Practical Application of Exclusive and Inclusive Talent Management Strategy in Companies

Asta Savanevičienė,Birutė Vilčiauskaitė

doi:10.3846/bme.2017.366

Asta Savanevičienė, Birutė Vilčiauskaitė

Open Access

https://doi.org/10.3846/bme.2017.366

Copy DOI

Abstract

The article deals with the practical application of exclusive and inclusive talent management strategies in order to form and maintain a competitive human resource potential of the company. The features of both exclusive and inclusive talent management strategies were defined and their practical appication in companies of various Lithuaniam industries was studied. The input from the respondents suggests that major companies prefer the inclusive talent management strategy, rather than exclusive. Summing up all the research results, the following conclusions were formulated: the features characteristic to inclusive talent management strategy dominate in the companies of manufacturing, banking, catering, consulting, trade, energy, transport, and agribusiness industries. In the company of technology industry, features of a mixed (having both exclusive and inclusive) talent management strategy are apparent. The company in the construction-engineering industry has the dominating features of exclusive talent management strategy. Inclusive talent management strategy responds to the principles of human potential development-oriented expression and is an important message for the formulation of further insight into talent management, based on the use of internal potential.

Highlights

“Global abundance but local scarcity of talent” – describes the modern trends in the labor market Al Ariss (2014)
After summing up all the research results, the following conclusions were formulated: the features characteristic to inclusive talent management strategy dominate in the companies of manufacturing (HR1), banking (HR3), catering (HR5), consulting (HR6), trade (HR7), energy (HR8), transport (HR 9), and agribusiness (HR10) industries
The results show that only one company prefers talent attraction and selection to other functional areas; for four companies talent retention was most important, which is a characteristic of inclusive talent management strategy; five companies

Summary

Introduction

“Global abundance but local scarcity of talent” – describes the modern trends in the labor market Al Ariss (2014). Objectives of the paper are to determine the features of both exclusive and inclusive talent management strategies and to identify their practical appication in companies of various Lithuaniam industries Both scientific and practical recognition of this issue encourages search for solutions that would help transform these challenges into benefits and opportunities. In order to transform both global challenges and existing negative factors within the context of organisation into opportunities, it is important to identify and select an appropriate strategy for talent management (exclusive, when some of the talents exist and they are “bought”, or inclusive, when anybody can be potential talents if they are developed), as well as to investigate the practical application of these strategies by evaluating the features of different industries (Hartman et al 2010; Rothwell 2012; Schuler, Jackson 2014; Dries 2013; Meyers, van Woerkom 2014).

Review of theory and literature: different aspects of talent management

Research methodology

Research

Summary

Findings

Conclusions