Developing a new model for talent management and employee performance: the role of training and employee development in the sustainability of organizations

Organizations are increasingly acknowledging the vital impact of talent management on boosting their performance. Effective talent management within the central bank is crucial, as it plays an indispensable role in maintaining economic stability and advancing the nation’s financial well-being. The study aims to examine the role of talent management, transformational leadership, organizational climate, employee engagement, employee performance, and organizational commitment in increasing the central bank’s performance. The study uses a quantitative approach by collecting data from 600 sample employees of Bank Indonesia in 30 divisions of departments at the head office, 45 domestic representative offices, and 5 foreign representative offices. The data was analyzed using Structural Equation Modelling-LISREL. The finding shows that transformational leadership has a positive impact on talent management. Talent management has a positive impact on organizational climate, employee engagement, and organizational commitment. Organizational climate has a positive impact on employee engagement. Employee engagement has a positive impact on organizational commitment. Organizational climate, employee engagement, and organizational commitment have a positive impact on employee performance, while talent management does not have a positive impact on employee performance. Employee performance, organizational commitment, and talent management have a positive impact on organizational performance. The study offers valuable insights into talent management practices within central banks. It serves as a guide for central bank management and human capital professionals in formulating policies to enhance performance amidst disruptive times. Additionally, educators can leverage these findings to develop curricula that align more closely with industry demands and produce competent graduates ready to excel on the global stage.

The effective allocation of Training and Education Resources (TER) is one of many organizational pathways to maximizing workforce capability and employee development. Conventional means of assessing employees and allocating employee resources are inadequate in managing uncertainty, imprecision, or performance data in complex forms and paradigms. In this paper, a new model is proposed that implements an integrated application of Intuitionistic Fuzzy Z-Numbers and multi-layer perceptron networks for a more realistic and accurate employee performance evaluation and resource allocation. The proposed model employs fuzzy logic to handle uncertainty in performance evaluation, such as degrees of membership, non-membership, and hesitancy. The multi-layer perceptron network predicts employee performance trends to help allocate resources, if required, while performance is progressing. The model was analyzed through experimental analysis, with a significant R2 factor value (0.9967). The R2 proves that the model predicts performance and improves employee resource allocation distribution. The proposed model is a demonstrative improvement in employee performance evaluation tools, compared to traditional frameworks of evaluation and allocation. The model is flexible enough to help organizations conduct effective talent management and allocate resources, with a handling degree of uncertainty, when their available employee performance data is incomplete. However, this framework should be explored further in terms of effective models that reduce data sparsity as well as real-time integrations and adjustments. Ultimately, this research presents an adapted and scalable model of organizational talent management and organizational performance.

Аннотация: в сегодняшнем динамичном и конкурентном корпоративном климате эффективное управление талантами имеет решающее значение для успеха организации. Руководство среднего и высшего звена играет решающую роль в формировании методов управления талантами и влияет на производительность сотрудников. Понимание относительной эффективности этих уровней управления в управлении талантами имеет решающее значение для повышения эффективности работы организации и поощрения развития сотрудников. С точки зрения управления талантами и эффективности работы сотрудников, в этой статье проводится различие между менеджментом среднего и высшего звена. В исследовании рассматриваются многие роли, стратегии и трудности, с которыми сталкиваются менеджеры среднего и высшего звена, когда речь заходит о воспитании талантов и повышении эффективности работы сотрудников в организациях. Благодаря подробному обзору текущей литературы и эмпирических данных сравнительное исследование демонстрирует различные практики на этих уровнях управления и их соответствующее влияние на эффективность работы персонала. В исследовании также обсуждаются лучшие практики обоих уровней управления. Abstract: in today's dynamic and competitive corporate climate, effective talent management is critical for organizational success. Middle and top management are critical in shaping talent management methods and affecting employee performance. Understanding the relative effectiveness of these management levels in talent management is critical for improving organizational performance and encouraging employee development. In terms of talent management and employee performance, this article contrasts middle-level and top-level management. The research examines the many roles, strategies, and difficulties that middle- and upper-level managers face when it comes to nurturing talent and enhancing employee performance in organizations.Through a detailed review of current literature and empirical data, the comparative research demonstrates the various practices of these management levels and their respective impacts on staff performance. The research also discusses best practices from both management levels and gives recommendations for combining talent management and employee performance efforts. The findings contribute to a better understanding of the management dynamics in talent development and provide important insights for human resources practitioners seeking to improve staff performance through effective talent management.

Purpose: The purpose of this research is to determine and analyze talent management, job satisfaction, employee retention and employee performance, the influence of talent management on employee performance, the influence of job satisfaction on employee performance, the influence of talent management on employee retention, the influence of job satisfaction on employee retention, the influence employee retention on employee performance, employee retention can mediate the influence between talent management on employee performance and employee retention can mediate the influence between job satisfaction and employee performance.Design/Methodology/Approarch: The type of research in preparing this thesis is explanatory research with the population, namely, production employees at PT. Polowijo Gosari Gresik, namely 234 employees, with a sample size of 70 respondents. The data analysis technique uses a range of scales and Structural Equation Modeling (SEM) with the partial least squares (PLS) method.Findings: The research results show that talent management is included in the good criteria, job satisfaction is quite satisfactory, employee retention is good, and employee performance is quite high. Talent management does not affect employee performance, job satisfaction has an effect on employee performance, talent management has no effect on employee retention, job satisfaction has no effect on employee retention, employee retention has an effect on employee performance, employee retention is unable to mediate the effect of talent management on employee performance and employee retention is unable to mediate the influence of job satisfaction on employee performance.

Talent management is the core functional unit of an organization, to improve employee productivity. Talent management uses workforce planning to achieve this goal. To make them part of talent management and strategy Workforce planning efforts have been undertaken to retain, train, attract and reward employees. Talent management can lead to higher levels. The level of employee performance and satisfaction, not the hiring process. Strengthen and evaluate aptitude keep Considering the need for talent management, this paper analyses possible scenarios of talent management practices in the public sector. Banks and how these practices improve the performance of bank staff. We also considered talent management methods. Practices can affect employee satisfaction in public sector banks in India. This research paper presents some useful ones. The hypothesis that talent management practices affect employee performance and satisfaction. This paper is trying to confirm this. A hypothesis of research based on data collected from employees of a public bank in Rajasthan, India. The research brings talent management literature to the table by reflecting how talent management practices affect the company. Results such as employee satisfaction and performance. Keywords: talent management, employee satisfaction, employee performance.

Human resource is the most important asset that organizations require in the 21st century and employees who constitute the human resource must be satisfied to drive organization performance and success on a sustainable basis. Talent management refers to the process of integrating new worker, developing, and retaining the current workers and attracting highly skilled personnel to work for your company. This study examined the effect of talent management on employee performance. The study examines the impact of talent management process such as talent attraction, retention, and development on employee performance. The study adopted a survey research design. The study population comprises of staffs of Vista Bank (Former First International Bank) Plc within Kanifing Municipal Council (KMC) Metropolis in The Gambia. Primary data was collected through a structured questionnaire. Out of 30 copies administered to the respondents, 27 copies were completed and returned. Data were analyzed and hypotheses were tested at 5% level of significance. Findings revealed that talent attraction significantly influences employee performance. Also, talent retention significant impacts on employee performance. Talent development significantly influences employee performance. Based on the findings of this study, the study concludes that talent management significantly impacts employee performance. The study recommends that talent management programs and strategies must also be enshrined into the organizations philosophy to improve employee satisfaction and performance. Keywords: Talent Management, Strategies, Employee, Performance, Bank, Gambia

The process of improving the quality of public services directly depends on the professionalism of the public service personnel. In this regard, it is necessary to constantly engage in their professional training and increase the level of development of their professional competencies, to strive for the formation of maximum productivity and efficiency of their activities. All these issues are components of direction that has become popular recently – talent management, designed to use effectively the qualities of employees, which will allow them to make a significant contribution to the development of the organization. The article considers examples of the application of the talent management system both from the point of view of the direction of the development of the organization’s human capital, and from the point of view of designing competencies, improving the efficiency of activities, as well as a method of forming a personnel reserve. The article presents the experience of applying the talent management system in Russian science, analyzes the state and options for using various models of talent management by scientists and practitioners of Kazakhstan. The authors describe their own experience of participation in various research projects aimed at finding, developing and supporting talents in the conditions of public service. The article gives an example of such a project for the selection of talented young people (graduate students), who want in the future to enter the public service in the Republic of Kazakhstan and Russia. Finally, the authors draw conclusions about the impact of trends in the modernization of the public service in Kazakhstan and Russia on the development of the model of talent selection and management in this system of professional activity.

This research examines the role of employee performance in mediating the selection, talent management, and placement influence on the performance of PT Pupuk Iskandar Muda Aceh. This research has the same population and sample size, namely 305 because it uses proportionate stratified random sampling techniques and is analyzed through SEM AMOS. The research results prove that selection, talent management, placement, employee performance, and organizational performance have gone well; selection, talent management, and placement have a significant influence and positive function on increasing employee and company performance; and employee performance has a positive and significant influence on PT Pupuk Iskandar Muda Aceh's performance. Employee performance is significant and has a positive function in mediating the position of talent selection and management, as well as placement, and its mediating influence is partial.

Talent management is the core functional unit of an organization, and in order to enhance the productive performance of employees ,talent management uses human resources planning to achieve this goal. To make them a part to talent management and strategic workspace planning, efforts have been made to retain, develop, attract, and reward employees. Keeping in the mind necessity of talent management, this paper analyzes probable scenarios of talent managements practices in public sector banks and how these practices ,in turn, improve bank employees performance. Talent management can lead to higher level performance and satisfaction of employees instead of being a process of hiring, reinforcing and evaluating the aptitude. Furthermore, it examined how talent management practices could influence the employees satisfaction in Indian public sector banks . This research paper puts forward a set of valid hypotheses that talent management practices affect employee performance and satisfaction. The study will tender to the talent management literature by pondering how talent management practices affect the organizational outcomes, such as employee satisfaction and performance. This paper seeks to confirm these hypotheses on a survey based on data collected from the employees of the public sector banks in Indian states. Keywords: talent management; employee satisfaction; employee performance.

This study aims to analyze the influence of Training and Talent Management on Employee Performance, with Employee Retention as an intervening variable, among Generation Z employees in Pasuruan Regency. Generation Z represents a productive age group with unique characteristics and significant potential to drive company progress. Therefore, it is crucial for organizations to understand the factors that affect their performance.This research uses a quantitative approach with a survey method by distributing questionnaires to 70 respondents who are Gen Z employees in several companies in Pasuruan Regency. Data analysis was carried out using path analysis and the Sobel test to examine both direct and indirect effects between variables.The results of the study show that Training and Talent Management have a positive and significant effect on Employee Retention and Employee Performance. In addition, Employee Retention also has a significant effect on Employee Performance and mediates the relationship between Training and Talent Management and Employee Performance. This means that the better the training and talent management provided, the higher the level of retention and performance produced by Gen Z employees.The relevance of this research lies in the importance for companies to design training and talent management programs that align with the characteristics and needs of Gen Z employees in order to improve loyalty and work performance in a sustainable manner.

One of the driving factors for good employee performance is Talent Management. Talent management is carried out in an effort to respond to quality company policies going forward, with talent management it is hoped that the company's performance will improve. The existence of a classification will make it easier for companies to find superior talents who will later be placed in their respective divisions. Thus this study aims to determine the effect of Talent Management and organizational culture on employee performance with job satisfaction as a mediating variable. This research was conducted at PT. Royal Family. The independent variables in this study are talent management and organizational culture and job satisfaction as mediating variables while employee performance is used as the dependent variable. Sampling technique with probability samples. So that the population of respondents used as many as 74 employees. The analytical method used is descriptive statistical analysis and inferential analysis using SmartPLS 4.0. The results of the study show that talent management has no effect on employee performance; organizational culture influences employee performance; job satisfaction affects employee performance; talent management affects job satisfaction; organizational culture affects job satisfaction; then job satisfaction as a mediating variable that does not affect talent management on employee performance; and job satisfaction as a mediating variable that influences organizational culture on employee performance.

Employee performance refers to the extent to which employees are able to achieve job goals and meet the standards set by the company. Leader-member exchange is a theory that explains the quality of interpersonal relationships between leaders and subordinates, which can influence motivation and employee performance. Talent management is a strategy for managing organizational talent, involving the recruitment, development, and retention of talented employees to ensure they contribute maximally. Employee engagement refers to the level of emotional involvement and commitment employees have towards their work, which directly impacts productivity and employee performance. Meanwhile, employee commitment reflects the loyalty of employees to the organization and their desire to continue contributing in the long term. This study was conducted with 235 employees of PT Adhi Karya (Persero) Tbk, using data collected through a questionnaire survey. The results of the study show that leader-member exchange and talent management have a positive effect on employee performance, with employee engagement acting as a significant mediator. However, employee commitment does not play a mediating role in this relationship. This study confirms the importance of strong interpersonal relationships between leaders and subordinates, as well as effective talent management, in enhancing employee performance.

Research objective are to see the impact of knowledge management and talent management on employee performance mediated by employee development. The sample of research is 225 employees who work in the field of information technology in the Jakarta area. Data analysis method using Structural Equation Model. The study showed that knowledge management and talent management have an impact on employee performance, the employee development variable is proven to be a mediation between knowledge management and employee performance, but the employee development variable cannot mediate between talent management and employee performance. Companies should provide knowledge management such as providing company web facilities as a place where employees can share their knowledge, and also develop talent management with training and development programs that will improve employee performance.

This study aims to assess the extent to which Knowledge Sharing and Talent Management influence employee performance at the Bank Sumut Medan Head Office. The sample for this study includes all employees at the Bank Sumut Medan Head Office, excluding executives, resulting in a total of 89 participants. The research utilized primary data, which was then analyzed using path analysis. The results reveal a positive and significant impact of Knowledge Sharing on employee performance. This indicates that more effective implementation of Knowledge Sharing can enhance employee performance at the Bank Sumut Medan Head Office. Additionally, there is a positive and significant effect of Talent Management on employee performance. This suggests that more effective Talent Management can improve employee performance at the Bank Sumut Medan Head Office. Furthermore, there is also a positive and significant influence of both Knowledge Sharing and Talent Management on performance. This shows that enhanced Knowledge Sharing, combined with effective Talent Management, can further improve employee performance at the Bank Sumut Medan Head Office.

The goal of this research is to explore how talent management and cyberloafing behavior affect employee performance, with job satisfaction acting as a mediating factor. The study focuses on the increasing occurrence of cyberloafing in digital workplaces and highlights the significance of talent management strategies in improving employee productivity. A quantitative method utilizing structural equation modeling-partial least squares was used to examine the connections between talent management, cyberloafing behavior, job satisfaction, and employee performance. The study sample included permanent employees from LP3I College in the West Java region, chosen through purposive sampling. The findings indicate that talent management has a significant effect on both job satisfaction and employee performance. Conversely, cyberloafing behavior negatively impacts performance but does so indirectly through job satisfaction. Job satisfaction was identified as a significant mediator, strengthening the relationship between talent management and performance while mitigating the significant impact of cyberloafing. The study concludes that organizations should prioritize enhancing talent management practices and creating a work environment that fosters job satisfaction. These measures can help minimize the negative impact of cyberloafing and encourage overall improvements in employee performance.