Talent Management Research Articles

Resonant Leadership in Army Nursing: A Concept Analysis.

Leadership development is of the utmost importance as the Army Medical Department prepares for future conflicts. All Army Medical Department leaders, including nurses, need to be prepared to lead in a high-tempo, complex environment. Nurse leader effectiveness is paramount to military readiness as well as for recruitment and retention within the Army Nurse Corps (ANC). Both Army talent management and Defense Health Agency documents recognize the importance of Emotional Intelligence principles for successful leadership. Resonant Leadership (RL) is informed by Emotional Intelligence principles and is well-studied within nursing literature. Additionally, the body of evidence examining RL demonstrates a positive impact on the nurse work environment. The purpose of this concept analysis is to define RL within the context of Army nursing, to clarify how this concept relates to Army leadership doctrine, and to propose innovative application(s) of RL within the ANC. Rodgers' evolutionary concept analysis method was used to define the attributes, antecedents, and consequences of RL. The concept elements were then cross-referenced with published Army leadership doctrine, applying RL to the context of Army nursing. The outcome of this analysis defines RL as a way of being, with attributes including strong, trusting relationships, the leader being in tune with followers, and mutual optimism. Antecedents of RL in Army nursing center on individual leader behavior and include emotional intelligence, technical/management skills and intellect, and acting on follower worries/concerns. Consequences of RL for Army nursing impact followers/staff and include improved job satisfaction, empowerment, and decreased burnout/emotional exhaustion. The defining characteristics of RL complement the competencies and attributes outlined in Army leadership doctrine. Additionally, the outcomes of RL positively influence the nursing work environment. There has been extensive research on the effect of RL within the civilian nursing workforce. However, to date, no studies have researched RL Army nursing. Leaders within the ANC can apply this analysis to their own leadership practice and integrate RL into leadership development education. Policy decisions within the ANC should promote RL to support positive nursing workforce outcomes including improved satisfaction and retention. Resonant Leadership bridges the gap between frontline nursing leadership development, the Army leadership model, and the DHA's Joint Professional Practice Model for nurses. By focusing on developing resonance, Army nurse leaders can simultaneously demonstrate many of the attributes and competencies the Army describes within its leadership doctrine. Although further research is needed to determine the prevalence of RL within Army nursing, RL has applicability to practice and military education. RL is one tool at the disposal of ANC senior to leaders to promote healthy work environments while preparing competent leaders for the complexities of future combat operations.

Prediction of talent selection in elite male youth soccer across 7 seasons: A machine-learning approach

ABSTRACT This study aimed to investigate the relative importance of parameters from several domains associated to both selecting or de-selecting players with regards to the next age group within a professional German youth soccer academy across a 7-year period. Following a mixed-longitudinal approach, physical, physiological, psychological, skill-, health-, age-, and position-related parameters were collected from 409 male players (980 datapoints) from the U12 to U19 age groups. Supervised machine learning classifiers were used to predict the selection status regarding the next age group. The XGBoost models (ROC-AUC: 0.69, F1-Score: 0.84) revealed that physical and physiological (linear sprint, change-of-direction sprint, countermovement jump, aerobic speed reserve) as well as skill-related parameters (soccer-specific skill) were most important for being selected or de-selected regarding the next age group across the entire sample and all age groups. The majority of psychological parameters (motive structure, motive attention, motive competition, cognitive flexibility) were of medium importance. No clear pattern was observed for the health-, age-, and position-related parameters. Our study provides insights into key parameters for talent selection thereby contributing to an overall talent management strategy in highly trained youth soccer players. In particular, coaches and key stakeholders might focus on physical, physiological, and skill-related parameters.

Competency-based Human Resource Development Strategy

Human resources are the key to a nation's prosperity. This study aims to describe the strategy for developing human resources based on competency and how to overcome the gap in developing human resources based on competency. This study uses a qualitative method, exploring phenomena related to developing human resources based on competency. Qualitative methods also aim to understand individuals' or groups' meanings, views, or experiences and the context behind the phenomenon being studied. This study also uses a descriptive approach and a literature study. The results of this study indicate that there are eight steps in formulating a strategy for developing human resources based on competency: identification of organizational core competencies, competency gap analysis, human resource development planning, implementation of training and development programs, competency-based performance assessment and evaluation, talent management and succession planning, utilization of technology in competency development, and a culture of continuous learning. Furthermore, the results of this study also obtained eight strategies to overcome the gap in developing human resources based on competency: competency gap analysis, training and development programs, competency-based career development, use of technology and competency management systems, periodic evaluation and feedback, a culture of continuous learning, awards, and incentives, cooperation with educational institutions. The government can use the competency-based human resource development model to realize the Golden Indonesia Generation 2024.

Talent management in small and micro businesses: can soft skills be trained?

Purpose The paper is part of a wider four year doctoral study examining talent management in small and micro businesses in small island states. It focuses specifically on soft skills training and how it is used as an employee retention tool, analyzing the attitudes of owner-managers, HR consultants and the effect on their businesses. Design/methodology/approach This paper’s methodology is a qualitative one, gathering data from fourteen semi-structured interviews, with constant comparative analysis to determine findings. MAXQDA software is utilized throughout the process. Findings Findings emerging from the data indicate that the soft skills trainability of employees is questioned by owner-managers and often overlooked as a talent management tool. This at a time when the competitive importance of outstanding customer relations makes such skills increasingly important, especially since the talent pool in small island states is relatively small. Originality/value Findings shed light on small and micro businesses in a small island state and may also reflect regional economies of larger countries that similarly rely on small and micro businesses.

The nexus between employee commitment and talent management: a case of Nelspruit Banks, South Africa

This paper explores the relationship between talent management and dimensions of employee commitment at Nelspruit Banks, a major player in Mpumalanga Province. The paper uses a self-administered Likert-scale questionnaire to collect employee responses on talent management and its impact on normative, affective, and continuous commitment levels. The questionnaire was analysed using IBM SPSS version 28, 63 questionnaires were used for data analysis. This study employed both descriptive statistics (means, frequencies, and pie charts) and inferential statistics (Pearson product moment) to investigate the relationship between talent management and employee commitment. The main findings of the study indicated that talent management positively correlates with two employee commitment components. Notably, talent management positively correlated with continuance and normative commitment. These findings underscore the importance of talent management practices in fostering employee loyalty and retention. It is recommended that Banks consider implementing targeted strategies to foster a positive work environment, recognize and reward employee contributions, and provide opportunities for career development and growth. By focusing on these areas, the banks can strengthen employee commitment and improve overall organizational performance.

Relationship between Openness Personality Trait and Talent Management of University Faculty: Mediating Role of Avoiding Conflict Management strategy

This study aim was to investigate the relationship between personality traits and talent management of university faculty with a specific focus on the mediating role of conflict management strategies. The objectives of the study were (1) To analyze the relationship of conflict management strategies and talent management of university faculty. (2) To analyze the relationship between conflict management strategies and personality traits. (3) To examine the relationship between personality traits and Talent management with mediating role conflict management strategy. To achieve all objectives researcher developed self-developed research questionnaire. Population of the study was consisting of 741 teaching faculty members in Rawalpindi and Islamabad. There were 375 teaching faculty members as a sample of study in Rawalpindi and Islamabad. Samples of university faculty members were selected by using a Proportionate random sampling technique. The Cronbach's Alpha formula was employed to determine the instrument's reliability, and SPSS was used for analyzing the gathered data. The research on the relationship between personality traits and talent management of university faculty, with the mediating role of conflict management strategies, was important implications for universities seeking to improve the performance and success.

Enhancing employee retention in banks: Analyzing the role of talent management, career development, and bank culture

This study aims to investigate how talent management practices, career development, and organizational culture influence employee retention in Jordan’s banking sector. Given the competitive nature of the financial industry, the need to retain talent is critical for organizations. Questionnaires were distributed to 257 full-time employees of various commercial banks in Jordan who have been with their organizations for at least a year, based on this quantitative study. The study made an effort to ensure the sample was both diverse and stable. The study included respondents from various departments, levels, and sizes of banking companies in the sample to enhance its validity. These criteria were designed to include participants who have worked in the organization for a longer period, enabling them to understand the impact of talent management practices and organizational culture. The results reflect that effective talent management practices boost employee retention. The study further attested that career development opportunities and an organizational culture are important moderating factors to strengthen the relationship. According to the research findings, an organization should implement a fully realized approach to talent management with career development and embrace an organizational culture that enhances employee retention.

Interrelation between human capital management and ESG engagement: evidence from S&P 500 firms

This study investigates the relationship between human capital management strategies and corporate sustainability commitments while also examining the moderating role of CEO tenure in shaping this relationship. Drawing on a panel dataset of 413 S&P 500 companies spanning 2011 to 2023, we empirically tested the impact of various human capital management practices, including employee productivity, technology-enabled training investments, workforce diversity, pay equity, and employee benefits, on firms’ ESG performance. We further explored how CEO tenure influenced the effectiveness of these practices in driving sustainability outcomes. Our findings reveal significant positive associations between human capital management effectiveness and corporate ESG performance, highlighting the importance of talent management strategies in promoting sustainable business practices. Moreover, CEO tenure positively moderates the relationship between human capital management and ESG performance, suggesting that longer-tenured CEOs are better positioned to align their human capital strategies with sustainability goals. This study contributes to the literature by bridging the gap between human capital management and sustainability research, providing empirical evidence of the mechanisms through which talent management practices drive sustainability performance, and highlighting the critical role of leadership tenure in shaping these relationships. Our findings have important implications for corporate governance, strategic leadership, and sustainable human resource management practices and offer insights into how organizations can effectively integrate human capital and sustainability considerations to drive long-term value creation.

Talent Management Practices and Employee Retention: Does It Make a Difference?

Talent Management Practices and Employee Retention: Does It Make a Difference?

Sustainable business expansion: HR strategies and frameworks for supporting growth and stability

This paper explores the crucial role of Human Resources (HR) in facilitating sustainable business expansion, emphasizing the alignment of HR strategies with long-term organizational growth and stability. As businesses face growing pressures to integrate sustainability into their operations, HR departments are increasingly tasked with fostering a workforce capable of supporting sustainability goals while driving economic success. The paper examines key HR strategies that contribute to sustainable growth, such as talent acquisition, employee retention, leadership development, and diversity. It also discusses the challenges HR faces, including resistance to change and resource constraints, while highlighting emerging opportunities like technological advancements and global collaboration. The paper concludes with actionable recommendations for HR departments to integrate sustainability into their practices and suggests areas for future research, particularly in the intersection of HR and sustainability in a global business context. Keywords: Sustainable Business Expansion, Human Resources Strategies, Talent Management, Organizational Growth, Workforce Development.

Talent management in volatility, uncertainty, complexity, and ambiguity (VUCA) health environment, nurses’ psychological contract fulfillment, cordial relation and generation: moderation-mediation model

BackgroundThe VUCA in the healthcare environment requires combating volatility, uncertainty, complexity, and ambiguity through highly talented employees and implementing a talent management strategy. This encompasses a range of operations designed to find, attract, nurture, and utilize competent workers that impact how well nurses fulfill their psychological contracts. However, as the researchers had anticipated, several factors, such as cordial relationships and generation differences, may mediate or influence this correlation.MethodsFor a cross-sectional study, a non-probability convenience sampling technique was used to include n = 375 nurses from among the 600 total nurses at three private hospitals in Alexandria, Egypt. Three validated measures were used to measure the study variables and develop a mediation-moderation structural equation model.ResultsThe result of this study revealed that nurses perceived a moderate level of talent management with a mean score of (48.91 ± 18.15), a low mean score (8.89 ± 3.93) of psychological contract fulfillment, and a moderate mean score (185.11 ± 27.02) of cordial relation. Additionally, more than half of the participants were in the Gen Z. Also, this study concluded that there is a positive mediation role of cordial relation and a negative moderation role of Gen between talent management and psychological contract fulfillment.ConclusionsUsing Gen as a moderating variable and cordial relations as a mediating factor, a moderating mediating structural equation model is created and validates the important influence of talent management on nurses’ psychological fulfillment, confirming the mediating effect of cordial relations and the moderating effect of genes in this relationship. GEN negatively predicted psychological contract fulfillment, meaning baby boomers predicted more psychological contract fulfillment than Z gen. Furthermore, talent management could positively predict cordial relations and psychological contract fulfillment, and cordial relations partially mediated the relationship between talent management and psychological contract fulfillment. Nurse mangers should be aware of and implement effective and talent management strategies with respecting gen difference, and apply tailored strategies for fostering nurses’ cordial relation and psychological contract fulfillment to deal with the VUCA challenging healthcare environment.

Talent Management Framework in China Youth Travel Agency

In the context of China’s rapidly changing market and evolving workforce demographics, talent management has become a key factor in organizational success, particularly within service-oriented industries like the China Youth Travel Agency (CYTA). This study aims to explore the role of a structured talent management framework in driving employee motivation at CYTA, focusing on four dimensions: Talent Acquisition, Talent Development, Talent Deployment, and Talent Retention. Utilizing a quantitative research design, data was collected from 287 CYTA employees through a structured survey and analyzed using Structural Equation Modeling (SEM) path analysis. The findings reveal that each dimension of talent management significantly enhances employee motivation, with Talent Development showing the strongest impact. This research contributes to the literature by demonstrating the importance of an integrated talent management approach in fostering a motivated and committed workforce, essential for sustaining CYTA’s competitive edge and adapting to the dynamic demands of the travel industry.

Navigating through processes: a bibliometric landscape of BPM in human resources

PurposeThis study aims to bridge the gap in the existing literature by exploring BPM practices applied to HRM to optimize organizational performance, identifying key thematic clusters and highlighting potential areas for future research.Design/methodology/approachAfter applying the inclusion and exclusion criteria, 177 papers on BPM practices in HRM were selected. This sample was used for a bibliometric assessment based on the co-occurrence of terms technique. We also described key studies on BPM in HRM.FindingsThe analysis identified five key theoretical clusters, highlighted the benefits of BPM in enhancing HRM, such as improved leadership, knowledge management, sustainability, performance and talent management and noted challenges in BPM implementation.Originality/valueBy synthesizing existing literature, this research enriches scholarly understanding and offers practical insights for HR practitioners aiming to optimize organizational performance. The findings emphasize the importance of considering human-centric perspectives in BPM and provide practical guidance for HR professionals aiming to enhance organizational performance through improved BPM practices.

Core Employee Motivation Among Private Small and Medium-Sized Enterprises in Guangdong Province: A Proposed Economic & Non-Economic Incentives Program

In China's current market, private SMEs face intense competition, making knowledge and talent crucial. Attracting and retaining skilled employees is vital for sustainable growth. This study, based on demand incentive theory, explored the impact of economic and non-economic incentives on core employee needs in SMEs. A survey of 100 SMEs in Guangdong Province, the survey was analyzed using SPSS 26.0, revealing that both types of incentives significantly enhanced job satisfaction and motivation, reducing turnover. Economic incentives positively correlated with job satisfaction and enthusiasm, while non-economic incentives also showed a positive link. These findings highlight the importance of strengthening incentive mechanisms for SMEs to attract and retain key talent, informing talent management practices and promoting sustainable development.

PERAN MANAJEMEN TALENTA DAN TUNJANGAN KINERJA DALAM MENINGKATKAN KINERJA KARYAWAN MELALUI KOMITMEN ORGANISASI

This research was conducted to determine the role of talent management and performance allowances in improving employee performance through organizational commitment at the Central Java Province Department of Industry and Trade. The research method uses quantitative research. The sample taken was 182 employees. Data analysis in this study used the Partial Least Square (PLS) method with calculations using Smart PLS 4.0 software. The research results concluded that talent management variables have a role in improving employee performance and organizational commitment, performance allowances play a role in increasing organizational commitment but do not play a role in improving employee performance, organizational commitment plays a role in improving employee performance.

Analisis Isu Strategis Rancangan Teknokratik RPJMD Kabupaten Badung Tahun 2025-2029

The writing of this policy paper is to describe the formulation of strategic issues for medium-term development planning in Badung Regency in 2025-2029. This study uses a qualitative method, namely an in-depth data processing method with data from observations, and literature. There are ten strategic issues of the 2025-2029 Badung Regency RPJMD technocratic design which are produced through weighting based on their linkage with global, national and Bali Province strategic issues, namely: geopolitics and geoeconomics; conversion of agricultural land; blue economy; Environment; technological developments; population explosion; climate change and disasters; public service infrastructure; green workforce; and talent management. The suggestion that can be implemented is that the Badung Regency Government needs to carry out a more in-depth discussion on the strategic issue of the 2025-2029 Badung Regency RPJMD technocratic design together with all regional apparatus and related stakeholders so that the development of Badung Regency has the right goals and objectives and can answer development problems in the next five years.

Navigating the Gig Economy: Talent identification in tripartite work arrangements in Morocco

The gig economy is transforming the traditional employment landscape in Morocco, introducing both challenges and opportunities for talent identification. As online labor platforms such as Upwork, Fiverr, and Uber become increasingly prevalent, they facilitate the connection between freelance workers and SMEs seeking flexible labor solutions. This paper delves into the intricacies of tripartite work arrangements that encompass these platforms, the requesters (SMEs), and the gig workers themselves. By examining these relationships, we uncover the unique aspects of talent identification within the Moroccan gig economy. Our study employs a mixed-method approach, combining qualitative interviews and quantitative surveys to gather comprehensive data from various stakeholders.We identify that while online platforms employ standardized algorithms for talent identification, these methods often overlook local cultural and linguistic nuances critical to the Moroccan context. SMEs in Morocco tend to heavily rely on platform-mediated ratings and reviews, which underscores the trust placed in these digital reputation systems. Furthermore, our findings reveal that gig workers who invest in skill development and actively manage their online reputations are more likely to secure consistent and lucrative opportunities.This research provides a conceptual framework for understanding the complexities of talent identification in Morocco's gig economy, offering valuable insights for enhancing talent management practices. We propose several recommendations for platforms to refine their algorithms, for SMEs to develop more robust evaluation criteria, and for gig workers to focus on continuous skill enhancement. This paper not only contributes to the academic discourse on gig work but also provides practical guidelines for stakeholders to navigate and optimize talent identification processes in Morocco's evolving labor market.

The fundraising turnover epidemic: An evaluative holistic model

Demand for fundraising professionals across the advancement sector globally is increasing, leading to a war for talent. This is fuelled by the great resignation, where people are reassessing their priorities (work—life balance), and post-pandemic reflection (current job alignment with long-term goals and values). In addition, opportunities for career development, remote working and location flexibility are increasing. Burnout, stress and cultural and generational influences also impact the need to reassess the attraction and retention of fundraising professionals. It is widely known that the turnover rate in the sector is high, with the average tenure of a fundraiser being between 18 and 24 months. Other research suggests even less at 16 months, citing that ‘fundraising turnover is an epidemic’.1 This paper shares research findings from a survey conducted globally with 52 fundraising/advancement professionals, seeking to answer two questions:• What are the key motivational factors that both attract and retain fundraisers?• Do these motivational factors change through the career life cycle?The paper was inspired following a session at the Council for Advancement and Support of Education, European Annual Conference in August 2023, where the co-authors presented on the topic ‘Unleashing the power of your people: attracting, retaining and maximising the potential of your diverse talent pool’. This paper also shares reflections from two of the other panellists from the conference, both fundraising professionals, on their experiences in retaining fundraisers in their teams: Liz Reilly, former Director of Philanthropy & Donor Relations, University of Edinburgh, and Juan-Pablo Garrido, Director of Development, UIC Barcelona. The paper includes supporting insights from research undertaken by the co-authors on motivational theories and their application to the survey results. The paper provides insights on taking a different approach to retention, presenting a framework model that can be applied and one that seeks to be more transformational for the individual and organisation. Although this research is specifically focused on one of the advancement professions — fundraising — it could be applied to talent management within broader advancement and further tested to see if the hypothesis in the model has a broader application.

Leadership development and talent management in constrained resource settings: A strategic HR perspective

Leadership development and talent management in constrained resource settings: A strategic HR perspective

The Planning and Design of Digital Smart Campus

Under the background of “Digital Liaoning, Smart Province,” as the application of a new generation of network information technology in colleges and universities, the digital smart campus is an important part of digital Liaoning education informationization. Combined with the overall actual situation of the university campus, in line with the principle of “People-oriented, Service-oriented, Information Interoperability and Data Sharing,” through the idea of “management + service,” the traditional application system with management as the core to the service as the core is realized. On the basis of digital information and networks, a new digital smart campus is built based on several information technologies. From the aspects of architecture design, platform and application integration, systematic overall design and scientific and reasonable deployment, to create an efficient one-stop digital intelligent information service platform to fully optimize the use of digital information resources, to provide timely, accurate and efficient campus information services for teachers, students and staff, and to provide cross-departmental business management and convenient information services for the whole school users through the virtual digital means for display and publicity. The overall planning of the campus is carried out step by step, and the campus network, digitalization, virtualization and intelligence are gradually realized. Expand the time and space dimension of the real campus, improve the overall operation efficiency, and then improve the quality of talent training, management level and management efficiency.