Strategic talent management

Abstract

PurposeThe purpose of this paper is to provide an academic viewpoint on contemporary factors associated with talent management (TM) in the hospitality and tourism sector.Design/methodology/approachA critical discussion of macro- and micro-level factors is provided, while highlighting opportunities and challenges for TM policies and practices. The influence of senior managers in developing TM, with emphasis on small and medium enterprises, is examined and examples of ‘best practice’ in TM are outlined.FindingsGiven the scale and importance of the sector to economic growth, it is imperative that governments assume a greater leadership role in shaping the training and education agenda. TM practices need to reflect the uniqueness and complexity of the sector and effective implementation of TM requires CEO/Owner–Manager commitment and cascading down of a talent mind-set/culture within organizations. Examples of best practice in TM provide a significant opportunity for the sector to improve both its employer branding and competitiveness. Examples include: aligning TM with strategic business goals; provisions of robust data generated across HR functions; and demonstrating the impact of TM on employees’ enhanced emotional labour through higher levels of engagement and motivation and on organizational outcomes.Practical implicationsThe paper argues that organizations need to take each dimension of TM more seriously than many organizations have done so in the past. Coherent TM practices, in particular, competitive reward and training and development opportunities, will improve employer branding and will directly have an impact upon the quality of applications received by organizations.Originality/valueThe paper provides important insight and practical recommendations on how the sector can improve its productivity and future sustained competitiveness in the challenging times ahead.