeken en gevonden worden” (Boom, Amsterdam, 2018) and in English (online) by the Amrop Partnership (2021) as “Destination Boardroom 2: The Talent Radar.”

The framework, methodology and development of pansystems cybernetics are introduced. Related contents include: the postmodernizational systems thought, the epitome of pansystems methods, hi‐tech mechanism, social cybernetics, pansystems views of value, labor, management and economics, pedagogy, history and futurology, systems mathematics, general clustering analysis, observocontrollability, generalized living systems, information metascience, regret information, general fuzzy control, generalized gray systems, entropy, large scale dynamical supercomplicated Shengke systems, function simulations, transformation theory, simplification, strengthening, forming substance of subsystems of living systems of Miller’s theory, etc.