Search results

1 – 10 of over 26000
Click here to view access options
Article
Publication date: 18 October 2011

Priyanka Anand

The aim of this case study is to explore and understand the talent management innovations, practices and processes in a major telecoms company in India, Bharti Airtel.

Downloads
2292

Abstract

Purpose

The aim of this case study is to explore and understand the talent management innovations, practices and processes in a major telecoms company in India, Bharti Airtel.

Design/methodology/approach

The paper is based on a study of the organization's talent management practices and a survey of executives, including in‐depth interviews with two key talent management executives, and a study of employees' perceptions of the organization's talent management and its impact.

Findings

The research revealed the organization's vision and methods for integrating talent management processes. Talent management is an important element of the development process for employees and is an organization‐wide practice. The process of effective management of the talent pool has led to enhanced employee engagement and reduced attrition and proportionately increased the average tenure of employees. The talent management strategy and processes have contributed in varying degrees to development and growth of employees.

Research limitations/implications

This research is an elementary study posing the need for further research into the organization‐wide practice of managing talent.

Originality/value

The research addresses how talent management is perceived in a successful organization and examines the recognition and growing acceptance of talent management practices. Talent management is widely adopted by multinationals operating in India, however, most Indian organizations are either currently or soon to adopt the practice. They are dealing with issues such as whether talent management is an offshoot of HR processes or an independent developmental process, and how it will create a competitive advantage and enhance employee engagement. This case study shows how the adoption of talent management processes on an organization‐wide scale – not confined to the HR function – has helped the organization improve retention and development.

Click here to view access options
Article
Publication date: 7 November 2017

Lucien Alziari

The HR function has been through a palette of names and identities, with talent management or human capital management being one more. There is a lack of consistency in…

Downloads
2236

Abstract

Purpose

The HR function has been through a palette of names and identities, with talent management or human capital management being one more. There is a lack of consistency in the way that HR practitioners think about talent management and this is often the cause of credibility issues with business colleagues. The purpose of this paper is to identify core beliefs that underpin the practice of talent management if the function is to build credibility.

Design/methodology/approach

The paper identifies five core beliefs that should structure a discussion around, and underpin, the practice of talent management: notions of human capital management; questions about whether talent is generic or not; distinctions between talent management and HRM; decisions about who makes decisions about talent management; and moments of truth. It uses the case setting of Maersk to illustrate these beliefs and position the preferred conduct of talent management against them.

Findings

Organizations make distinctions between where good (not average) is “good enough” and where they need world-class talent to drive true competitive advantage. This capability perspective results in three different clusters of effort in terms of talent management. They manage investments so that they do not over-invest in less critical capabilities but can marshal scarce resources in areas where they need to be world class.

Practical implications

What is defined as talent in one setting might not be so in others. Strategies define capabilities and capabilities define talent. Attention must be given to all the other processes that support the deployment of talent to build specific organizational capabilities. As talent decisions are made by business leaders there needs to be a common mindset and decision-making logic for them to use. The 9 Box model is one such logic. Adopting any decision logic does not denote the outcome, rather it is how companies use the tool that determines the output.

Originality/value

The paper positions talent management within the strategic management discipline of business models and analysis of how organizations need to compete. It uses an industrial setting and professional experience base to link talent management to the wider management of organizational capabilities.

Details

Journal of Organizational Effectiveness: People and Performance, vol. 4 no. 4
Type: Research Article
ISSN: 2051-6614

Keywords

Click here to view access options
Article
Publication date: 3 January 2017

Marjan Maali Tafti, Mahdi Mahmoudsalehi and Mojtaba Amiri

The purpose of this paper is to identify the obstacles and challenges of talent management as well as its success factors in Iranian automotive industries.

Downloads
8255

Abstract

Purpose

The purpose of this paper is to identify the obstacles and challenges of talent management as well as its success factors in Iranian automotive industries.

Design/methodology/approach

This research is a kind of discoverer research done by qualitative approach. The methodology to data collection was interview and research sample was 15 manager in automotive industries. Data analysis was carried out by the coding method, and concepts, minor and major contexts were extracted and lastly the conceptual framework was formed.

Findings

Based on the findings of the research, framework of obstacles and challenges in talent management was classified into four categories that are structural challenges and barriers, environmental challenges and barriers, behavioral challenges and barriers and lastly managerial challenges and barriers. In addition, the framework of talent management success factors were categorized into three main sections that are structural success factors, environmental success factors and finally managerial success factors.

Originality/value

Problem finding of talent management in automotive industry and identifying obstacles, challenges and success factors in talent management with qualitative approach through interviews with experts from the Iranian industries is the research value.

Details

Industrial and Commercial Training, vol. 49 no. 1
Type: Research Article
ISSN: 0019-7858

Keywords

Click here to view access options
Article
Publication date: 6 September 2011

Karien Stadler

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…

Downloads
10203

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Practical implications

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.

Originality/value

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.

Details

Business Strategy Series, vol. 12 no. 5
Type: Research Article
ISSN: 1751-5637

Keywords

Click here to view access options
Article
Publication date: 3 October 2008

Bernadette Scott and Sheetal Revis

This paper aims to provide a selective bibliographic review of developments in career management and in particular, notions of talent from both an organizational and…

Downloads
12727

Abstract

Purpose

This paper aims to provide a selective bibliographic review of developments in career management and in particular, notions of talent from both an organizational and hospitality graduate perspective. It also aims to embrace the recruitment, retention and progression of talent across an industry, where success is ultimately dependent on the capabilities of employees to deliver at the point of service.

Design/methodology/approach

A thematic analysis has been undertaken of selected bibliographies as they contribute to current thinking in the area of graduate careers and talent management in the hospitality industry.

Findings

Emergent themes have provided a framework to aid a deeper understanding of implications and practical applications. It concludes the need for committed, professional, motivated and developed graduates in the attainment of immediate and long‐term objectives, so crucial for hospitality organizations, to combat retention issues.

Practical implications

Informs the potential of talent management as a driver of competitive advantage, within an industry where investment in people is a priority to ensure quality of service provision.

Originality/value

The paper provides an applied perspective on the management of talent within hospitality, highlighting the need for increased industry‐wide recognition and adoption.

Details

International Journal of Contemporary Hospitality Management, vol. 20 no. 7
Type: Research Article
ISSN: 0959-6119

Keywords

Click here to view access options
Article
Publication date: 18 April 2008

Chris Phillips

Business has always been dependent on talent to drive performance. But as the war for talent heats up the competition for talented employees is at an all time high…

Downloads
1701

Abstract

Purpose

Business has always been dependent on talent to drive performance. But as the war for talent heats up the competition for talented employees is at an all time high. Driving widespread adoption of a talent management mindset and utilizing the second generation of the web are vital to success. The purpose of this paper is to outline methods that organizations can use to attract and retain talent to beat the competition.

Design/methodology/approach

The paper demonstrates the efficiencies that can be gained by focusing on a talent management system implementation at DeticaDFI.

Findings

Talent is defined as an ability or quality possessed by a person in a particular field or activity. In business it is also recognized as the only true and sustainable competitive advantage. As the criticality of attracting and retaining the best people has increased, so has the necessity to manage talent holistically on a unified and business‐centric talent management platform. Talent management is evolving to become a series of complex HR processes combined to make sure you have the right staff, in the right role, doing the right things.

Originality/value

Talent management is emerging as a fundamental element of business management. With this in mind, this feature will look at the need for talent management and how organizations need to adapt their mindset and processes if they are to attract and retain the next generation of talent.

Details

Strategic HR Review, vol. 7 no. 3
Type: Research Article
ISSN: 1475-4398

Keywords

Click here to view access options
Article
Publication date: 27 November 2018

Rino Schreuder and Simon Noorman

This paper aims to argue that traditional talent management practices cannot lead to organizational excellence.

Downloads
1905

Abstract

Purpose

This paper aims to argue that traditional talent management practices cannot lead to organizational excellence.

Design/methodology/approach

On the basis of their extensive HR-experience, the authors analyze common talent management practices and demonstrate the need for a different approach.

Findings

Strategic talent management should align and mutually reinforce business development and personal development to enhance strategic success.

Research limitations/implications

Increasing dynamics and agility in business require HR-professionals to really master strategic thinking and practices and develop themselves as true participants in strategy development.

Practical implications

Talent managers should start thinking in terms of strategic capabilities for the organization.

Social implications

Strategic talent management starts with the where and what of the work that has to be done and only then looks at who.

Originality/value

The paper introduces the new concept of A-positions where top talents and strategic organizational capabilities can reinforce each other.

Details

Development and Learning in Organizations: An International Journal, vol. 33 no. 1
Type: Research Article
ISSN: 1477-7282

Keywords

Click here to view access options
Article
Publication date: 11 January 2022

Marina Latukha, Snejina Michailova, Dana L. Ott, Daria Khasieva and Daria Kostyuk

There is a substantial void in the understanding of the effect of talent management (TM) practices specifically targeted at females on firm performance. This paper…

Abstract

Purpose

There is a substantial void in the understanding of the effect of talent management (TM) practices specifically targeted at females on firm performance. This paper investigates the relationship between female-focused TM and firm performance with the aim of demonstrating the importance of gender diversity in firms.

Design/methodology/approach

The authors developed and empirically tested a contextually embedded model using data from 103 multinational corporations in Russia to examine the effect of female-focused TM on firm performance.

Findings

The authors found an overall positive relationship between female-focused TM and firm performance. The authors’ analysis also revealed significant positive effects of female-focused talent development and talent retention, but not talent attraction, on firm performance.

Originality/value

This paper contributes to the vibrant TM scholarship by focusing on female-focused talent attraction, development and retention practices.

Details

Employee Relations: The International Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0142-5455

Keywords

Click here to view access options
Article
Publication date: 1 July 2005

Chris Ashton and Lynne Morton

Getting the right people in pivotal roles at the right time should be nothing new to HR professionals, but done effectively, talent management can create long‐term…

Downloads
15102

Abstract

Getting the right people in pivotal roles at the right time should be nothing new to HR professionals, but done effectively, talent management can create long‐term organizational success. Here, Lynne Morton and Chris Ashton show how to align talent management strategies to business goals, integrate all related processes and systems and create a “talent mindset” in your organization.

Details

Strategic HR Review, vol. 4 no. 5
Type: Research Article
ISSN: 1475-4398

Keywords

Click here to view access options
Book part
Publication date: 27 July 2021

Donagh Davern

Purpose: The purpose of this chapter is to explore the use of employer branding as a key strategy in talent management, in an effort to retain employees in the context of…

Abstract

Purpose: The purpose of this chapter is to explore the use of employer branding as a key strategy in talent management, in an effort to retain employees in the context of the Irish hotel industry.

Methodology/Approach: This chapter was part of a wider body of research, and combines this discussion with a sequential mixed-method approach. Semi-structured interviews were conducted with 18 hotel general managers in Cork City/County, and these were combined with 417 employee questionnaires conducted in the same hotels.

Findings: This chapter finds that hoteliers in Ireland are aware of the necessity to tackle the area of employee retention, are conscious of the importance of positive employer branding to aid in decreasing employee turnover, but that many are just at the genesis of their journey in the area of talent management. Indeed, many hotels have not yet implemented a talent management plan into their organisation and need to be more innovative in their approach to talent management through positive employer branding.

Practical implications: Employees strongly believe that those hotels which possess a positive employer brand have more committed employees, while those with negative reputations in terms of their employment affect an employee’s intentions to leave the business. Therefore, employers must put strategies in place to enhance their employer brand if they are to attract and retain employees.

Social implications: The chapter makes recommendations to hotel managers as to how employer branding can be utilised as part of their overall talent management strategy to increase employee retention in a challenging employment market, improving overall performance, and leading to sustained competitiveness. The areas of talent management, employer branding, and employee retention are interlinked, and it is imperative that hotels implement strategic initiatives in these key areas.

Originality/value of paper: This chapter contributes to the overall talent management area, offering further guidance to operators who are embarking on this strategic direction. It supports the link between talent management and employer branding.

Details

Talent Management Innovations in the International Hospitality Industry
Type: Book
ISBN: 978-1-80071-307-9

Keywords

1 – 10 of over 26000