Talent Management Practice in the Contemporaneity Organization. A Systematic Literature Review

PurposeThis study aims to propose that inclusive talent management (TM) philosophy and TM practices are related to individual outcomes, such as job satisfaction, turnover intentions and job performance.Design/methodology/approachUsing the resource-based theory, the research explores the mediation relationship between inclusive TM philosophy and job satisfaction, turnover intentions and job performance via TM practices. The study uses structural equation modelling for analysing the data collected through a questionnaire-based survey among a sample of 373 employees and 65 supervisors.FindingsThe results show that inclusive TM philosophy is positively related to individuals’ job satisfaction, job performance and decreased turnover intentions, through TM practices.Research limitations/implicationsThe study’s limitation lies in its restriction to a narrow set of organizations operating in Romania, thus limiting the generalization of the findings. Consequently, future studies can extend the scope of the study to include a larger sample size consisting of more organizations operating across multiple sectors and countries. While it is appropriate to assess talent philosophies at the level of the individual employees, future studies may wish to tackle the constructs from the organizational (managerial) standpoint where the TM practices and programmes are designed. Furthermore, future researchers could draw comparisons with large enterprises to investigate the differences in the impact of implementing TM practices within these organizational types. Finally, future research could explore the outcomes of inclusive TM philosophy by using a qualitative design, which sheds more light on other factors that support or hinder the outcomes of embracing inclusive TM in organizations.Practical implicationsThe study’s findings have practical implications for organizations that want to improve their employees’ outcomes and provide evidence on how organizations can achieve this through their TM practices. First, the paper establishes a relationship between inclusive TM philosophy and employees’ outcomes (turnover intention, job satisfaction and job performance) through the mediating impact of the organization’s TM practices in the context of organizations operating in Romania. The relevance of the context for TM studies has been highlighted in the literature, and thus, the findings make an important contribution to the TM literature, given the limited number of empirical studies on TM practices from emerging European countries (Skuza et al., 2013). Second, the model was tested empirically by collecting data from two sources – employees and supervisors from the surveyed organizations. The perception among employees that they are treated as a talent by the organization can have a positive impact on their satisfaction, and job performance, and decrease their turnover intentions. This suggests that organizations should invest in talent development programmes to help their employees develop into talented performers who help improve the organization’s performance. The findings are of particular importance to human resources practitioners, as it suggests that organizations should consider implementing TM practices systematically across the organization to ensure that all employees benefit from them. By doing this, organizations can improve individual outcomes, which can ultimately lead to improved organizational performance.Social implicationsOrganization that develop the talent of their workforce in its totality are likely to be more successful in the long term. Similarly, it can be inferred that organizations that enhance the talent of their workforce through practices such as staff rotation, talent identification are likely to derive greater benefit from the capabilities that their staff display.Originality/valueThe study sheds light on the impact of talent philosophies and TM practices on outcomes at the individual employees’ level, which is an understudied study area within the broader TM discipline.

How do MNCs translate corporate talent management strategies into their subsidiaries? Evidence from MNCs in Thailand

The fourth industrial revolution's revolutionary changes to the business environment and skill sets, along with increased global mobility, global demographic and economic trends, and a more diverse workforce, are creating the ideal storm for strategic human resource management (SHRM). A tough corporate climate that requires constant advancement and innovation has been identified as the hallmark of the knowledge-based economy. Organizations' capacity is significantly impacted by the caliber of knowledge they apply to succeed in the increasingly competitive knowledge-based market economy.
 The methodologies of this study employed the traditional Systematic Literature Review (SLR), which compiled some previous studies to be examined. The initial studies were only selected from the article published in a reputable journal indexed by Scopus. Of the 207 reviewed articles, 31 articles were selected to be included in the analysis.
 Talent management is the methodical planning, acquisition, development, performance management, engagement, and retention of workers who have been identified as having talent within the company. In order to establish an evidence-based comprehensive multilevel framework, this review intends to compile empirical evidence on the components of talent management. The crucial components are talent management practices, determinants, and results. This evaluation attempts to describe the majority of talent management practices as well as the best suggestions for enhancing talent management in the tourism industry

Purpose Discussions on how companies manage their talent are still ongoing, addressing substantial contextual factors that influence the interpretation, implementation and effects of talent management (TM). This study aimed to investigate trends in definitions, theories and methodologies in previous research on TM in the context of small, medium and new enterprises, and to offer suggestions for future research. Design/methodology/approach A systematic literature review of 66 articles from the Scopus and Web of Science databases was conducted. Findings Researchers have used several terminologies for TM definitions and practices. Although they have similarities, their distinctions were highlighted by examining their interplay. A balanced mix of the reviewed studies employed exploratory and explanatory research designs. The deficient use of theories in the reviewed papers was also significantly noted. Practical implications The results show a need to better establish TM practices in smaller businesses. Small business leaders must be highly involved in tailoring TM practices to their companies and in exploring the effectiveness and outcomes of different TM strategies. Originality/value More articles in the TM field have considered the context of large and multinational companies than of smaller companies. Therefore, this study—acknowledging the importance of TM practices in small companies—provided an overview of TM discussions in the context of small, medium and new companies to inform further research.

This chapter draws on various theoretical frameworks, such as labour economics, human resource management, strategic management, labour migration, and cross-cultural management, to explain the historic evolution and current state of talent management policies and practices in China, the largest transitional economy in the world. The chapter argues for a unique talent management model in which both Chinese government and Chinese culture play important roles. Although human resource management remains a support function for most companies (especially the state-owned enterprises) in China, the talent management landscape is quickly changing. Strategic considerations have been incorporated in the human resource management and talent management practices, especially among the multinational corporations and even in some large state-owned enterprises. The chapter also highlights the unique challenges being faced by Chinese managers and foreign entrepreneurs and points out future opportunities in global talent management in China and beyond.KeywordsForeign Direct InvestmentWorld Trade OrganizationHuman Resource ManagementTalent ManagementSoft SkillThese keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

PurposeThe transformational changes to business environments brought about by the fourth industrial revolution create a perfect storm for strategic human resource management, prompting a need to explore the implications of this context for talent management theory and practice. The paper aims to discuss these issues.Design/methodology/approachIn-depth interviews were conducted with HR directors and senior leaders within engineering-led organisations to explore current challenges experienced across each stage of the talent pipeline: attraction and recruitment, training and development, career development, talent mobility and succession planning.FindingsThe speed of technological change brought about by Industry 4.0 had created a significant gap between current capability of employees and the rapidly evolving requirements of their roles, prompting a need to consider new and more effective approaches to talent development. Middle managers are increasingly recognised as overlooked critical talent within this context of unprecedented change, given their essential role in change management. In addition, whilst lateral hiring remains a common talent management practice, in the case of Industry 4.0 this equates to fighting a war for talent that does not exist.Practical implicationsThis study suggests that there is a need for evolution of talent management theory and practice towards a more dynamic, systems-thinking orientation, acknowledging the interrelated nature of different talent management activities.Originality/valueThis paper provides an in-depth insight into the impact of the unprecedented change brought about by Industry 4.0 on contemporary talent management practice, considering how theory and practice might need to evolve to enable individuals and organisations to keep up with the rate of technological change.

Orientation: Talent management is a strategic priority especially for profit-generating organisations in the private sector. Limited research has been conducted on the theoretical development of talent management. The need for talent management is also triggered by a need to align and integrate people management practices with those of the organisation in order to achieve strategic execution and operational excellence.Research purpose: The primary aim of the study was to develop a talent management framework for the private sector. The research proposed to conduct an in-depth exploration of talent management practices in key and leading organisations already in the mature stages of talent management implementation in South Africa.Motivation of the study: There is a need for the development of best practices in talent management – where talent management strategy is designed to deliver corporate and human resource management strategies. The formal talent management initiative would be linked to the human resources management function and will flow vertically from the corporate strategy-making process.Research approach, design and method: The modernist qualitative research approach was applied to the study. Data were collected through semi-structured interviews (18 persons were interviewed in total). Analytical induction method was instrumental in facilitating the overall data analysis, while constructivist grounded theory assisted with the operationalisation of the data analysis.Main findings: The study has mapped out key dimensions which are essential for the implementation of talent management. The dimensions of talent management are attraction, sourcing and recruitment, deployment and transitioning, growth and development, performance management, talent reviews, rewarding and recognising, engagement and retention. With each of the above-mentioned dimensions, the activities that are to be carried out to achieve the outcome of each dimension are specified.Practical and managerial implications: Role clarifications pertaining to talent management responsibilities and accountabilities are still unclear in most instances. Early identification of key role players and articulation of duties will lead to ownership and clear accountabilities for the successful implementation of talent management.Contribution/value add: The study brought to light critical factors for organisations in the private sector to consider for the successful implementation of an integrated, holistic and comprehensive talent management framework. The proposed framework guides talent management practices within companies in the private sector by highlighting activities to be carried out to achieve outcomes per talent management dimension.

PurposeThe purpose of this study is to provide an overview of artificial intelligence (AI) in the talent management sphere. The study seeks to contribute to the body of knowledge with respect to human resource management and AI by conducting a literature review on the integration of AI in talent management, synthesising existing approaches and frameworks, as well as emphasising potential benefits.Design/methodology/approachThe study adopts desk research, computational literature review (CLR) and uses topic modelling [with bidirectional encoder representations from transformers (BERTopic)] to throw light on the diffusion of AI in talent management.FindingsThe study’s main finding is that the area of AI in talent management is on the verge of gradual development and is in tandem with the growth of AI. We deduced that there is a link between talent management practices (planning, recruitment, compensation and rewards, performance management, employee empowerment, employee engagement and organisational culture) and AI. Though there are some known fears with regards to using the innovation, the benefits outweigh the demerits.Research limitations/implicationsThe current study has some limitations. The scope and size of the sample are the primary limitations of this study. No form of qualitative analytics was used in this study; as a result, the information obtained was limited. The study provides a snapshot of AI in talent management and contributes to the lack of literature in the joint fields. Also, the study provides practitioners and experts an overview of where to target investments and resources if need be.Originality/valueThe originality of this study comes from the combination of CLR methods and the use topic modelling with BERTopic which has not been used by previous reviews. In addition, the salient machine learning algorithms are identified in the study, which other studies have not identified.

There is still limited research studying multilevel factors influencing talent management (TM) practices in general and TM practices in the Vietnamese banking sector, particularly within the Covid pandemic context. Considering this gap, this article has three research objectives: developing a conceptual framework about multilevel contextual factors affecting TM within the studied sector, assessing the framework's suitability and applicability, and proposing a TM model and toolkit for bank leaders to improve TM strategic planning. The study employed the qualitative research method and semi-structured interviews with bank managers from different types of banks. The conceptual framework formulated in this study indicates a progression in examining factors influencing TM practices in developing countries. All the interviewees revealed their interest in studying the framework and their agreement with the arrangement of the relevant factors in the framework. As per the suggestion from the interviewees about the need to develop a TM model or guideline to execute TM practices, this paper also provides a suggested TM model with specific steps and an industry toolkit used for TM strategic planning and decision-making process based on the proposed framework. The model's steps, indicating explicit recommendations for bank managers to enhance TM effectiveness, are arranged in accordance with the process included in the proposed framework's TM flow. Besides, the reflection questions in the toolkit are helpful for managers to improve their critical thinking about their actual TM flow. The transformation from the framework to the toolkit can be viewed as how theoretical contribution can lead to managerial implications. This study contributes to the progress of contemporary TM literature during historical events in unstable business environments. It can be seen as a contribution to the applications of TM literature in practice.

The principal motivation behind this investigation was to examine the strategic impact of talent development in achieving a sustainable competitive advantage for higher educational institutions in Karachi, Pakistan. The study also aimed to assess the mediating influence of interpersonal and organizational constraints, along with organizational culture as a key moderating variable, in the relationship between talent development and institutional competitiveness. Data was collected through comprehensive surveys from a sample of 300 teaching and non-teaching staff across prestigious private universities in Karachi. Robust analytical techniques, including Structural Equation Modelling (SEM) via Smart PLS, were employed to validate the research framework and test the hypotheses. The findings revealed that competitive advantage was strongly linked to talent development initiatives and further amplified by a positive organizational culture. 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Talent management practices and job performance of librarians in university libraries in Nigeria

This chapter reviews the status quo of research on talent management (TM) in the world's most populated, culturally diverse, and economically vibrant continent – Asia. It examines how societal factors, including institutional, human capital, and cultural factors, shape the national TM contexts and practices. It highlights a number of major challenges confronting this continent and some of the initiatives adopted by nation states to combat the bottleneck in their economic development caused by talent shortage. The chapter notes that Asian countries may face different sets of challenges derived from their institutional conditions and cultural traditions. It describes a number of human resource management (HRM) practices that have been found effective in TM in different countries and industrial sectors. The chapter provides a glimpse of the broader TM environment and challenges at the macro and micro level, as well as TM practices and preferences of employers and individuals.

Talent management practices is one of the greatest inspiring aspects in ultra-modern phase’s HRM practices. Although the concept “talent management practices” is growing popularity over a decade with the debating nature, it had conceptual confusions due to the ambiguity nature of the underlying concepts. Effective talent management practices involve driving of business goals successfully while having a rewarding “talent pool”. Global HR specialists discovered talent management practices related to diverse industries. There is a tendency to be a discrepancy between intended and actual talent management practices. With this view, there are four key objectives in this exploratory study. The first objective is to resolve the existing conceptual confusions to the variable “Talent Management Practices” and to establish the definitions for the underlining concepts called, “Talent” and “Talent Management”. Afterward, the second objective is to explore the different “Talent Management Practices” operated in numerous global contexts including both manufacturing and service sectors. The third objective is to establish a definition for “Talent Management Practices”. The fourth objective is to identify the key dimensions of Talent Management Practices. The archival method was adopted by the researchers. The systematic reviewing process has covered empirical research on talent, talent management and talent management practices which have been published between 1990 and 2019 in academic journals and published books.
 Global manufacturing industries namely, cement manufacturing, steel case manufacturing, coal and mining, energy, automotive and service sectors namely, healthcare, hospitality, fast food service, banking, education, telecommunication and IT services are operating numerous talent management practices in attracting, acquiring, developing and retaining high performing talents. This research study is extremely imperative for future researchers in exploring avenues for context specific talent management practices relevant to various global industries. Further, resolving of conceptual confusions could significant in determining more aspects and perspectives towards talent management and its practices.
 Keywords: Talent, Talent Management, Talent Management Practices, Global Contexts

PurposeThe 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/approachThe 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.FindingsThe 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/implicationsThis research is an elementary study posing the need for further research into the organization‐wide practice of managing talent.Originality/valueThe 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.

Purpose– The purpose of this paper is to reveal the unintended effects of talent management (TM) practices on employees excluded from high potential (HiPo) programs. Excluding the majority of employees from the numerous developmental benefits and privileges of HiPo programs runs contrary to the ideals of corporate social responsibility (CSR), an increasingly common espoused value of organizations. This paper discusses the inadvertent hypocrisy of organizations seeking to demonstrate CSR actions for their employees while simultaneously barring the vast majority of employees access to targeted development opportunities. While many organizations are proud of developing exemplary TM systems and executing effective CSR initiatives, further analysis suggests an inherent incompatibility between these approaches as commonly practiced. This paper concludes with a discussion of possible solutions to ameliorate the disconnect between exclusionary TM practices and CSR outcomes.Design/methodology/approach– Through the theoretical lens of organizational justice, the paper critically reviews relevant research on the impact of TM policies and practices on CSR initiatives. To spur further interest from scholars and practitioners, the paper offers responses to the following questions: What is the usual array of TM practices? What is the organization's social responsibility to its workforce at large and to individual employees? With resources devoted to developing HiPo talent, what is the organization's social responsibility to those in the ranks who have not been identified as HiPo?Findings– The critical review revealed that organizations seeking to simultaneously pursue TM best practices and CSR initiatives must tackle several fundamental issues, including expanding employee access to HiPo programs, enhancing the HiPo selection processes via greater emphasis on lead indicators of HiPo, and improving rater reliability across assessment tools. The paper concludes with practical suggestions to ameliorate the unintended consequences of disparate treatment of employees by creating a permeable boundary for broader employee inclusion in HiPo programs.Originality/value– The literature is remarkably deficient in research addressing the effects of TM practices on employees who are excluded from leadership development opportunities, and the resulting implications for CSR outcomes. Given the rapidly growing importance of CSR initiatives for many organizations, research on the impact of TM policies and practices is sorely needed. This paper addresses an important gap in the research literature on the unintended consequences of disparate treatment of employees and offers practical suggestions for more inclusive leadership development systems.