Talent Management Model Research Articles

Designing a talent management model in Mobarakeh Steel Company

OBJECTIVE: The present study aimed to provide a talent management model for Mobarakeh Steel Company (MSC). METHODS: The research method in this study is a mixed method including qualitative and quantitative methods. Qualitative data were collected through interviews with experts and informants and then analyzed by grounded theory. Then, quantitative data were collected from employees and managers and analyzed by Partial Least Square (PLS) analysis. Finally, an interpretation and conclusion were made. In the qualitative section, the research community consists of 15 managers and experts of MSC. In the quantitative section, 300 managers and experts were selected as a sample, and questionnaires were distributed and analyzed. RESULTS: The results of the interview analysis extracted 86 concepts, which were classified into 5 categories including causal conditions, central phenomena, contextual factors, strategies, and consequences. The results of the qualitative section show that causal conditions had a significant effect on the central phenomenon (with a coefficient of 0.89). In addition, the effect of the differentiation of susceptible manpower on contextual factors (with a coefficient of 0.82) was confirmed. Contextual factors have a significant effect on strategies (with a coefficient of 0.93). The results also show that the intervening factors (with a coefficient of 0.74) have a significant effect on the strategies and the talent management process (with a coefficient of 0.92) also has a significant effect on the consequences. CONCLUSIONS: The results provide insights and practical suggestions for managers who decide to design human resource system with a talent management approach. Additionally, the findings of this research help managers to better understand the factors that have an impact on talent management.

MODERN ERA OF HUMAN RESOURCE MANAGEMENT:A STRATEGIC EDGE TO HUMAN TALENT MANAGEMENT

Increasing theoretical and conceptual understanding of human talent management (HTM) is the aim of this research. To clarify the important connections between competency emphasis, talent pooling, talent investment, and talenting orientation and value generation, authors have put out a conceptual framework and a few propositions. A human talent management model has been presented by the authors, which could help academics and practitioners alike better comprehend the talent management orientation. Also, using this approach, practitioners may be able to intelligently match talent strategies with company objectives to produce higher economic value (Shareholders, Employees, Owners, Customers, agents, and other stakeholders).

Госуправление и госслужба 2040: мировые тренды

Determination of the transformational characteristics of public administration and public service, including the competence of a public servant. The research methodology includes the analysis of scientific publications, conference proceedings; reports of foreign expert and research organizations; state development strategies until 2040. Overcoming the institutional framework, introducing innovations and experimentation, increasing the validity of decisions and meeting public needs are identified as the main transformational characteristics of public administration. The leading transformational characteristic of the public service is the transition to a talent management model. The professional “portrait” of a public servant highlights the abilities, skills and personal qualities that are necessary to implement the tasks of public administration in the future. The results can be in demand when developing innovative educational products, determining the prospective development of managerial personnel reserves, and developing strategic documents for the development of the public service.

Designing and Explaining Talent Management Model (Case of study: Automobile industry in Iran)

هدف: با توجه به اهمیت سرمایه­‌های انسانی سازمان و به ویژه استعدادها به عنوان مهم­ترین ابزار کسب مزیت رقابتی، هدف از انجام این پژوهش ارائه مدلی برای مدیریت استعداد در صنعت خودرو است.طراحی/ روش‌شناسی/ رویکرد: این پژوهش، به صورت ترکیبی اکتشافی (کیفی-کمی) انجام شده است. در فاز کیفی، اجزای یک مدل مدیریت استعداد به روش تحلیل تم شناسایی شد. در فاز کمی، اجزاء و روابط مدل استخراج شده از فاز کیفی، با استفاده از مدلسازی معادلات ساختاری، مورد ارزیابی قرار گرفت تا مهم­ترین متغیرهای مرتبط برای یک مدل مدیریت استعداد و ارتباطات آنها، طراحی و تبیین شود.یافته­‌های پژوهش: مدل حاصل از این پژوهش مشتمل بر شناسایی فرایند مدیریت استعداد (تعریف، شناسایی و انتخاب، توسعه، به‌کارگیری، نگهداشت استعدادهای موجود و ایجاد شرایط جذب استعدادهای جدید)، عوامل اثرگذار بر این فرایند در چهار دسته عوامل محیط کلان، عوامل سطح سازمان، عوامل سطح فرد و عوامل مربوط به سیستم مدیریت منابع انسانی و پیامدهای این فرایند در سه دسته فردی، سازمانی و فراسازمانی است.محدودیت‌­ها و پیامدها: با توجه به سازه­‌ها و مضامین شناسایی شده مرتبط با صنعت خودرو، تعمیم نتایج به سایر صنایع محدودیت دارد.پیامدهای عملی: ارائه مدلی برای مدیریت استعداد در صنعت خودور، در سه بخش عوامل اثرگذار، فرایند و نتایج مدیریت استعداد و متغیرهای مرتبط و چگونگی ارتباطات آنها.ابتکار یا ارزش مقاله: این پژوهش جامعه گسترده‌­ای از شرکت­‌های فعال در صنعت خودرو را مورد بررسی قرار داده و خروجی این پژوهش برای سیاست­­‌گذاران و مدیران این صنعت، در زمینه‌­سازی و پیاده‌­سازی مدیریت استعداد قابل اتکا خواهد بود. برخی سازه‌ها و بسیاری از متغیرها و مضامین شناسایی شده و جزئیات ارائه شده در خروجی‌های این تحقیق، متفاوت با مدل‌های موجود و متناسب با صنعت خودرو می‌باشند.نوع مقاله: مقاله پژوهشی

TALENT ACQUISITION DAN TALENT ON BOARDING PADA INDUSTRI PARIWISATA DI BINTAN

This research was made to know and analyze the Talent Management Model, Talent Management Study to Talent Management Mapping from companies in the tourism sector, spesifically resort in Bintan island. The method used in this research is a method of searching data from the internet and available materials. For data analysis, the author will use the components mentioned to analyze how the companies of tourism sector in Bintan island manages its talent from planning, attracting, developing, and retaining to transitioning. Then the author gets the companies using a combination of 2 strategies for the talent management strategy, namely by hiring only top employees and hiring promising specialists and developing them. And finally the use of 9 boxes of talent mapping will be used by the author to analyze talent from the tourism sector in Bintan island. The author suggests that companies need to carry out an evaluation process for each of their employees and also inform HR to train and monitor the performance of managers.

Integrating artificial intelligence into a talent management model to increase the work engagement and performance of enterprises.

The purpose of the paper is to create a multidimensional talent management model with embedded aspects of artificial intelligence in the human resource processes to increase employees' engagement and performance of the enterprise. The research was implemented on a sample of 317 managers/owners in Slovenian enterprises. Multidimensional constructs of the model include several aspects of artificial intelligence implementation in the organization's activities related to human resource management in the field of talent management, especially in the process of acquiring and retaining talented employees, appropriate training and development of employees, organizational culture, leadership, and reducing the workload of employees, employee engagement and performance of the enterprise. The results show that AI supported acquiring and retaining a talented employees, AI supported appropriate training and development of employees, appropriate teams, AI supported organizational culture, AI supported leadership, reducing the workload of employees with AI have a positive effect on performance of the enterprise and employee engagement. The results will help managers or owners create a successful work environment by implementing artificial intelligence in the enterprise, leading to increased employee engagement and performance of the enterprise. Namely, our results contribute to the efficient implementation of artificial intelligence into an enterprise and give owners or top managers a broad insight into the various aspects that must be taken into account in business management in order to increase employee engagement and enterprise's competitive advantage.

Implementation of talent management model on Central and East Java province government

Implementation of talent management model on Central and East Java province government

Model of talent management for registered nurses in Malawian public hospitals

Orientation: There exists a lack of research on a model illustrating the relationship between talent management and job satisfaction, innovative work behaviour, work engagement and career orientation, and it explains the significance of the present study. Research purpose: This research aims to investigate the relationship between talent management and job satisfaction, innovative work behaviour, work engagement and career orientation amongst registered nurses in public hospitals of Malawi. Motivation of the study: The development of a structured model will contribute to new knowledge in human resources management because no relationship of this kind exists. The model illustrates the interactive relationship between talent management, job satisfaction, innovative work behaviour, work engagement and career orientation. Research approach/design and method: A quantitative research (cross-sectional) was conducted in public hospitals of Malawi by administering the adapted Human Capital Index Questionnaire, Minnesota Job Satisfaction Questionnaire (MSQ), the Innovative Work Behaviour Scale (IBS), the Utrecht Work Engagement Scale (UWES) and the Career Orientation Inventory (COI). The Spearman’s rank correlation ( r ) was used to determine the connection between the study variables. Main findings: The results demonstrated a strong positive relationship between talent management and job satisfaction ( r = 0.501, p < 0.001) but a weaker relationship with innovative behaviour ( r = 0.408, p < 0.001), dimensions of work engagement (vigour, dedication and absorption) and career orientation ( r = 0.488, p < 0.001). Furthermore, the results showed that job satisfaction was strongly positively associated with innovative behaviour ( r = 0.567, p < 0.001), career orientation ( r = 0.599, p < 0.001) and work engagement. There was a constructive relationship between innovative work behaviour, work engagement ( r = 0.631, p < 0.001) and career orientation ( r = 0.633, p < 0.001). Career orientation was strongly associated with work engagement ( r = 0.696, p < 0.001). Practical/managerial implications: Talent management impacts skill demands placed on the workforce for the kind of hired staff and how they are trained, assessed and rewarded. It also stimulates employees’ job satisfaction, innovative work behaviour, work engagement and career orientation. This study highlights the need for hospital management to give proper attention to the effective implementation of talent management practices and strives to resolve the challenges of implementing those practices. Contribution/value-add: This study offers the opportunity for health sector leaders to reflect on how they manage talent in hospitals, giving them the best practices of implementing talent management practices. Furthermore, there exists a lack of research illustrating the relationship between talent management and job satisfaction, innovative work behaviour, work engagement and career orientation. This explains the significance of this study.

Management of human talent for the administrative performance of the national university in Lambayeque

The reason for this research was to develop a human talent management model in order to improve the administrative performance of the National University in Lambayeque. The study was carried out through a quantitative orientation of a cross-sectional non-experimental propositive design, with a sample made up of 67 people. The information obtained was collected through the survey technique, using the questionnaire as an instrument. The results found show that 46.3% of the administrative servers in this educational institution have poor job performance, due to the lack of a human talent management system. It is concluded that in order to increase the job level with respect to the performance of the administrative officials, it is essential to have a capacity-building plan that promotes the development of skills of public servants.

Designing and explaining the current situation of the talent management model of the employees of the Social Security Organization

Designing and explaining the current situation of the talent management model of the employees of the Social Security Organization

Talent Management in Hungary. An Empirical Study and Suggestion for a Process-Based Approach

This research aimed to examine the status quo of talent management (TM) in Hungary through an online questionnaire. According to responding companies (n=75), talented employees are interpreted fully/partially by some competencies. The need for talent segmentation seemed to be significant – mainly concentrating on employees with critical skills, graduate/ Gen Z talents, high potentials, managerial talents, and trainee talents. Related to the TM, the respondents’ approaches varied, but four processes typically appeared as components of TM practices – attraction, selection, development, and retention. All of them turned out to be very important, but the respondents experienced difficulties related to each process. Based on the findings, the implementation of a process-based TM model has been proposed. The model suggests interpreting so-called talent potentials, who participate in the entire TM process, along with Spencer and Spencer’s (1993) competency clusters, through which they become the members of particular talent segments.

ELEMENTS OF TALENT MANAGEMENT IN THE INSURANCE SECTOR

Purpose: The insurance industry is one of the industries that have experienced digital transformations, the emergence of insurtech startups, and an aging workforce and the recent Covid-19 pandemic which has forced employers to rethink their talent-management strategies. Companies have also realized that talent management is a critical element of competitive advantage and a motivating force for business success. The goal of this study is to identify and analyze the elements of talent management in the insurance sector. The purpose of this work is to enable the readers understand the elements that make up and contribute to talent management and their impact on the organization’s performance.
 Methodology: A desktop literature review was used for this purpose. Relevant journal articles for the study were identified using Google Scholar. The inclusion criteria entailed papers that were not over five years old.
 Findings: It was found that there is a positive and significant influence of talent management on the organizational performance and a competitive advantage. It is therefore necessary that HR managers in insurance firms should initiate the use of the concept of talent management in their business strategies so as to achieve the set organizational goals. It was also found that the researchers advocated organizations to implement talent attraction, talent identification and talent retention in order to develop and manage talent.
 Unique contribution to theory, practice and policy: It is therefore recommended that HR managers in insurance firms should implement talent management strategies or a good talent management model that fits the demands and needs of the organization. In addition, they should provide a conducive environment to nurture, develop, retain and manage top talented staff.

Conceptual model of entrepreneurial talent management in organizations using structural equation approach

BACKGROUND AND OBJECTIVESTalent management is an emerging research field in human resource management which is vital for the survival and competitive advantage of the organization. Albeit many studies have been done on the component of talent management, yet so far the entrepreneurship segment has not been much considered in this field, and surprisingly an extensive model of entrepreneurial talent management in the organization has not been presented. Therefore, the purpose of this study is to present a conceptual model of entrepreneurial talent management in organizations.METHODThe present study is conducted with a mixed and exploratory approach in order to present a management model of entrepreneurial talent in 22 Districts of the Municipality of Tehran municipality in Iran. In the qualitative section, while reviewing the literature and research background, semi-structured in-depth interviews were conducted with 45 experts from Municipality of Tehran and university professors. In the quantitative part, the statistical population consisted of 450 managers and experts who have been working in the Municipality of Tehran from the beginning of 2019 to the end of 2020. The sample size was estimated to be 212 people according to the sampling of classified clusters through Cochran's formula, and the researcher-made questionnaire consisting of 56 items was distributed among the statistical sample according to the qualitative part. Using Amus 22 structural equation software, the data were statistically analyzed in a quantitative section to analyze the path and test the hypotheses. RESULTSIn the qualitative part, by performing the process of coding and approval of experts by fuzzy Delphi method in two stages and expert response analysis to 11 components of perceptual skills, decision making, social intelligence, change leadership, consequentialism (performance management), people management, sustainability and accountability, adherence to ethical principles, complexity, recognition and focus and 57 indicators appropriate to these components were confirmed as influential factors in the model. In the quantitative part, the approved indicators were placed in the form of a questionnaire. Analysis of the questionnaire revealed that the complexity component, people management and decision-making with 0.64, 0.63 and 0.61 had the highest factor load and the sustainability and accountability component with 0.5 had the lowest impact on the model, respectively.CONCLUSIONThe results of this paper show that this model depends on various variables and can be considered and used in technology-based programs in talent assessment centers. The results also showed that municipal managers must create a creative environment for employees to express their ideas and participate in decision-making, and this leads to improving and changing the attitude and behavior of employees.

ROLE OF ORGANIZATION CULTURE ON ORGANIZATIONAL AGILITY FOR DIGITAL TRANSFORMATION IN XYZ GOVERNMENT ORGANIZATION

The current situation of VUCA, where changes are more directed at customer needs, speed, accuracy, and sustainability. The presence of technology and the almost simultaneous COVID-19 pandemic requires organizations to have agility in the digital transformation process. This change in situation was also brought about by the XYZ organization, an organization engaged in digital security management. The purpose of this research is to be able to create the right model for talent management within the organization in order to encourage organizations to be more agile and able to go through digital transformation well through organizational culture and knowledge sharing. This research was conducted using quantitative methods. Data were obtained through filling out online questionnaires to 259 members of the XYZ organization. The results showed that there was a significant and positive influence of organizational culture on organizational agility. In addition, knowledge sharing has a significant and positive effect on organizational culture. Meanwhile, the perception of organizational support has a significant and positive effect on both knowledge sharing and organizational culture. This research shows that it is important for organizations to build a good organizational culture in supporting each other to become an agile organization in changing situations like today.

Examining the relationship between talent management and employee job‐related outcomes: The case of the Indian manufacturing industry

AbstractThis study examined the relationship between talent management (TM) and employee job‐related outcomes in the Indian manufacturing setting. TM practices included talent acquisition, talent development, talent engagement, and talent retention. Employee job‐related outcomes of this study included intent to stay, job engagement, affective commitment, job satisfaction, and employee competency. This study used the social exchange theory and a resource‐based view as the theoretical underpinnings for the proposed TM model. The role of organizational culture as a moderator was also examined in the study. The sample of the study consisted of 992 full‐time employees working in one of the largest textiles and paper manufacturing organizations of India with facilities located in two Indian states. Data were collected online through a questionnaire composed of several existing survey instruments. The response rate for the survey was high (62.98%). The primary method of data analysis was structural equation modeling. The overall relationship between TM and employee job‐related outcome was found to be significant and positive. The findings showed that organizational culture is significantly related to TM and employee job‐related outcomes. In addition, organizational culture does moderate the relationship between TM and employee job‐related outcomes.

Talent management in the conditions of public service (on the example of Kazakhstan and Russia)

The process of improving the quality of public services directly depends on the professionalism of the public service personnel. In this regard, it is necessary to constantly engage in their professional training and increase the level of development of their professional competencies, to strive for the formation of maximum productivity and efficiency of their activities. All these issues are components of direction that has become popular recently – talent management, designed to use effectively the qualities of employees, which will allow them to make a significant contribution to the development of the organization. The article considers examples of the application of the talent management system both from the point of view of the direction of the development of the organization’s human capital, and from the point of view of designing competencies, improving the efficiency of activities, as well as a method of forming a personnel reserve. The article presents the experience of applying the talent management system in Russian science, analyzes the state and options for using various models of talent management by scientists and practitioners of Kazakhstan. The authors describe their own experience of participation in various research projects aimed at finding, developing and supporting talents in the conditions of public service. The article gives an example of such a project for the selection of talented young people (graduate students), who want in the future to enter the public service in the Republic of Kazakhstan and Russia. Finally, the authors draw conclusions about the impact of trends in the modernization of the public service in Kazakhstan and Russia on the development of the model of talent selection and management in this system of professional activity.

Simulation Analysis of Collaborative Efficiency Improvement of Innovative Talents Management in Colleges and Universities Based on BP Neural Network

Objectives: In recent years, it is more and more difficult to manage innovative talents. In order to improve the collaborative efficiency of innovative talents management, this paper presents a simulation analysis of collaborative efficiency of innovative talents management in Colleges and Universities Based on BP neural network algorithm. Methods: Data simulation technology is used to establish talent management model. This model puts forward the optimization scheme from the algorithm flow, and improves the synergy of talent management by using data transformation technology. This model is analyzed from two aspects of universities and talents. BP neural network algorithm is added to the calculation of management efficiency to realize the sequence optimization of data. Results: In order to test the authenticity and efficiency of the algorithm in the talent management model, a comparative experiment is set up to analyze the results. The test results show that the accuracy of the optimized data analysis model is generally above 95%, while the accuracy of the traditional algorithm is generally below 80%, the collaborative efficiency calculation time of talent management model is the shortest, averaging only about 15 seconds; the traditional model calculation time is very unstable, from short 12 seconds to long 45 seconds, the calculation span is very large, and the accuracy rate is low. Conclusion: The research shows that BP neural network algorithm can improve the synergy of management and optimize the management mode of innovative talents, which is worthy of further promotion.

Employer Branding as a Talent Management Tool: A Systematic Literature Revision

The aim of this paper is to present a systematic literature revision (SLR) that shows the relationship between the concept of employer branding (EB) and talent management (TM). Based on the EB model proposed by Backhaus and Tikoo in 2004, and the macro-contingent model for talent management introduced in 2019 by King and Vaiman, we intend both to analyse the theory correlating the EB concept and TM, and to identify TM dimensions that are reflected on the EB concept. A systematic literature revision was carried out using the Preferred Reporting Items for Systematic Reviews (PRISMA) protocol in order to identify and sum up the most relevant studies of the last 10 years concerning these topics. Findings show that scientific literature on the subject grew considerably in the last four years, reflecting the rising concern over the creation of an employer brand at the organisational level. EB explores talent attraction and retention particularly, though, unexpectedly, is also becoming a concept explored by nations to attract a qualified workforce. Analysing selected articles, we may conclude that EB is clearly considered as a tool within the largest process of talent management.

Inclusive leadership and team creativity: a moderated mediation model of Chinese talent management

In this study, we examine the impact of inclusive leadership—being open, available, and accessible—on team creativity. Based on componential theory of creativity, we propose a moderated mediation model in which (a) inclusive leadership promotes team creativity, (b) team empowerment mediates the positive relationship between inclusive leadership and team creativity, and (c) HRM system strength enhances the effect of team empowerment. Our hypotheses are supported by analysis of multiple-source data from 91 team leaders and 308 individual members in China. We discuss implications for leadership and talent management.

Управление талантами: задачи и вызовы «цифрового» завтра

The article is devoted to the analysis of the impact of products of technological development and digitalization on corporate human resources policies. The transition of organizations from the interpretation of personnel as a labor resource to their perception as a "talent" is postulated as a bright trend. It is indicated that this process will be especially pronounced in high-tech companies and enterprises that work closely with the sphere of "high technologies". A number of features of «generation Z» personnel are specified, which form the requirement for the development and implementation of a specific corporate model of talent management adapted to them. The analysis of the impact of information technology, the capabilities of artificial intelligence and predictive analytics on the policy in the field of "talent management" is given. The author's vision of the main blocks of competencies required for talent management professionals in the coming years, involved in attracting, motivation and retaining talent in companies of the digital future, is presented.