Implementation Of Talent Management Research Articles

Talent Management Program in a State University and College (SUC)

The study intends to find out the existing Talent management program and practices of SUC and determine the extent of implementation of Talent management. The researcher used simple random sampling results of about 142 employee-respondents and it was held in Samar State University. A descriptive-evaluative survey design was used to assess the talent management practices and strategies presently implemented within the locale of the study. Talent management practices of the SUC resulted from the majority of various ‘yeses’ in the form of frequency. Employee engagement practices, suggestion boxes, and training Needs Survey resulted in 138 (95.50) and 114 (80%) yeses from the employee-respondents. It was emphasized that work ethic 121 (85%) and job expertise 121 (85%) are the major characteristics that define talent. It was also suggested that strategies of SUC must provide training and development (87.50%), rewards, and bonuses (77.50%). The study also found out that informal succession planning is exercised with a rating of 80% or 114, thus formal succession management of talents must be implemented. SUC Support in pursuing a doctorate of employees has a compelling score of 110 (77.50%). The majority of employee respondents choose incentives (128 (90%) as monetary and training and development opportunities, and 103 (72.50%) as non-monetary rewards as part of their reward and recognition. The extent of implementation of talent management strategies, and process improvement results to ‘significantly implemented’ except for one ‘company process help work improvement was only ‘moderately implemented’. In management improvement, all resulted in ‘significantly implemented’ same as to work environment improvement. The Researcher suggests that these talent management strategies must be fully implemented as an anchorage for the success of talent retention and the satisfaction of employees within SUC.

Investigating Talent Management and Intention to Stay as Mediating Transformational Leadership on Employee Performance

A great leadership is imperative for organization wanted to achieve their goals. Transformational leaders will transform and to realize performance outcomes who is able to motivate, inspires and create a commitment with their followers. This study’s aims to have better understanding the influence of transformational leadership on employee performance, by investigating the mediating role of talent management and intention to stay. The research uses SPSS.25 to correlate between each indicator score with the total construct score to determine. To test the hypothesis and cause and effect depiction’s using AMOS software using Structure Equation Model (SEM) to see both, the direct and undirect correlation between indicators. The sample was 200 public servant working in government agencies located in Jakarta using online surveys with non-contrived setting in cross sectional survey design. The results indicate transformational leadership has a significant positive influence on employee performance as talent management and intention to stay as a mediator. Government agencies are improving their human capital management strategies, as they realize that it leads to increase in productivity, innovation, improved rates of participation which all contribute to society welfare and economy. This study should be able to stress the importance factors of transformational leadership in implementation of talent management, and how intention to stay effects performance of the employee. Transformational leadership has been around over decades, but there is remains a lack of comprehensive studies regarding the influence of talent management and intention to stay and provide different perspective for governments in implementing talent management strategies.

Talent Management in Managerial Succession Planning: A Qualitative Study

Investment in Human Resources is managed through a strategy for preparing sustainable future leaders. Talent management with the right processes of identification, recruitment and selection, development, and retention will put the right people in the right place. This study aims to determine the implementation of talent management in managerial succession planning at Soerojo Hospital. This study is qualitative research with a single case design using an in-depth interview and was conducted in October-November 2022. Informants were recruited using a purposive sampling technique, consisting of 1 key informant, 1 main informant, and 1 additional informant. The results revealed that talent management in managerial succession planning had not been fully implemented, as indicated by the subjectivity of the leaders in identifying talents, recruitment carried out after there was a vacancy, no talent pool at the selection stage, inadequate curriculum-based talent development and suboptimal talent retention because there is no guideline for implementing talent management. Therefore, Soerojo Hospital needs to establish regulations, compile curriculum and talent development methods, and create a harmonious work atmosphere for the sustainability of the organization.

Talent Management Policy and Meritocracy to Accelerate Bureaucratic Reform of Local Government: Comparative Study of Pontianak and Pekanbaru Cities

The Indonesian government prioritizes implementing talent management for bureaucratic reform in civil service (ASN) management. The merit system index measures the implementation of human resource management based on meritocracy values in government agencies with a minimal score of 250. However, data shows that only 12.8%of district and city local government agencies are included in the good and excellent categories, which is still far from the target set. At the end of 2022, based on data from the Indonesian Civil Service Commission (KASN) assessment results, the Pekanbaru City Government (Riau Province) got an outstanding or “Good” category for the merit system index. On the other hand, Pontianak City (West Kalimantan Province) is also in the excellent or “Very Good” category. This study aims to analyze the efforts made by the Pontianak City Government and Pekanbaru City in implementing the ASN management merit system and identify strategies to implement talent management. Studies are based on the results of qualitative research through collection of data and information from various sources, such as interviews, observations, secondary data, and documentation. Purposive sampling is applied with primary data sources obtained directly from the location through documentary evidence, focus group discussion (FGD), and interviews. The results of the study found that the governments of Pontianak City and Pekanbaru City have prepared several policies and initiatives for merit-based ASN management, as well as the implementation of talent management. Political support encourages the implementation of good talent management to be the key to success, because of the understanding of the importance of human resources to improve public services and encourage economic growth and quality of life in Pekanbaru City and Pontianak City. The absence of in-depth studies of talent management applications in city/regency local governments, especially outside Java, can contribute significantly to both the application practice and the science of administration and public policy.
 Keywords: talent management policy, civil service management, meritocracy, local government, bureaucratic reform

DIGITALISED TALENT MANAGEMENT IN PUBLIC SECTOR: A LESSON LEARNED FROM THE WEST JAVA PROVINCIAL GOVERNMENT

Objective: This empirical study aims to address the existing gap in scholarly research pertaining to talent management within the public sector. Specifically concentrating on the West Java Provincial Government in Indonesia, the research investigates the practical implementation of digital-based talent management for civil service personnel through a case study approach. Methods: The research adopts a qualitative methodology employing interviews, observation, and documentation studies to delve into the intricacies of talent management within the governmental context. Result and Conclusion: The findings underscore the pivotal role of talent management in upholding the merit system, ensuring equitable and objective placement in critical positions. Implementation strategies encompass various steps, ultimately leading to the realization of benefits from a digitalized approach, including the generation of comprehensive and measurable talent data. The digital transformation not only enhances Human Resources management but also promotes objectivity and operational efficiency. Implication of the research: This study bears significance in emphasizing the critical factors contributing to successful digital-based talent management implementation, namely top leadership commitment, HR manager capability, and IT infrastructure support. These insights provide practical implications for organizations seeking to enhance talent management practices within the public sector. Originality: While contributing valuable insights into the talent management process, it is imperative to acknowledge the limitations of this study, primarily its exclusive focus on the procedural aspects without exploring the subsequent impact on individual or organizational performance. Future research endeavors could leverage our findings as a foundational reference, expanding upon these areas for a more comprehensive understanding.

Talent-management as an innovative strategy of corporate training and development of personnel of an educational organization

The article presents the results of a study of the possibilities of introducing an innovative strategy of corporate training and staff development — talent management - into the educational sphere. A brief theoretical review of scientific sources on the problem under study has led to the conclusion that talent management is a human resources strategy that focuses on attracting, developing and retaining the best employees. It is of particular importance for educational organizations, as the qualifications and experience of teachers are an important factor in the quality of education received by students. Based on the content analysis of scientific papers, the author concludes that the implementation of the concept of talent management in an educational organization involves identifying the key competencies of the organization, creating favorable working conditions, investing in staff development, and developing a staff motivation system. According to the author, the implementation of talent management will help to find effective responses to the challenges facing education: overcoming the skills shortage, improving educational outcomes, taking into account technological progress, promoting diversity and inclusion, navigating regulatory changes, fostering leadership and succession planning, and creating sustainable and flexible human capital. An attempt is also made to confirm the author’s theoretical considerations with the results of a survey of pedagogical and scientific and pedagogical staff of Borys Grinchenko Kyiv Metropolitan University and the responses of a focus group of educational managers of different levels who have completed advanced training at the Department of Professional and Higher Education of the Central Institute of Postgraduate Education of the University of Educational Management. The study has actualized the need to explore innovative ways of developing talents in the field of education, taking into account the essential features of the educational sphere, social expectations from the results of its activities, requirements for professionalism and competence of a modern teacher

Investigating the Relationship Between Talent Management Implementation Categories in the Basra Province Education Organization

Investigating the Relationship Between Talent Management Implementation Categories in the Basra Province Education Organization

The Implementation of Talent Management Implementation at Regional Employee Agency Wonogiri Regency Central Java

Bureaucratic Reform (RB) in Indonesia represents a strategic redesign of the bureaucratic system to adapt to societal and global dynamics. Within the spectrum of RB-induced changes, particular attention is given to human resources, with Talent Management emerging as a pivotal element aimed at enhancing the governance of civil servants (ASN). This research seeks to explore the implementation of Talent Management in the Regional Employee Agency (BKD) of Wonogiri Regency, examining both supporting and inhibiting factors, and proposing solutions in line with Policy Implementation theory. Employing qualitative research methods encompassing observation, interviews, and documentation, the study reveals that the implementation of Talent Management in Wonogiri Regency is generally commendable, driven by effective communication, the commitment of the Wonogiri Regent, and clear Standard Operating Procedures (SOPs). Nevertheless, challenges include the absence of assessors, lack of an Assessment Center, insufficient budget allocation, and the absence of a dedicated field for Talent Management. Mitigation efforts involve certifying assessor employees, proposing the construction of an Assessment Center, requesting budget allocations, and refining the organizational structure to address these challenges and further enhance the Talent Management framework.

Analysis of Recruitment, Talent Management, and Work Engagement Impact on Sustainability Organization at International Freight Forwarding Company

This research aims to look at the relationship between variables and analyze the factors causing decreased organizational sustainability. This research uses a literature review study to systematically review previous articles to see their correlation with current research. The results show a relationship between all independent variables and the dependent variable. This finding could really be something new in qualitative research, organizational sustainability can increase with effective recruitment, and the implementation of talent management at all levels, thus creating an atmosphere of work engagement from new employees entering work until retirement in expedition companies. In human resource management research, there is no research framework like this article and the hypotheses in this research are very rarely found in previous research.

Systematic Literature Review: Implementation of Talent Management for Crewing in Shipping Companies to Organizational Sustainability

This article aims to provide an explanation of scientific articles the results that have been by providing a qualitative graphical picture. An organized literature review is a component of the research methodology used in this scientific article. During the literature review, a number of relevant scientific articles are selected, excavated, and reviewed. The size of the study was determined by scores using the PICO framework (population/problem, intervention, comparison). The three scientific articles that support this article provide an illustration that the existing implementation of the findings of the above article is true even though only a few articles provide a finding that is directly related to the relationship of this article result. This article provides a treasure and additional reference for other researchers and for future development can be done.

Employee Perceptions on the Implementation of Talent Management at PT Pegadaian Office Region VIII Jakarta

PT Pegadaian Regional Office VIII Jakarta is an organization that is committed to managing its internal talent well. However, to ensure the effectiveness of this program, it is important to evaluate employee perceptions of talent management implementation. This research aims to describe employee perceptions regarding the implementation of talent management in this regional office. This research uses a qualitative approach. Data collection techniques in this research were carried out using interviews and a literature study. The data that has been collected is then analyzed in three stages, namely data reduction, data presentation, and conclusion. The research results show that employees of PT Pegadaian Regional Office VIII Jakarta generally have a positive perception of the implementation of talent management. Employees assess that the implementation of talent management in this regional office has helped them to improve their skills and knowledge, helped employees to develop their careers, and helped employees to contribute better to the organization. However, several things need to be improved regarding the implementation of talent management, including communication about the implementation of talent management that needs to be improved, the talent selection and development process needs to be optimized so that the right employees can be identified and developed, and the evaluation and compensation system needs to be integrated with the implementation of talent management so that employee performance can be measured and rewarded more effectively.

Concepts and Challenges in the Implementation of Talent Management in Improving Employee Performance at the Company

This study aims to determine and analyze the effect of implementing talent management which consists of workforce preparation, workforce development and workforce management on employee performance through employee engagement. Talent management is one of the important issues that has become a topic of conversation in the world of human resource management. This is a logical consequence of the limited availability of talent, while the need for them continues to increase. One of the signs of this era is increasingly fierce business competition, including the necessity for local companies to compete with companies from regional and even global environments. Every company wants to dominate business and market competition. In realizing this there are three assets that must be owned by a company, namely financial capital, products and labor, but among the three most important assets is the workforce they have. Companies must be able to get and retain the best employees.

Talent Management Through Lecturers Competency Evaluation Rubic in Study Programs in Higher Education

Research with the title: Talent Management Through Lecturers Competency Evaluation Rubric in Study Programs Higher Education, where this research was conducted at the Faculty of Education, Universitas Muhammadiyah Jakarta, Indonesia in the odd semester of the 2021/2022 academic year with the distribution of competencies for AIK courses, which are spread across various programs studies in FIP-UMJ, including PGPAUD, PGSD, PENDMAT, PBI, PBSI, POR, PTI. MTP. The number of respondents studied amounted to 27 lecturers, especially those who teach courses according to their competence. The research method with a qualitative descriptive approach. The results of this study indicate that based on the findings in this study there are still 0.11% who are irrelevant to the competency area, but based on the data obtained the person concerned has a background that supports the AIK learning process, especially at the Universitas Muhammadiyah Jakarta, Indonesia. There were three research objectives led the authors to conduct this study, namely: 1) to present the elements used in lecturers’ competencies evaluation rubric; 2) to analysis each of the element assessed in the rubric according to educational system and practice; 3) to report the extent in which this evaluation aligns with talent management practice. The findings revealed that first, the elements used in the rubric needs to be re-evaluated in terms of the statements presented in the questionnaire and the scale; second, each of the element in the rubric is suitable with the qualities mandated by Indonesian Acts for teachers and lecturers No. 14/2005 and proven to be effective by prior studies; third, this evaluation rubric is said to be align with the implementation of talent management in which competencies of the lecturers will obviously support the institution to compete with other private universities and reach its vision, missions, and objectives.

Talent Management Implementation as a Step Towards Creating a Competitive Advantage for The Company

Talent Management Implementation as a Step Towards Creating a Competitive Advantage for The Company

Testing Effects of Job Satisfaction and OCBs on the Relationship between Talent Management and Talented Employee Turnover for Sustainable Human Resource Development in Healthcare

Purpose; The purpose of this study is to better understand the impact of talent management on reducing turnover of talented staff in the Nigerian public health sector. This requires considering the mediating role of both job satisfaction and OCB variables in achieving success at both individual and organisational levels.
 Design/methodology/approach; This study achieves its objective through a conceptual analysis using the lenses of talent management, social exchange theory (SET) and existing literature.
 Findings; This study shows that good talent management is not enough to retain and sustain talented employees in the Nigerian health sector. The partial placement model hypotheses were supported by the SET model, implying that talent management requires both job satisfaction of talented employees and OCB to reduce turnover of talented employees.
 Practical implications; This study enhances the use of the mediating role of job satisfaction and OCBs to better understand the mechanism of talent management in reducing employee turnover within the framework of the social exchange theory model.
 Originality/value; The originality of this study states that effective implementation of talent management in the Nigerian health sector must be complemented with appropriate mechanisms to achieve effective retention of talented employees.

Talent Management Implementation in Indian Organizations: Surviving or Thriving during the COVID-19

Talent Management Implementation in Indian Organizations: Surviving or Thriving during the COVID-19

Factors for The Implementation of Talent Management in the Ministry of Marine Affairs and Fisheries of The Republic of Indonesia

Factors for The Implementation of Talent Management in the Ministry of Marine Affairs and Fisheries of The Republic of Indonesia

Understanding the Implementation of Talent Management Policy in Local Government Case Study in DKI Jakarta Province

Talent management is one of the priority programs to encourage superior civil services with high integrity. However, there are still very few studies explaining how talent management is implemented in local governments. This study aims to provide a quick understanding of the implementation of talent management policy in the DKI Jakarta Provincial government. The research method is applied through a qualitative approach using data from interviews, focus group discussions (FGD), observations, and reviews of documents sourced from the DKI Jakarta Provincial Government, the State Civil Apparatus Commission, and academics. This study found that DKI Jakarta Province just issued an Enactment of the Governor’s Regulation Number 8 for the Year 2022 concerning Talent Management. Moreover, two policies, namely a decree of the Governor concerning Guidelines for the Implementation of Competency Development for Civil Servants through an Integrated/Integrated Learning System Approach; ( Jakarta Corporate University); and a Decree of the Governor concerning the Map of Human Resource Competency Development in the DKI Government Environment in 2021-2022 have strongly supported the development of talent management. In addition, a high commitment of top leaders encourages the implementation of all stage’s implementation of talent management, namely talent acquisition, talent development, and talent retention. However, this study also found that some internal policies were not implemented optimally. This condition is due to a lack of technical guidelines for the implementation, the need for more cooperation with various institutions in talent development, and the need to utilize resources and infrastructure that support the implementation of talent management.
 Keywords: talent management, civil services, talent acquisition, talent development, talent retention, public policy, DKI Jakarta Province 6

Talent Management-Based Training Planning to Produce High-Performing Human Resources

This study focuses on the process of talent management-based training planning, which is expected to generate high-performing human resources. The research method used is qualitative with a descriptive exploratory approach, with the research output being the stages of talent management-based training planning. The objective of this research is to design the stages of talent management-based training planning along with its supporting instruments, in order to produce high-performing human resources. The implementation of talent management in human resources training is one of the strategies that companies can use to obtain human resources with excellent performance quality, as well as to assess, train, and optimize the human resources owned by the company, where talent management can address retention or employees' desire to leave the organization. The impact of talent management implementation in the implementation of human resources training that adopts the DISC personality concept (Dominance, Influence, Steadiness, and Compliance) is expected to benefit both the company and the relevant employees, as follows: (1) Improving the business value of the company to shareholders; (2) Increasing customer satisfaction; (3) Enhancing the quality, productivity, and capabilities of human resources; (4) Boosting employee motivation and commitment to high performance; (5) Facilitating career development and mapping for employees; (7) Enhancing employees' contribution of knowledge to company objectives.

Organization culture and talent management in state corporations in Kenya: A case of Kenya broadcasting corporation

In today‘s dynamic, more uncertain and highly competitive global markets, firms are faced with major decisions and challenges in the talent management area. This study is designed to explore core factors affecting implementation of talent management in the public sector with specific reference to Kenya broadcasting corporation. The study is specifically aimed at investigating how organization culture affects talent management implementation. In terms of methodology, descriptive survey research design was adopted.Stratified random sampling technique was used to select a sample of 61 respondents from a population of 159 management employees working at Kenya broadcasting corporation. Semi-structured questionnaire was used to collect data on the key organizational culture and talent management constructs. The completed questionnaires were reviewed for completeness and validity. Apart from career management issues, the main finding from this study was that organizational culture is one of the factors affecting talent management in Kenya broadcasting corporation.