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Purpose: We generally ascribe hospitality industry talent shortages to organisations competing for dwindling talent rather than their inability to sustain industry talent pools. This chapter suggests that developing sustainable talent management and development (STMD) initiatives can address the talent attraction and retention issues the industry is facing. Following Ostrom’s (2002) design principles, we advocate for sustainable common pool resource networks as a solution for developing durable STMD initiatives to address talent shortages within the hospitality industry.

Methodology: A conceptual chapter synthesising disparate theories in a new context.

Findings: Despite hospitality organisations’ continued investment in talent management, talent shortages remain systematically embedded within the industry. These are the result of a perennial competition among hospitality firms for talent, when, instead, these firms should engage in collective efforts to sustain industry talent pools. The adoption of a more sustainable approach by incorporating Ostrom’s (2002) design principles to establish long-lasting common talent pool resource in the form of industry rather than firm-level talent pools may halt the decline in available talent.

Research Limitation/Implications: While hospitality organisations have a vested interest in sustainably managing talent, limited attention has been paid to creating sustainable industry talent pools. We propose several design principles for developing durable STMD initiatives, which require empirical testing.

Practical/Social Implications: We address talent shortages for hospitality organisations by offering the blueprint for developing sustainable industry talent pools for a collection of firms, which, on their own, would lack the experience and resources to securing a steady supply of talent. In addition, industry talent pools also have the potential to improve the general working conditions for employees in this industry pool.

Originality/Value of Chapter: This chapter addresses hospitality industry talent shortages by proposing the creation of sustainable regional industry talent pools rather than focussing on firm-level talent management practices.

With the steady overall development of the continent, the African business landscape over the last decade has witnessed increased growth through numerous avenues. Growth has been through the emergence of formalised small and medium enterprises, the growth of business and transition from one scale to another as well as inward foreign direct investment. The purpose of this paper is to investigate how this business growth can be sustained, particularly in the area of talent management, within the framework of the United Nations Sustainable Development Goals.

This paper presents the findings of a narrative inquiry conducted in 2016 on an expert panel of talent managers in businesses based in South Africa.

The focus of the inquiry was the challenges in talent currently faced by South African businesses and what possible solutions, that address the question of sustainable development, may lie in talent management practices. The study finds that there may be scope for the augmentation of current practice in psychometric testing which may address a plethora of problems currently defining the talent context in African business.

The growth of African businesses has presented interesting challenges in managing the African business particularly in the area of human resources and talent management. A persistent notion is the question of sustaining this growth on the continent. As enterprise grows, the need for talent is ever more pressing. This paper seeks to present pathways to sustainability in this regards.

This study aims to critically examine talent management practices and strategies from ethical and responsible management perspectives.

It achieves its aim through conceptual analysis by theorising through the lenses of talent philosophies, the organisational justice theory, the stakeholder theory and extant literature.

A responsible talent management construct and mode to guide the practice of talent management in a socially responsible way is developed. It argues that inclusivity; corporate responsibility; and equity and equal employment opportunity are the key underlying principles of a responsible talent management system. This study further argues that responsible talent management practices promote achievement of multilevel sustainable outcomes such as decent work, employee well-being and organisational well-being.

Emphasising responsible management and ethical concerns in organisational talent strategies and practices is non-negotiable, given the current level of interest in sustainable work and employment and in the quest to achieve sustainable human and organisational outcomes through management and organisational practices.

The development of a responsible talent management construct and model is original and novel and is expected to shape thinking and drive new research directions in the field of talent management. It further contributes directly to knowledge and practice by demonstrating how organisations can manage their talents in a responsible way.

This paper investigates how global talent management processes are adopted and implemented in a virtual organization to successfully address the challenges of global work arrangements and the sustainable human and social outcomes that can be achieved.

Adopting a single, exploratory and critical case study methodology, this paper analyzes a global distributed company, Automattic Inc., to provide in-depth and rich insights on successful business process management in the human resources (HR) domain.

The findings offer some exemplary and valuable lessons in sustainable human resource management for firms in all sectors on how to embrace global talent management in a more creative and sustainable way – and the benefits in terms of efficiency and effectiveness that can be derived – by identifying talent through auditions, recruiting by inspiring others to apply, developing talent by sharing the value of learning and retaining talent by having fun.

The study contributes a more rounded understanding of successful business process management in the HR domain. Due to the COVID-19 pandemic, this is particularly relevant and timely for all organizations (traditional or virtual) venturing into successful global work arrangements.

This study aims to examine the role of talent management (TM) in improving organizational sustainability (OS). The study also investigates employees’ sustainable behaviour (SB) in achieving three-dimensional sustainability goals (i.e. economic, social and environmental).

This study focused on medium and large-scale manufacturing firms, whereas the sample size was 196 firms. Data was collected through close-ended questionnaires using the cluster sampling technique. The partial least square-structural equation modelling was used to estimate the modelled relationships.

Results show a significant direct impact of TM on OS. Likewise, the results also show a substantial impact of all three dimensions of TM (acquisition, development and retention) on OS. Results confirm that employees’ SB positively mediates between TM and OS.

The study focuses on the manufacturing sector of Pakistan. The study’s findings imply that TM strategies are an indispensable source of sustainability to attract, develop and retain talented employees in the situation of talent shortage. Moreover, sustainable employees’ behaviour is also depicted as a positive role between TM and OS because sustainable success is not only required the expertize of employees, but it also needs the dedication of employees.

This study enhances the understanding of TM’s role in improving the OS. The findings imply that a firm should consider TM as the apex strategy for elevating the performance. Findings also reveal the need to adopt a comprehensive strategy or system to manage the talent of an organization.

Linking the TM with OS and SB is the novelty of the study.

Talent management research today is increasing as organizational requirements attempt to meet the challenges of effectively managing talent to achieve organizations’ strategic agendas. However, in learning organizations specifically, investigations of talent management practices are limited, with this study exploring the role of talent management practices in employee satisfaction and organizational performance in Pakistan.

The study was conducted in various universities (public and private) in Pakistan using a quantitative approach. Cross-sectional data are collected through a questionnaire, with analysis and conclusions based on completed questionnaires from 403 respondents.

The study’s findings from the analysis by structural equation modeling (SEM) emphasize the positive and significant effects of most talent management practices (i.e. talent identification, talent development, talent culture and talent retention) on employee satisfaction and organizational performance (talent attraction is the exception). Employee satisfaction positively and significantly affects organizational performance and is found to have a mediating effect, bridging the relationships of most talent management practices (talent identification, talent development, talent culture and talent retention) with organizational performance.

The study’s findings support human resource professionals, academics and policymakers in managing talent practices to enhance organizational performance. The findings assist in developing core skills and talent-related competencies to achieve organizational goals and success.

The study fills the research gaps by developing a framework of talent management practices for employee satisfaction and organizational performance in learning organizations, which warrants further consideration.

Notwithstanding the emergence of hospitality education around the world, the hospitality industry itself has struggled to establish a talent pipeline of young ambitious managers. Typically, only 30% of hospitality students are predicted to develop their careers within the hospitality industry, while the remainder will relocate to other industries such as retail, banking and consulting. Although this manifestation has been globally documented, most studies have simply adopted a quantitative approach in defining this phenomenon; hence, despite its scale being appreciated, less attention has been paid to defining the underlying causes which drive this concern. This study contributes to this issue by interviewing 18 students at three key stages of their practical placements, namely, pre-, during and post their placement, drawing on the ‘Principles of a Sustainable HRM ROC framework’. This chapter concludes with significant findings from which some recommendations have been formulated.