Talent Management Research Articles

Talent Management for Enterprises in Guangdong–Hong Kong–Macao Greater Bay Area: Analysis of Current Situation and Suggestions for Countermeasures

In response to the above findings, this study concludes that enterprises should strengthen the construction of talent echelon and cultivate talents adapted to the development of the enterprise through the combination of industry-university-research and emphasizing the development of innovation ability. Secondly, enterprises need to build a scientific talent evaluation system, oriented by ability and performance, and utilize talent evaluation techniques to ensure the fairness and accuracy of evaluation. In addition, enterprises should design career development channels to provide employees with opportunities for growth and promotion, as well as improve the working environment and provide competitive compensation and benefits to attract and retain talents. In terms of talent planning, enterprises should adopt a long-term perspective and develop talent planning that meets more than three years of business operation services to cope with the uncertainty of the future market. Finally, enterprises should strengthen communication with employees, establish a transparent feedback mechanism, and enhance employee job satisfaction and loyalty by empowering employees and high-level consensus. These countermeasures help enterprises build an effective talent management system and enhance competitiveness.

Talent management and employee retention in the South African Higher education landscape

This study explored talent management and employee retention in South Africa's higher education sector, focusing on Institution X. Post-apartheid, South African higher education has faced numerous challenges, including attracting, managing, and retaining new academics essential for societal transformation. The study aimed to assess the relationship between talent management practices (recruitment, career management, rewards, management style, and talent development) and employee retention in this sector.The study's objectives were to examine the strategic orientation of talent management at Institution X, determine its contribution to employee retention, investigate challenges faced in talent management, and propose strategies to enhance retention. A quantitative research design was used, employing a self-administered structured questionnaire. The sample included 65 academic staff members, such as professors, lecturers, and junior lecturers, with data analyzed using SPSS. Findings indicated that talent management is neither a strategic element nor fully implemented within the higher education sector. This highlights a significant challenge in managing and retaining qualified academics, an issue prevalent since the end of apartheid. The study underscores the importance of understanding and improving talent management strategies to ensure the sustainability and quality of higher education institutions. Recommendations were made for reviewing and enhancing talent management practices for academic staff in the sector.

Career transitions from work-to-entrepreneurship

Moving from a traditional career to entrepreneurship is a significant shift. It means taking on new responsibilities and dealing with uncertainties. Our research examined what motivates people and the skills they need to make this change. We used career identity theory to understand how people match their motivations, interests, and abilities with their chosen careers. By thematically analyzing 21 in-depth interviews conducted with military veterans and career transition organizations, we find that transition barriers and challenges embedded in career contexts can be overcome by leveraging career capital and social capital through a series of adjustments. The value of career transitions to entrepreneurship was linked to improved well-being, increased autonomy, and satisfaction. We contribute to the entrepreneurship and career literature by proposing an integrative model of work-to-entrepreneurship career pathways, which aids in explaining how occupation contexts shape career aspirations, highlighting the importance of career and social capital and identifying career transition pathways. We propose direction for future research and offer practical implications for employers’ talent management practitioners, individuals considering work-to-entrepreneurship career transitions and interorganizational talent management practices in entrepreneurship ecosystems.

Optimizing Education: How Dual Teacher Technology, Communication, and Decision-Making Drive Performance?

In the complex environment of academic institutions, optimizing organizational effectiveness is a paramount concern. Driven by a growing awareness of the need for tailored organizational strategies in academic settings, this study seeks to uncover the dynamics shaping the relationships among these key variables. The primary purpose of this research is to provide a comprehensive understanding of how efficiency orientation, information exchange, decision-making structures, and talent management collectively influence continuous performance improvement within academic institutions. Employing a mixed-methods approach, this study integrates quantitative surveys and qualitative interviews to capture the multifaceted nature of the studied variables. The research targets educators from Sichuan Film and Television University and Sichuan University of Media and Communications. A sample size of 435 respondents participated in the survey, and eight interviewees were selected for in-depth qualitative insights. Statistical analyses reveal intricate correlations among efficiency orientation, information exchange, localization of decision-making, talent management, and continuous performance improvement within academic institutions. Streamlined processes positively influence talent management, emphasizing the importance of organizational efficiency. Transparent communication channels play a pivotal role in effective talent management, underscoring the significance of information exchange. Decision-making structures impact talent management strategies, necessitating a balanced approach. Talent management emerges as a proactive strategy, influencing and being influenced by continuous performance improvement efforts. This research contributes to organizational theory by offering context-specific insights into the relationships among key variables within academic institutions. The study's originality lies in addressing research gaps, providing a nuanced understanding of decision-making dynamics, and uncovering the reciprocal relationship between talent management and continuous performance improvement.

Impact of entrepreneurial leadership, Social media, digital technology, Entrepreneurial orientation and innovation on business performance in the handicraft sector: Talent management as mediating construct

The purpose of this paper is to analyze the impact of various dynamic capabilities (Innovation (IN), entrepreneurial leadership (EL), Social media (SM), and digital technology (DT)) on Business performance (BP). This study also analysis the mediating impact of talent management(TM), and Entrepreneurial orientation (EO) between EL, and Business performance. The reason for this is that in the handicraft industry SM, DT TM, and SR impact on business performance are still not fully understood. We have adopted a survey-based methodology from 410 handicraft artisans or entrepreneurs. Data was empirically analyzed to test the theoretical model of mediation through Smart partial least square method (SMART PLS-SEM) software. The study's findings prove entrepreneurial EL improves Business performance whereas the association between Social media (SM) and BP is insignificant. The mediating impact of Talent management, EO, and strategic resilience was statistically positive and significant and proved that bridging between BP and all three mediators supports and makes stronger EL for boosting business performance. Innovation, and digital technology, positively affect Business performance. This study explores artisans' formal entrepreneurial EL style. This study is unique because the Dynamic capability theory (DCT) as an extension of the resource-based view (RBV) has been used for critical business factors like EL, strategic resilience, Business performance, digital technology, innovation, and talent management in the handicraft sector will be extended. This study also proposes a new Digital capability view (DCV) for future study. This study will explore the theoretical and practical understating of (DCT) with managerial use of EL, Innovation, and TM for boosting Business performance.

Talent Management with Blockchain Approach

Talent development is essential task to ensure all staffs reach minimum competency levels as expected by the organization. The complexity of talent development increases along with the wider range of organization level. The article takes a case study of PN, an Indonesian state- owned energy company that operates in nationwide. Indonesia has thousand islands, and many remote areas surrounds with mountains; have created difficult efforts to develop talent in those remote areas. Currently, PN has more than 40 thousand staffs nationwide, and director of company has emphasized the use of latest IT technology to support talent development process. The article proposes the use of blockchain technology to support MOOC delivery to support talent development process and talent placement in new position. Blockchain technology has two advantages such as: secure access (unalterable data) and distributable to registered member. The use of blockchain to support corporate program to prepare readiness of all talents ready to cope with global and national uncertainty in energy industry. The outcome of article is expected to be used in other state- owned companies to prepare talent readiness.

Convergence and Innovation of Artificial Intelligence in Corporate Strategic Planning: Opportunities, Challenges and Future Research Directions

In the contemporary digital era, the swift evolution of Artificial Intelligence (AI) has not only revolutionized various sectors but has also become an indispensable asset in corporate strategic planning, decision-making processes, and operational efficiency. This paper delves into the multifaceted applications of AI across a myriad of industries, providing a comprehensive analysis of its integration into corporate strategy and its profound impact on business operations. This study adopts a comprehensive research methodology that merges qualitative case studies with quantitative data analysis to scrutinize the practical use of AI in strategic planning. It delves into the interdependent relationship between AI and conventional digital frameworks, such as Customer Relationship Management (CRM) and Enterprise Resource Planning (ERP) systems. The research aims to illuminate how the fusion of these technologies can substantially enhance corporate competencies and optimize operational workflows. The study's findings indicate that while AI has the potential to offer transformative solutions, its integration into strategic planning is not without challenges. Ethical considerations, legal ramifications, and societal implications must be carefully navigated. Additionally, the study reveals a notable void in existing literature concerning the enduring strategic ramifications of AI and its effects on corporate culture and talent management practices. This gap highlights the need for further exploration into how AI shapes the long-term strategic direction and internal dynamics within organizations.

Innovation capability as a mediator of the relation between talent management and entrepreneurial firm performance

PurposeThe study aims to investigate innovation capability as a mediator in the relationship between talent management (TM) and entrepreneurial firm performance in Micro, Small and Medium Enterprises (MSMEs) in Thailand based on employer perceptions.Design/methodology/approachA questionnaire survey was completed by 674 MSMEs in Thailand, both directly and online. Four hypotheses were tested using structural equation modelling (SEM).FindingsThe results demonstrated that TM has a significant and positive influence on innovation capability, but no evidence was found for a positive relationship between TM and entrepreneurial firm performance. However, innovation capability positively influences entrepreneurial firm performance, and it fully mediates the positive relationship between TM and entrepreneurial firm performance. These results suggest that TM can enhance entrepreneurial firm performance if it is implemented with effective innovation capability.Research limitations/implicationsThe SEM model was employed with a limited number of enterprises, so the sample cannot represent the full population, as there are more than three million MSMEs in Thailand. More countries and factors should be incorporated into the model.Practical implicationsThe owner-managers and HR practitioners of MSMEs can utilise the study results to develop talent strategies and innovative interventions that will enhance their firm’s performance.Social implicationsThis study thus aims to strengthen the capacities of MSME entrepreneurs and policymakers to elevate inclusive innovation capability in MSMEs and to also accelerate progress towards the Sustainable Development Goals (SDG); innovation is one of the three important aspects of SDG9.Originality/valueThe study contributes by filling the research gap related to TM in the MSME business and enterprise development literature, and it aids in creating innovation capability to increase effective investments in TM.

Sustaining Human Capital in an Organization: The Role of Talent Management

Talent management, based on an exclusive approach to talents and focusing on high achievers, may place excessive performance pressure on employees, jeopardize their well-being, threaten workplace equity, and lead to detrimental long-term outcomes for human capital. Research is needed on how organisations can develop more inclusive talent management that aligns the interests of both organisations and employees to sustain human capital. To explore how human capital sustainability is understood and how talent management contributes to it, qualitative research, including 30 interviews with human resource managers from international companies operating in Europe, was performed. The research reveals four pillars of human capital sustainability enhancing talent management and contributes to talent management literature by expanding it with a long-term perspective covering employee-organisation mutual value development.

Employer Brand Knowledge (EBK), Sustainability Practices and Employer Attractiveness: A Perspective of Millennial Employees

Employer attractiveness is crucial in talent management as it helps attract, retain, and engage top talent, thereby ensuring a competitive edge and long-term organizational success. This study aims to determine the relationship between Employer Brand Knowledge (EBK) and various dimensions of sustainability practices on employer attractiveness, particularly among Millennial employees. A quantitative research method was employed, with 90 questionnaires collected from Millennial employees in a publicly listed company in Malaysia. The data was analyzed using SPSS version 25.0 to test the hypotheses. The findings reveal that only one dimension of EBK namely employer image has a significant positive relationship with employer attractiveness. Contrary to our expectations, none of the sustainability practices was found to be related to employer attractiveness. This study contributes to a deeper understanding of how EBK influences the perception of employer attractiveness as it not only broadens the theoretical understanding but also provides practical insights for employers seeking to improve their attractiveness to the Millennial workforce. It is also suggested that employers who are more familiar with employees, have a positive reputation, and maintain a strong image are more likely to be attractive to millennials. Implications and recommendations for future research are also discussed in the study.

Exploration of Fundamental Principles and Components of Strategic Talent Management in the Digital Age at Yana Travels Pvt. Ltd. Bengaluru

Exploration of Fundamental Principles and Components of Strategic Talent Management in the Digital Age at Yana Travels Pvt. Ltd. Bengaluru

Talent Management in the Age of Digital Disruption: Challenges and Opportunities

The rise of digital disruption has fundamentally transformed the landscape of talent management, presenting both challenges and opportunities for organizations. This article examines how businesses are adapting their talent management strategies to cope with the rapid advancements in technology, such as artificial intelligence, automation, and the growing prominence of remote work. The study explores the challenges posed by digital disruption, including the widening skills gap, the need for continuous reskilling, and the increasing competition for top talent in a globalized workforce. On the other hand, digital tools also offer opportunities for organizations to enhance their talent acquisition, development, and retention processes. The use of data analytics and AI-powered recruitment tools, for instance, allows for more efficient and data-driven decision-making in hiring and workforce planning. Furthermore, the integration of learning management systems and virtual collaboration tools facilitates employee development and enables organizations to foster a more agile and adaptable workforce. The article presents case studies from various industries, demonstrating how companies are leveraging digital solutions to overcome talent management challenges while embracing opportunities for growth and innovation. The findings suggest that organizations that prioritize digital transformation and align their talent management strategies with technological advancements are better positioned to thrive in an increasingly competitive and digital-first world.

The Influence of Talent Management Development, Recruitment, and Competence on Employee Performance Through Job Training

This research focuses on the employee performance of the Sungai Penuh City Government. The study adopts a quantitative causality approach, using data collected through questionnaires. The analysis was conducted using multiple linear regression techniques with the SmartPLS program, and a saturated sample of 50 respondents was used for the study. The results indicate that talent management has a positive and significant effect on job training, and recruitment also shows a positive and significant impact on job training. However, competency does not significantly affect job training. Furthermore, talent management has a positive and significant effect on employee performance, while recruitment and competency do not significantly influence employee performance. Additionally, job training itself does not significantly impact employee performance. It is also concluded that job training does not mediate the relationship between talent management and employee performance. However, job training mediates the effects of recruitment and competency on employee performance.

Talent management in the hospitality and tourism industry: the role of societal and organisational culture

Purpose The purpose of this paper is to examine the role of societal and organisational culture on talent management (TM) within the Greek hospitality and tourism (H&T) industry. Specifically, this study tests societal culture’s effect on TM approaches and the mediating role of organisational culture. Design/methodology/approach In this quantitative study, the questionnaire sample included employees of all hierarchical levels from three hotels located in northern, central and southern Greece (n = 188). Data analyses were carried out by using the PROCESS Version 4 macro in SPSS. Findings The results show that neither societal nor organisational culture are decisive factors in impacting the perceived TM approach. This might be due to the organisations imitating other firms without pre-establishment of societal and organisational fit. Practical implications This study emphasises TM’s alignment with both societal and organisational culture. Given the context-specific nature of TM, achieving culture fit can enhance talent acquisition, retention and engagement, ultimately leading to improved talent and overall organisational performance. Originality/value This study integrates more centrally a cultural lens into the TM discourse. It provides empirical evidence of TM approaches in the Greek H&T industry, drawing on a multi-stakeholder sample including managers and talents.

Implementation of Artificial Intelligence on Personnel Management in a Dynamic Society

The bedrock of this study is Implementation of Artificial Intelligence (AI) on Personnel Management in a Dynamic Society.. The rapid development and advancement of the digital environment, the increase in computing power, the processing of huge amounts of data and advanced algorithms have not only made AI exceptional and indispensable, but also emerged as a key tool in talent management. Methodologically, the study used secondary data collection sources such as textbooks, magazines, newspapers, journals, and periodical reports. The study found, among other things, that the development of AI leads to errors caused by machines due to programming errors and persistence of discrimination/preferential treatment in recruitment. Therefore, AI is not able to recognize corporate culture and values when evaluating applicants. The paper recommends that companies should focus on updating and training their current employees to avoid job losses due to the emergence of AI and adapt to the current framework conditions, etc. Thus, the paper concludes that the increasing use of AI will have a social and economic impact in this millennium, as it aims at digitalization and development by utilizing AI-inspired decision-making and integrating advanced information systems into multidimensional areas of activity, with a significant impact on various sectors around the world.

Talent Management in The Era of Digitalization: A Conceptual Study on Global HR Strategies

Talent Management in The Era of Digitalization: A Conceptual Study on Global HR Strategies

The Changing Ambitions of Workers: Adapting Leadership for Today's Reality

Recent research suggests workers' career ambitions are changing, with fewer aspiring to top executive roles like CEO. This article explores the implications of shifting ambitions for organizational leadership strategies. Research from McKinsey and others finds only 3 in 10 workers today want C-suite careers, down from previous generations where climbing the corporate ladder was standard. Societal factors like economic instability and greater valuation of work-life balance, as well as generational preferences for meaningful work and flexibility over prestige roles, help explain changing priorities. To optimize talent management amid these trends, the author recommends companies realign leadership strategies, talent practices, and culture. Distributed leadership models, non-linear career paths focused on skills development, and culture emphasizing purpose, learning, and well-being can better engage modern workers who prioritize autonomy, growth, and impact over rigid hierarchy. Industry examples demonstrate how redefining success and expanding career definitions can boost retention, diversity, and collaboration.

Why I'm Careful About Encouraging My Best Employees to Consider Outside Job Offers

This article examines the complex issue of encouraging top employees to consider external job opportunities and provides a strategic perspective on retaining high-performing talent. Drawing from academic research and professional experience, it explores why high-caliber employees represent strategic assets deserving proactive retention efforts. The brief discusses the full costs of turnover, importance of loyal commitment, and balancing internal versus external mobility. It emphasizes crafting fulfilling career paths through development opportunities, mobility channels, and individualized career discussions. Additionally, the article advocates balancing traditional retention tactics with flexible, motivation-harnessing approaches to engage today's workforce. Overall, it argues the savviest talent management thoughtfully weighs open career coaching against organizational needs through attentive, long-term relationships with each employee.

The Effect of Talent Management on Employee Satisfaction and Performance in Manufacturing Companies in Indonesia

This study investigates the impact of talent management on employee satisfaction and performance in manufacturing companies in Indonesia. A quantitative approach was adopted, involving a sample of 150 employees from various firms. Data were collected using a structured questionnaire based on a Likert scale (1-5) and analyzed using Structural Equation Modeling-Partial Least Squares (SEM-PLS 3). The results reveal that talent management significantly and positively influences both employee satisfaction and performance. Additionally, employee satisfaction mediates the relationship between talent management and performance, further enhancing the positive impact. These findings highlight the importance of comprehensive talent management strategies for improving employee outcomes in the manufacturing sector. Practical implications for human resource management and organizational competitiveness are discussed, with a focus on employee development, recognition, and performance improvement.

The Evolution of Talent Development Programs in Academic Literature: A Bibliometric Review

This study conducts a comprehensive bibliometric analysis of the evolution of talent development research, mapping its key themes, influential authors, and geographic collaborations from 1952 to 2024. Using data from Google Scholar and VOSviewer, the analysis identifies central themes such as "development programs," "talent management," and "training," highlighting their sustained importance in both corporate and educational contexts. The study also reveals the increasing interdisciplinary nature of the field, with growing interest in youth sports and gifted education. Collaboration networks show the United States and United Kingdom as central hubs in global research, while countries like India and China are emerging contributors. However, geographic imbalances remain, particularly in regions like South America and Africa. The findings suggest future research opportunities in interdisciplinary approaches, the integration of emerging technologies, and expanding global collaboration. This study provides a roadmap for researchers and practitioners looking to understand and contribute to the future of talent development.