Towards a responsible talent management model

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 purpose of this study was to design a model for teachers' talent management in the academic year 1396-97. The research is applied in terms of purpose and in terms of descriptive nature of the survey. The statistical population includes experts in the field of talent management, people with books and related articles, people with a job in the Ministry of Education and provincial education organizations. In the field of talent management as well as educators were knowledgeable in the field of talent management who were selected by purposeful sampling method and were semi-structured interview. After analyzing the data from the interviews, 42 indices were extracted. Next, a closed-ended questionnaire based on interviews and indices derived from the literature and research background (62 indices) was designed and developed based on a seven-point Likert scale with 104 items. At the end of each round, the data were analyzed using rank and median Kendall's coefficient of agreement. Kendall's test (0.705) was significant at α = 0.001 error level (sig <0.001), it is concluded that between the responders There is a significant agreement with the questions and the amount obtained on Kendal statistics indicates acceptable consensus among the respondents so it ended in the third round of qualitative phase and the teachers' talent management model with 36 indicators of strategic planning components, identification, selection. , Absorption, refinement, and maintenance.

Objective: This article aims to identify and explore a potential relationship between talent management (TM) practices and performance in small and medium-sized enterprises (SMEs). Despite the growing number of publications on talent management, scholars rarely investigate such a link in this type of enterprise. Research Design &amp; Methods: We collected data from 200 randomly selected Polish SMEs. We interviewed respondents about the characteristics of TM practices they apply and the performance they achieve. The data revealed three clusters of approaches to TM (acquisition, retention, and complex) and two frequencies in running talent management activities (systematic and occasional). These verified a potential link with HR-related, organisational, and business performance outcomes. Findings: Analyses revealed a statistically significant relationship between TM practices and most HR-related outcomes, some organizational outcomes, and almost no business performance outcomes. Moreover, we proved relationships between approaches to talent management and some performance indicators. Implications &amp; Recommendations: Small and medium-sized enterprises benefit from using a systematic approach to TM in the form of a positive impact on particular performance areas referring to business outcomes and brand recognition. The TM practices SMEs apply help overcome challenges they face. Thus, we advise defining the main goal of TM should before undertaking particular actions. Contribution &amp; Value Added: This article contributes to the body of knowledge on TM in SMEs and explores the relationship between TM practices and performance. Part of the examined relationships between indicators of TM and those describing performance was confirmed as statistically significant.

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.

There are rising calls for the adoption of responsible management practices in virtually every economic sector of both developed and developing economies. Among others, efforts to promote responsible management have been championed by governments, international organisations, academic institutions, and industry regulators. In developing economies, such moves have spawned numerous success stories across diverse sectors such as energy, mining, manufacturing, and agriculture. Despite these glowing achievements, a plethora of challenges persist that threaten the sustainable development agenda. Against this backdrop, we address some crucial pathways for the sustainability logic and responsible management philosophy, as exemplified by contemporary practices across various sectors within the emerging markets context. We conceptualised responsible management as built on three pillars and examine the contribution of this triad of cognate concepts and practices: corporate social responsibility, green business, and sustainable management. We argue that social responsibility is pivotal to responsible management since it is imperative for corporations to consider the interests of multiple stakeholders, including employees, the society, the environment, future generations, and not only the interests of companies and investors. Akin to corporate social responsibility are sustainable management practices. We applaud current sustainability transitions concerning initiatives by businesses to drive meaningful and rewarding sustainability action. However, considering the upsurge of irresponsible and unsustainable business practices that harm the biosphere, needlessly kill wildlife, deplete natural resources, and destroy vegetation, the chapter explicates some specific ways in which businesses in emerging markets can drive green business initiatives from thought to finish, as expressed through green sourcing, green processing, green production, and green consumption practices. We also make recommendations regarding how governments, policymakers, and managers can support and embed the responsible management agenda in emerging markets. The chapter recommends that organisations must reimagine present-day sustainability actions by adopting innovative and sustainable initiatives such as reducing consumption, recycling, remanufacturing, reusing resources, and employing cutting-edge technology to monitor business processes across the entire value-chain from manufacturing to the end-user. At the micro level, we advocate that firm managers, entrepreneurs, and individuals must propel efforts in adopting responsible management practices. Finally, this chapter introduces the multisectoral chapters contained in the pages of this book, outline contributions to theory, and discuss practical managerial and policy implications.

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

Introduction: key learning points from the book We complete this book by reviewing some of its key learning points, and summarizing the implications of these for the future development of practice and research. Chapter 1 provided a brief historical review of how the field emerged and developed and showed that while the field of strategic talent management is still very much in its infancy, it is becoming of growing significance to top managers as well as academics. We noted the range of recent special issues on the topic. It is also interesting to note that two out of the three most downloaded papers in 2013 from the Journal of World Business were about talent management. However, we also questioned what the contours of this new and emerging field will be, or should be. In the opening chapters we asked a number of important questions about the emerging field of strategic talent management: What do strategists think about the debates about talent management? What should be the role of expert knowledge in the assessment of talent? How should talent-management functions best think about strategic workforce planning and talent pipelines in an era of high levels of uncertainty? How should the field of talent management best draw upon marketing concepts when articulating concepts such as employee-value propositions or employer brands? How should organizations think about the strategic configuration of the talent-management practices that they need to put in place?

An exhaustive review of strategies, methods and practices related to talent management in organizations is presented. It analyzes modern approaches to attracting, developing and retaining talented employees, and also explores key problems, challenges and trends in this area. The importance of talent management and its role in creating a competitive advantage for organizations is reviewed. Various methods of attracting talent are considered, including active search and recruitment of candidates, the use of network resources and social media, as well as building an effective employer brand. Special attention is paid to the development of talents. Learning and development strategies are analyzed, including formal training programs, mentoring, coaching and online training. Methods of assessing the potential and productivity of employees, as well as ways to develop individual development plans and career growth are also considered. An important aspect is talent retention. Strategies for creating a favorable corporate culture, developing reward and incentive systems, as well as providing a variety of opportunities for professional and personal growth are considered. Special attention is paid to maintaining motivation and effective management of career expectations of talented employees. The challenges faced by organizations in the field of talent development and management, such as globalization, rapidly changing technologies and changing expectations of the younger generation of employees, are discussed. Trends are also discussed, including the development of flexible forms of work and the use of data analytics for decision-making in the field of talent management. This paper presents a complete and comprehensive study of the topic, offering readers extensive information and recommendations for effective talent management in a modern organization.

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.

: Difficult economic conditions and powerful workforce trends pose significant challenges to managing talent in health care organizations. Although robust research evidence supports the many benefits of maintaining a strong commitment to talent management practices despite these challenges, many organizations compound the problem by resorting to workforce reductions and limiting or eliminating investments in talent management. : This study examines how nationwide health care systems address these challenges through best practice talent management systems. Addressing important gaps in talent management theory and practice, this study develops a best practice model of talent management that is grounded in the contextual challenges facing health care practitioners. : Utilizing a qualitative case study that examined 15 nationwide health care systems, data were collected through semistructured interviews with 30 executives and document analysis of talent management program materials submitted by each organization. : Exemplary health care organizations employ a multiphased talent management system composed of six sequential phases and associated success factors that drive effective implementation. Based on these findings, a model of talent management best practices in health care organizations is presented. : Health care practitioners may utilize the best practice model to assess and enhance their respective talent management systems by establishing the business case for talent management, defining, identifying, and developing high-potential leaders, carefully communicating high-potential designations, and evaluating talent management outcomes.

While research shows that talent management (TM) practices are linked to individual and organisational outcomes, little is known about the mechanisms through which these processes unfold, especially in the public sector of emerging market economies. This exploratory study investigates TM in the public sector context of Bahrain addressing an important research gap. Drawing on Organisational Support Theory (OST) and strategic human resource management (SHRM) literature, we test the role of line managerial support for development (LMSD) and organisational support for development (OSD) as mechanisms through which TM practices influence individual talent performance. Results from a survey based on a talent pool of a Bahraini governmental administrative institution show that LMSD fully mediates the relationship between TM practices and each of the individual talent performance indicators, apart from task performance. We also find that the indirect relationship between TM and individual talent performance was significant at low levels of OSD. The study contributes to unlocking the TM black box in the public sector of developing countries by highlighting the key role of line managers in the implementation of TM practices revealing a substitution effect between LMSD and OSD, as interchangeable sources of developmental support that can enhance talent performance in this context.

With ChatGPT being promoted to and by academics for writing scholarly articles more effectively, we ask what kind of knowledge does ChatGPT produce, what this means for our reflexivity as responsible management educators/researchers, and how an absence of reflexivity disqualifies us from shaping management knowledge in responsible ways. We urgently need to grasp what makes human knowledge distinct compared with knowledge generated by ChatGPT et al. Thus, we first explain how ChatGPT operates and unpack its intrinsic epistemological limitations. Using high‐probability choices that are derivative, ChatGPT has no stake in the knowledge it produces and is thus likely prone to offering irresponsible outputs. By contrast, genuine human thinking—embodied in a contingent socio‐cultural setting—uses low‐probability choices both ‘inside’ and ‘outside’ the box of training data, making it creative, contextual and committed. We conclude that the use of ChatGPT is wholly incompatible with scientific responsibility and responsible management.

Talent management practices ensure that the right people want to join the company and effectively bring new, talented workers into the company. The purpose of this paper is to contribute to the development of framework for talent management under the current global context. The paper is built on the analysis and synthesis of scientific literature which enables to describe the phenomenon of the talent management. The advancement in the field of talent management, this paper tried to analyze the talent management in global context from four perspectives such as human centric culture, digital skills, employee wellbeing and human resource analytics and develop a framework. Talent management has emerged as the biggest challenge facing organizations. Today, human capital at every level is considered more important than ever to organizations that hope to raise their competitiveness, both globally and locally, as all organizations face a global competition. For countries operating in multinational environments, the framework and measurement approach can be applied to understand unique challenges in the current global scenario that may reflect both the capabilities and behaviors of human capital in those countries. The talent management framework also suggests that future research work will help the global organization to face the challenges in the talent management in the competitive environment.

Public sector organizations are faced with many challenges due to their continued reform, and new strategies are thus being implemented to ensure that these organizations adapt to the new normal business environment. However, no other issue is more important than developing effective leaders. Talent and knowledge are considered as critical resources to develop the most valuable assets of an organization and to support a sustainable competitive advantage and outstanding performance. But how can the principles of talent management be integrated with knowledge management practices to enhance leadership development within public sector organizations? This chapter critically reviewed literature pertaining to leadership capability development through integrating talent and knowledge management strategies. The transformational leadership theory, leadership development model, and talent management model were used as underpinning theories to guide the study. The chapter established that the integration of talent and knowledge management strategies leads to effective leadership development.

Purpose This study investigates the mediating role of employer branding (EB) in the relationship between talent management (TM) practices and engineers’ intention to stay (ITS) in Malaysia’s manufacturing sector. It explores how recruitment and selection, training and development and performance management affect engineer retention through EB. In response to escalating talent shortages in Malaysia’s engineering workforce, the study offers theoretical and practical insights into how exclusive TM practices strengthen EB and improve retention. Underpinned by the resource-based view (RBV) theory, the research positions EB as a strategic organizational resource linking TM to workforce sustainability. Design/methodology/approach A structured questionnaire was administered to 374 engineers working in Malaysia’s manufacturing industry. Structural equation modelling (SEM) was employed to test direct and mediating relationships among TM practices, EB and ITS. Findings The findings confirm that recruitment and selection, training and development and performance management significantly enhance engineers’ perception of EB. Moreover, EB, in turn, positively influences ITS, acting as a key mediator in the TM–retention relationship. EB fully mediates the relationship between recruitment and selection and ITS, while it partially mediates the links between the other TM practices and ITS. These results underline the pivotal role of EB in addressing engineer retention challenges. Practical implications For Malaysian manufacturers, implementing structured TM practices is vital for engineer retention: (1) transparent recruitment aligning roles with career growth expectations, (2) continuous upskilling through Industry 4.0 certifications and AI-driven learning and (3) competency-based performance systems with clear promotion pathways. HR managers should integrate EB messaging across all TM phases, emphasizing technological advancement and R&amp;D opportunities. Collaborative university partnerships can strengthen talent pipelines. Policymakers should incentivize STEM education and sector-wide EB initiatives while fostering public-private workforce development programmes. These evidence-based strategies address Malaysia’s engineering talent shortage by transforming TM systems into retention-focused, brand-building mechanisms. Social implications This research highlights how effective TM-ER systems can enhance workforce stability in Malaysia’s manufacturing sector, reducing economic losses from turnover while supporting national industrial growth. By prioritizing career development and continuous learning, organizations contribute to engineering workforce upskilling – crucial for Industry 4.0 transitions. Strong EB practices promote employee well-being and job satisfaction, creating more equitable workplaces. At a societal level, the study underscores the need for education-industry alignment to prepare future engineers, reducing skill mismatches. These findings advocate for corporate investment in human capital development as both an organizational imperative and a social responsibility to build sustainable, innovation-driven economies. Originality/value This study offers a pioneering empirical examination of how exclusive TM practices – specifically recruitment and selection, training and development, and performance management – impact engineers’ ITS in Malaysia’s manufacturing sector through the mediating role of EB. By integrating TM and EB within a unified framework and employing structural equation modelling (SEM) on data from 374 engineers, the research substantiates EB as a strategic organizational resource that enhances employee retention. This work extends the RBV theory by positioning EB as a competitive asset, providing actionable insights for HR practitioners and policymakers aiming to address engineering talent shortages in Malaysia.