Effective Talent Management Research Articles

Талант-менеджмент как новое направление в области управления человеческими ресурсами

The article is devoted to talent management as topical aspects of personnel management. The main attention is paid to the problem of understanding the
 nature of talent, its species and specific features considering that it is a purely individual capacity, expressed in varying degrees of mastery of man. An attempt
 to describe the process of talent management in the organization, which allocated 5 steps: setting for talent, attract talent, use talent, talent development and
 talent evaluation. Separate focus is directed to the technological rules and compliance with the stages of creating a talent management technologies in order
 to build an effective talent management system, which must constantly grow and develop by providing continuous training for the organization of employment,
 work activities, material and non-material motivation and produce consistent profits.

AstraZeneca’s prescription for more women in the workforce

Purpose – Reveals how pharmaceutical giant AstraZeneca is attempting to boost the number of women in its workforce in Japan and China and help more of them to rise to senior positions. Design/methodology/approach – Describes the Asia for Global talent program, a winner in the Opportunity Now awards, which are part of Business in the Community’s gender-equality campaign. Findings – Examines the reasons for the program and the successes it has achieved. Practical implications – Shows that AstraZeneca is employing more women in its senior positions than equivalent companies in Asia and that they are among the most engaged employees in its global workforce. Social implications – Considers briefly how the economy and society as a whole in Japan and China can benefit from greater female representation in the higher echelons of private sector companies. Originality/value – Describes an effective talent-management program operated in Asia by an international pharmaceuticals company.

How are top companies designing and managing their high-potential programs? A follow-up talent management benchmark study.

The assessment and development of leadership potential in organizations is a critical factor in an effective talent management strategy. Given the business environment, war for talent, and greater involvement from Boards of Directors on succession planning many organizations have prioritized their high-potential identification practices over other human capital goals. Although much has been written about theories and tools in the area of high-potential assessment, there remains little independent guidance for practitioners looking to compare practices across organizational settings. This article represents a follow-up study to Church and Rotolo (2013) based on responses from 80 top leadership development companies on their high-potential and senior executive talent programs and assessment practices. The results of this more in-depth study focus on how organizations define leadership potential, content domains being assessed today, and various other design elements including degree of transparency of high-potential labels, shelf-life of assessments, talent distributions, and access to results. Attitudes toward assessments, including performance impact, are also discussed. The article concludes with summary observations and implications for industrial‐organizational psychologists, consulting psychologists, and talent management professionals.

DETERMINANTS OF EFFECTIVE TALENT MANAGEMENT

Purpose: The main goal of this article is to present effective ways of talent management in an enterprise. Methodology: Factors identification was carried out based on analysis of subject literature, and also on empirical research, which were carried out within the framework of doctoral dissertation. On the basis used of expert method inspired by Delphic technique, opinions received from the management experts allowed the determinants to be divided with regard to their positive and negative influence and ability to develop an enterprise, namely internal and external. Findings: Talent management is gaining strategic meaning for enterprises, which aim to secure competitive advantage, not only by dynamic growth. Employers’ skills in terms of extracting, adjusting and appreciating creativity, and potential to develop knowledge, abilities and experience of employees can stand up to requirements which are made in the days of economy based on knowledge. Implications: Effective talent management is conditioned by numerous factors. Taking into consideration opinions of experts participating in the research, conditions were divided into their positive and negative influence, and the ability of shaping them by a company, namely internal and external. The author is expressing hope that analysis of determinants of effective talent management will be an interesting and useful reading from a perspective of talent management in the both academic and practical dimension, even though it is only a starting point for further discussion.

Effective Talent Management : Key to Organisational Success

Today's global economy has created a more complex and dynamic business environment in which most organizations must learn to compete effectively to achieve success and sustainable growth. Workforces around the world have become larger, increasingly diverse, more educated, and more mobile. There is considerable evidence that organizations worldwide face formidable talent challenges. The ability to attract, develop, and retain a needed supply of critical talent is a challenge facing all organizations. The study examines the effect of talent management on organizational success. It adopts human capital theory. In this article we review different academic work on talent management. The study highlights the restraining factors influencing the practice of talent management, global talent management and talent development process. In conclusion effective talent management is the key for organizations success and sustainable growth as it allows organizations to retain top talent while increasing productivity. It was recommended that to make sure employees with the right skills stick with the organizations for long enough. It is important that talent management system should be integrated across all aspects of human resource management. KEYWORD: Talent Management, Organization Success, Global Talent Management

The impact of recognition on retention of good talent in the workforce

Retention of talented workforce is the most crucial issue business sectors are faced with today as a result of brain drain.Talent has become the driving force for business success. Most employees leave due to lack of professional challenges, having received little or no recognition, and the absence of career growth and development. The purpose of this study is to determine the impact recognition has on retention of talented workforce in the workplace. A total of 70 questionnaires were distributed to employees in different job categories. The study revealed that management can apply numerous approaches to retain good talent. Moreover, it is vital for managers to bear in mind that these approaches might have dissimilar effects on different individuals. This study also answered some of the most critical issues the business sector is faced with, such as employee retention due to the shortage of skilled labour and failure to recognize good work done. The findings reflect that reward, passion, recognition, motivation, and effective talent management are some of the factors business leaders have to address in order to minimize voluntary turnover and retain good talent in the workplace.

Using talent strategy as a hedging strategy to manage banking talent risks in Malaysia

Talent strategy in human resource planning is generally used to deliver business strategy of a firm. The identification, recruitment, development and retention of talented employees are aligned with the priorities of the firm’s business. As businesses today are borderless with the global environment, putting in place the most effective talent management strategy is a key to competitive success of firms, and this includes the banking industry. Hence, people who are talented in the organization provide opportunities for the firms. As a result many big firms seem to spend much time on developing these talented employees but less time on retaining them. This includes the Malaysian banking institutions. It is timely for Malaysian banks to have their own talent programs due to acute shortage of banking talents. Hence, the talent systems of banks require investments in these intangible assets. The above need is reinforced by the fact that an important Malaysian banking resource would be talent following the final phase of consolidation of banking institutions by the year 2015. When demand goes up and supply of talent goes down, more and more banking institutions in Malaysia begin to realize the importance of talent strategy and planning to be a part of management strategic focus; hence an integrated talent program for the banking institutions. The objective of this paper is to testify that the use of talent strategy as a hedging strategy is able to manage banking talent risks in the Malaysian banking sector. The study proposed to use Talent Management Practices (TMP), Employee Value Proposition (EVP) and Talent Brand Strategy (TBS) as variables along with 12 indicators of Malaysian banking talents by testifying for their direct and indirect relationships. The five research objectives and questions of the study were fulfilled by employing the Structural Equation Modelling (SEM). The five hypotheses of the study revealed that there are significant positive relationships between Talent Management Practices, Employee Value Proposition and Talent Brand Strategy, for Malaysian banks. The study also found that Employee Value Proposition partially mediates the relationship between Talent Management Practices and Talent Brand Strategy for the banks. With these significant relationships, the findings of this study suggest that it is timely for the local banks to enhance their talent strategy as this can deliver as business strategy, for instance, facilitating in innovating the operating structure of financial instruments. Additionally, due to the acute shortage of banking talents in Malaysia, there is a strong need to use talent strategy in managing banking talent risks. This is necessary for the local banks to remain competitive and profitable for a long term in this era of global banking.

Talent Management Practices and Its Impact on Individual and Organisational Progress

The need to enhance the effectiveness of the business organisation lies in the heart of the management of the firm; there are several resources to achieve this, which include money men and the machine of these resources the most important is men. Talent management is the implementation of integrated strategies or systems designed to increase workplace productivity by developing improved processes for attracting, developing, retaining and utilising people with the required skills and aptitude to meet current and future business needs. This study is basically a survey research. The study is conducted on employees of small and medium-scale enterprises in Hyderabad in order to know if the employee perception influence their talent practices and in turn its effect on their individual and organisation performance. Chi-square analysis with a couple of other association techniques were employed in order to realise objectives of the study. The study could find evidence that the effective talent management practices could influence both individual and organisational performance.

Four steps to effective talent management

Four steps to effective talent management

Strategic, future-proof succession planning connects Telefónica with success

Purpose – Outlines the barriers to efficient, strategic and future-proofed succession plans, centered on a case study example of Telefónica. Design/methodology/approach – Draws on information provided by the company's UK and Europe talent manager. Findings – Describes the journey taken by Telefónica to build a succession plan that is both relevant now and adaptable to future demands, including key advice for HR specialist and resourcing teams. Practical implications – Shows that current succession plans are not working as effectively as they might. A fresh approach to the process can lead to HR developing a plan that is future proof, addresses the emerging talent market and is a true reflection of the current workforce. Social implications – Emphasizes the importance of effective talent management in a constantly evolving business world. Originality/value – Provides a useful case-study example of successful talent management and the main issues that a future-proof plan ought to consider.

The politics of innovation: realising the value of intrapreneurs

This paper offers three cases, from very different industries, where an organisation failed to realise the value of the talent that was recruited at significant cost to lead an attempt at innovation. In each case, the recruited talent was forced into an intrapreneurial role – one in which they had to operate below the management radar – in order to attempt to progress the project for which they were employed. Furthermore, in each case, senior management at the company failed to scrutinise its management practices with respect to the constraints they unwittingly imposed upon the newly recruited person. Through its analysis of the reasons for each of these failures, the paper highlights the dynamics of effective talent management in the knowledge era, and points to alternative leadership practices through which to realise the value offered by talented staff recruited specifically to lead an organisation’s strategic intent to innovate.

Effective Improvement of Talents Management for Continuing of Managing Government

The Talent Management System or the HiPPS (High Performance and Potential System) was developed by the Office of the Civil Service Commission (OCSC) for 10 years since 2003 in Thailand. The purposes of this mixed methods research were 1) to develop of the causal relationship models of the effective talent management, 2) to investigate the percent of predict in each group, and 3) to study the current situation and to investigate strategies to improve the talent management to ensure continuity in government administration. The data were collected from five rating-scale questionnaires which the total -item correlation had been .2-.7. and ? is .835-.909. The sample size were 109 talents, 96 coaches, and 100 human resource (HR) staffs who are responsible for the HiPPS system. Data was analyzed by LISREL and content analysis from 9-19 key persons in each 5 group such as executives, coaches, talents, HR staffs and former talents groups. The results indicated that 1) the causal relationship model of effective talent management for all groups were consistent with an empirical data at a strong level, 2) the person and work environment factors had positive effect and could be predicted in all groups regarding effective talent management for 48 percent in the talent group, 83 percent in the coaching group and 66 percent in the HR staff group, 3) the person and work environmental factors that influence the effective talent management, found that there are seven factors that impact in a positive way and two factors, such as positive attitudes toward the talent management, and organization commitment were a major factor that impacted directly positive influence on effective talent management, and 4) the problems of the effective talent management were 4.1) the executives didn’t understand HiPPS or often change their executives, 4.2) the talents could not rotate as individual development plan and low effective coach system, 4.3) the talent development plan didn’t clear and not support from organization. So, strategies of effective improvement should organize for administrative procedure as talent identifying, talent development, talent monitoring and evaluating, talent rewarding and performance management to share knowledge and innovation for continuing of public sector development.

The role of talent-perception incongruence in effective talent management

This study examines the effect of talent management (TM) practices, differentiation strategies, and incongruent talent perceptions in terms of psychological-contract fulfillment. The outcomes of the quantitative analysis of 2660 respondents within 21 organizations show the importance of actively attending to talent-perception incongruence. Incongruence occurs in situations where the organization's executives perceive an individual as ‘talent’, but the individual is unaware of this, and also the other way around: the situation in which the organization's executives do not consider an individual as ‘talent’ while the individual believes that they do. Although the increased use of TM practices is related to higher psychological-contract fulfillment, this relationship is negatively affected by incongruent talent perceptions. Our results show the importance of clearly defining talent and communicating this clearly to all employees. This is particularly important when the talent strategy is perceived as exclusive rather than inclusive.

Talent management: a paradigm shift in Indian public sector

Purpose – The functioning of an organization largely depends upon several remarkable components, with the talented employee occupying the central role for the accomplishment of organizational goals. In this context, organizations are making more investment into talent development initiatives, which currently is a challenge. The purpose of this paper is to examine the talent retention practices in Bharat Heavy Electricals Limited (BHEL), a Navratna PSE of the Government of India.Design/methodology/approach – The investigation is carried out through a case study that discusses BHEL's well‐designed talent management strategy.Findings – Effective talent management practices help the Indian public sectors in general to retain their best talent. At BHEL, talent management practices are focused on competencies, knowledge, learning and increased broad group engineering and technology transference.Research limitations/implications – The case study could be enriched further by empirically measuring different factor...

Employment branding at Google: a challenge to attract and/or build talent

Many organisations are realising that it is better to develop the leaders of tomorrow from within the organisation and that development is a critical strategic objective. Development helps to retain talent and ensure leaders are prepared to succeed strategically, operationally and culturally. This paper looks at the topic of recruitment and talent selection through the eyes of Google. Google has extraordinary appeal, which helps attracting not only the top talents in computer science and information technology but also throughout various industries from all levels of employment. This paper attempts to fi ne-tune their recruitment approach to optimise the scanning and selection of these applicants as this will be fundamental in ensuring good organisational and job fi t, timely processing and minimising discrimination and biases. Effective talent management is crucial in today’s tight labour market and skill and balancing a buy and build talent policy will position Google well for its future.

The perceived effectiveness of employee share options as a mechanism of talent management in South Africa

Purpose of the study: The purpose of the study was to explore the views of a sample of employees, industry experts, academics, and professionals to determine whether employee share options (ESO) are an effective talent management tool in the South African context. Talent management refers to the attraction, motivation, and retention of employees, as well as fostering their loyalty to the company. Problem investigated: This study sought to explore and provide empirical evidence as to whether or not ESO are an effective talent management strategy and remuneration tool. Design and methodology: A quantitative research design was used for this study. A survey was constructed by the researchers, using the main themes identified in the literature. A purposive sampling methodology was then employed, using the key informant technique. A total of 4 300 surveys were electronically distributed, and 256 completed surveys were received. Data were analysed using descriptive statistics. Findings: This study suggests that while ESO are seen as an important component of a total reward solution, they are not the primary drivers of the attraction, retention, and motivation of talent. Respondents indicated that the quality of the work environment and the presence of developmental opportunities are far more significant considerations. Furthermore, the majority of respondents (41%) indicated that they would prefer the allocation of share options to correspond with individual performance. Value of the research: The study suggests that employee reward preferences have evolved over time. Whilst ESO may have been considered a pivotal component of talent management in the late 1990s, today they are only a component of an expected total reward solution. The study demonstrates the importance of consistently reviewing the employee value proposition to ascertain the changing preferences of employees in order to accordingly adapt and maximise talent management. The study can be used as guidance in the design and implementation of share schemes. Conclusion: This study suggests that while ESO are perceived as an important component of a total reward solution, these are not the primary drivers of the attraction, retention, and motivation of talent. Respondents indicated that the quality of the work environment and the availability of developmental opportunities are far more significant considerations. The findings suggest that employee reward preferences have evolved over time. Today's employee has a desire to have reward linked to individual performance, which implies that employers will have to revisit their reward solutions as part of their total value proposition.

Leveraging Technology towards HR Excellence

The last decade has seen a significant increase in the number of organizations gathering, storing and analyzing human resources data using Human Resource Information Systems (HRIS) (Ball, 2001; Barron et al., 2004; Hussain et al., 2007; Ngai & Wat, 2006). HR to benefit almost every realm of business operations is leveraging technology. Many technology applications support Human Resource functions like erecruitment, employee tracking system, performance management software, e earning mode etc are helping dramatically to improve HR’s ability to carry out effective talent management and get better employer brand. Integration of technology and HR not only mean harmonious co-existing but would also mean the journey towards business excellence. This paper explores the understanding on positive impact of Human Resource Information System (HRIS) currently in use for people management with perception on Information Communication Technology (ICT) applications adopted by many industries. The study follows qualitative research as its plan of action in gathering information. The information gathered in crosschecked with industry to cross check the reliability.

Dancing with the Stars: How Talent Shapes Firm Performance

In spite of the attention that attracting and retaining talent receives, little is known about effective talent management. What is the impact of talent on firm performance, among which employee types should firms build talent and do complementarities between employee talent and firm resources affect which talent management approach firms should follow? Our paper contributes with two insights using a rich panel of Danish matched employer-employee data. We identify a tradeoff between short term adjustment costs and longer term gains from increasing talent where initial gains appear of offset later benefits. We identify important complementarities between manager and worker talent, and between these and the firm’s capital resources and organizational design. These complementarities suggest that firms can create and appropriate rents from talent when their talent acquisition strategy is well aligned with policy and organizational choices.

The Impact on Talent Management in B-School Institutions with Reference to Bangalore City-A Study

This research paper examines the applicability of Talent Management in B-schools in Bangalore city. The paper, at the start, defines critical concepts of talent management at all levels of B-school managements. The primary data have been collected from 100 different levels of faculty in B-schools and then hypotheses are tested on the basis of the measure of applicability of talent management. The analysis draws following conclusions. The faculty feels that Talent Management creates the competitive Advantage for the B-schools and they believe that their B-schools recruitment policy is leveraged towards recruiting top talent. Finally, the study offers some suggestions to B-schools for effective talent Management as well as for better selection process for recruitment of highly skilled faculty.

Preparing our leaders for the future

PurposeRecent research released by global talent management company, DDI, shows that over the last decade, there seems to be little real improvement in leadership quality. In the most recent Global Leadership Forecast, only one in three leaders reported that their quality of leadership was high and only 18 percent of HR professionals reported strong bench strength to meet future business needs. Clearly a significant shift is required in developing our leaders if this trend is to change, so the aim of this article is to ask: what can DDI's 6th Global Leadership Forecast tell us about leadership effectiveness and development?Design/methodology/approachThe Global Leadership Forecast is a comprehensive survey of the attitudes of leaders in relation to talent management practices, encompassing the views of more than 12,000 organizational leaders and 1,800 HR professionals from across 74 countries.FindingsLeaders rate themselves poorly, do not possess the skills necessary for future business success and do not have a sufficient pipeline of talent within their organization. Leadership development, processes and practices require significant transformation if organizations are to meet the increasingly rapid pace of business change.Originality/valueThis article provides useful and current data on the attitudes of leaders to development and talent management as well as providing senior leaders and HR practitioners with a useful reference for planning an effective talent management strategy.