Search results

1 – 10 of over 12000
Content available
Book part
Publication date: 22 May 2017

Jürgen Deters

Abstract

Details

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

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…

5167

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

Abstract

Details

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

Article
Publication date: 2 March 2015

Marian Thunnissen and Pleun Van Arensbergen

The purpose of this paper is to contribute to the development of a broader, multi-dimensional approach to talent that helps scholars and practitioners to fully understand…

3198

Abstract

Purpose

The purpose of this paper is to contribute to the development of a broader, multi-dimensional approach to talent that helps scholars and practitioners to fully understand the nuances and complexity of talent in the organizational context.

Design/methodology/approach

The data were collected in two complementary research projects on the definition and identification of talented academics in the early stages of their careers. The first study focussed on defining and developing talent within university departments, in which the perspectives of management, policy advisors and talented employees themselves were taken into account. The second study investigated talent selection in the specific context of grant allocation by the Dutch Research Council (NWO).

Findings

The results suggest that the conceptualization of talent cannot be disconnected from its context. In particular, the perceptions of the different stakeholder groups in an organizational context have a major impact. Although talent is generally perceived as a combination of multiple components, this general outcome conceals the unilateral approaches to talent of the separate stakeholder groups. These unilateral interpretations of talent also affect the design of the talent management system. The paper describes the difficulties organizations are confronted within developing and implementing their talent programs.

Originality/value

This broader approach regards talent as a bundle of integrated components, and takes the impact of the organizational context and its interrelated stakeholders into account.

Details

Personnel Review, vol. 44 no. 2
Type: Research Article
ISSN: 0048-3486

Keywords

Book part
Publication date: 19 September 2022

Marion Festing and Lynn Schäfer

The highly unpredictable, complex, and dynamic business environment forces companies to innovate constantly. One organizational response to coping with environmental…

Abstract

The highly unpredictable, complex, and dynamic business environment forces companies to innovate constantly. One organizational response to coping with environmental pressures is organizational ambidexterity, that is, the ability to pursue simultaneously the exploitation of existing capabilities and the exploration of new opportunities. It has an impact on the way of working, and consequently, organizations need to reevaluate their talent strategies. With this conceptual contribution, we first provide a fresh view on talent and talent management (TM) by suggesting an ambidextrous TM approach, including novel TM practices that have been rather neglected in the so far dominant traditional TM approach. It centers on the system-controlling element of an ambidextrous mindset. Second, in a theory-based framework, we explain how dynamic TM capabilities (hybrid, dual, and ambidextrous TM), which represent processes for deploying, developing, and shaping talent, can contribute to gaining competitive advantages in various ambidextrous structures reflecting the complexity and dynamism of and within human resource (HR) ecosystems. The authors advance the under-researched process perspective on TM by using the lenses of the HR ecosystems discussion, insights from a dynamic view on the person–environment fit, and dynamic capabilities. The authors conclude with a broad agenda for future research in TM in dynamic environments.

Details

Talent Management: A Decade of Developments
Type: Book
ISBN: 978-1-80117-835-8

Keywords

Article
Publication date: 1 April 2022

Jonathan Peterson, Loubna Tahssain-Gay and Benraiss-Noailles Laila

This paper examines antecedents to perceived injustice in exclusive talent identification practices.

Abstract

Purpose

This paper examines antecedents to perceived injustice in exclusive talent identification practices.

Design/methodology/approach

31 in-depth interviews with individuals working in for-profit organizations in France were conducted and analyzed. Interviewees represented a variety of sectors such as transportation, aerospace, energy and telecommunications.

Findings

The use of exclusivity in talent identification influences perceived organizational justice through ambiguous advancement policies, support from hidden networks, lack of diversity in the talent identification process, frequent gender discrimination, and premature labeling of talent. These practices suggest breaches in procedural, distributive and interactional justice by allocating advantages to some employees over others. Exclusivity yielded frustration, jealousy and potential retaliatory behavior against those individuals deemed to be unfairly identified as talent.

Practical implications

The challenge of ensuring fair and equitable talent identification is a growing issue for organizations. For managers, it requires paying close attention to how some forms of exclusivity in talent identification may create unfair treatment of employees.

Originality/value

While organizational justice research focuses on the background and practices that promote justice, our research finds its originality in examining the sentiments of injustice that remain contextual, subjective and comparative.

Details

Employee Relations: The International Journal, vol. 44 no. 6
Type: Research Article
ISSN: 0142-5455

Keywords

Book part
Publication date: 2 October 2019

Billy Adamsen

The philosopher Ludwig Wittgenstein once claimed that ‘what can be said at all, can be said clearly; and whereof one cannot speak, thereof one must be silent’. When the…

Abstract

The philosopher Ludwig Wittgenstein once claimed that ‘what can be said at all, can be said clearly; and whereof one cannot speak, thereof one must be silent’. When the term talent transformed from being a rigid term referring to a specific object, e.g. a coin, in the actual world into an empty signifier referring to multiple objects, e.g. individuality or gifts, in a possible world then talent became something that we could not talk about in a clear and unambiguous way; something that talent management then should have been silent about. The reason is that such an unambiguous and accidental use of the term has led to an arbitrary understanding of talent and subjective bias in talent identification, recruitment, and selection systems and to talent management becoming dysfunctional. Moreover, it has also led to an absence of work identity in talent management that inhibits the individual talent and the talent manager in identifying and talking clearly about the qualification and competencies of the individual as they pertain to the job requirements. This could further enhance subjective bias and reinforce the arbitrary understanding of talent and, in the end, lead to insufficient and ineffective talent management processes.

Details

Managing Talent: A Critical Appreciation
Type: Book
ISBN: 978-1-83909-094-3

Article
Publication date: 17 October 2018

Jessica Li, Amir Hedayati-Mehdiabadi, Jeonghwan Choi, Feng Wu and Allison Bell

The purpose of this study is to examine talent management process in a region that has been influenced by Eastern culture.

1726

Abstract

Purpose

The purpose of this study is to examine talent management process in a region that has been influenced by Eastern culture.

Design/methodology/approach

This research is a multiple case study of six MNCs in Asia. Cross-cases analysis was used to reveal differences and similarities. The data were collected through phone interviews with HR managers and written communications as well as organizations’ websites.

Findings

The studied companies were dealing with several challenges regarding talent management process, including challenges of attracting and retaining talent, tension between subsidiaries and headquarters, tension between high potentials and non-high potentials and tension between generations. These companies’ strategies for addressing these challenges were also identified and discussed.

Originality/value

This paper revealed talent management orientation, the approach toward and definition of talent and context-specific issues regarding talent management of the selected companies in a region in which this topic has not been sufficiently studied in the past.

Details

European Journal of Training and Development, vol. 42 no. 7/8
Type: Research Article
ISSN: 2046-9012

Keywords

Book part
Publication date: 3 September 2016

Haiying Kang and Jie Shen

South Korean multinational enterprises (MNEs) have developed rapidly since the late 1950s. This chapter investigates South Korean MNEs’ talent management, more…

Abstract

Purpose

South Korean multinational enterprises (MNEs) have developed rapidly since the late 1950s. This chapter investigates South Korean MNEs’ talent management, more specifically international recruitment and selection policies and practices in their Chinese operations.

Methodology/approach

Using the snowball method through Chinese and Korean networks we recruited ten Korean MNEs to participate in this research. We conducted semi-structured interviews with key individuals within the organisations.

Findings

It reveals that South Korean MNEs tend to adopt the polycentric approach or a mixed approach of being polycentric and ethnocentric to international staffing, with the number of expatriates reducing gradually over time. South Korean MNEs adopt ‘one-way selection’ in recruiting and selecting expatriates and localise recruitment procedures and selection criteria for host-country nationals.

Originality/value

South Korean MNEs have paid inadequate attention to: firstly, expatriates’ career development; and secondly, personal and family issues emerging from expatriation and repatriation. This study highlights these issues.

Book part
Publication date: 2 October 2019

Lotte Holck and Iben Sandal Stjerne

Talent management (TM) is widely seen as a key organizational challenge necessary to sustain competitive advantage. While academia has mostly focused on HRM practices…

Abstract

Talent management (TM) is widely seen as a key organizational challenge necessary to sustain competitive advantage. While academia has mostly focused on HRM practices associated with exclusive TM targeting organizational high performers at higher managerial levels, there are reasons why organizations should consider a more inclusive talent management (ITM) approach. They include the growing diversification of organizations and the global workforce caused by demographic changes and mobility across borders, overall talent scarcity and hard to predict market dynamics which all make future talent needs hard to anticipate. Issues such as employee perceptions of organizational justice and fairness are also important. Moreover, existing HRM orthodoxy concerned with investing in the company’s human resource and the wellbeing of employees pushes companies to invest in ITM as a path to a better working environment characterized by openness, trust and overall well-being. Few TM researchers, however, pay sufficient attention to the problems of organizational inequality and social segregation that exclusive TM might occasion and thus disregard how social exclusion and economic inequality continue to characterize many organizations. The ambition of this chapter therefore is to contribute to the development of an inclusive approach to TM. We add to the notion of ITM by bringing in literature on inclusive organizations which is absent from current theoretical development. Building on current conceptualizations in particular by Swailes et al. (2014) and Meyers and Woerkom (2014), we ask: How can literature on organizational inclusion contribute to developing more fair and equal organizations through inclusive TM practices?

Details

Managing Talent: A Critical Appreciation
Type: Book
ISBN: 978-1-83909-094-3

1 – 10 of over 12000