Organizational Talent Research Articles

Application of AI in Talent Management A Systematic Review of Benefits, Challenges, and Prospects

This systematic literature review explores the current state, advantages, disadvantages, and potential future of using artificial intelligence in talent management. A total of 29 articles published in 2015- 2024 suggest that 33% of the organizations have implemented AI/ML tools, and only 16% are optimally using HR technologies for organizational results. The review identifies four key domains of AI implementation: recruitment and selection, performance analysis, development and training of employees, and strategic implementation. Benefits include increased operational effectiveness, improved decision-making, organizational talent management, and workforce planning processes. That said, technical difficulties, ethical issues on the use of artificial intelligence, privacy, and some organizational individuals' reluctance towards using artificial intelligence remain major hurdles. The results show an increase in the number of publications in recent years, focusing on 2023 and occupying the majority share of journals (83%). More future directions focus on developing a strong theoretical foundation, implementation proposals, and improved ethical standards. These observations indicate that AI holds the potential to revolutionize TM practices but also that organizations need to be cautious of the challenges pertaining to technology integration keeping in view the ethical and human aspects of organizational functioning to effectuate successful implementation.

Похід Максима Кривоноса у Поділля й Південно-Східну Волинь та його воєнно-політичні наслідки (червень-липень 1648 року).

The purpose of the article is to find out the biography of Maksym Kryvonis at the beginning of the Cossack uprising of 1648, the campaign on the territory of Podillia and South-Eastern Volyn, its course, military actions, the political self-awareness of the participants of the expedition and its consequences for the development of the Ukrainian National Revolution in the summer of 1648. The methodological foundation is based on the concepts of the "Annals" and "New Social History" schools, as well as the principles of historicism, objectivity, reliance on historical sources, systematicity, and comprehensiveness. The main research methods were narrative, reconstructive, chronological, comparative, historical-genetic, and synchronous. The scientific novelty lies in an attempt for the first time in historiography to reconstruct a complete picture of the liberation campaign of M. Kryvonis in Podillia and South-Eastern Volyn, the program requirements of its participants, and the military-political consequences for the development of the revolutionary struggle in the summer of 1648. Conclusions. The study of the discovered complex of sources and scientific literature gives reason to see M. Kryvonis as an outstanding leader of the national liberation, religious and social struggle of the population of Right-bank Ukraine, which began to transform into the National Revolution. The campaign began at the end of the first decade of June with his capture of Pogrebyshchi and ended at the end of July with B. Khmelnytsky’s recall to his camp. It went through two stages in its development: the 1st (approx. June 7-8 - early July) was marked by successful military actions with Polish hostages in the cities of Bratslav Region and the liberation of its territory from Polish rule; The 2nd (beginning of July - end of July) was mainly characterized by the struggle with magnate and government units, which ended with the successful battle of Starokostiantyniv on July 26-28, the retreat of the troops of Prince I. Vyshnevetskyi and the liberation of the territories of Southwestern Zhytomyr region and Southeastern Volyn. Thanks to his military and organizational talents, M. Kryvonis managed to transform the 400-th Cherkasy regiment at the beginning of the campaign into a 28-30-thousand-strong army at the time of its completion. Fully sharing the revolutionary sentiments of the Cossack commoners, who sought liberation from national-religious oppression and social subjugation, to achieve personal freedom, land ownership, and independence of Russia ("on the Vistula") from the Polish Crown, he became the informal leader of a radical group of elders, which transformed into the Ukrainian political proto-elite.

Talent identification: line managers’ perceptions of their own requirements as talent spotters

Identification is a key step in the organizational talent management process. Even though evaluating potential through an objective approach, integrating multiple methods, is recommended, many organizations rely upon line manager nominations as their main sources of identification. Given their central role, this study analyses the line managers’ attributes required to carry out an effective talent identification process. This qualitative study was drawn upon social cognition (social psychology framework) and talent identification literature with a sample of 20 managers, belonging to a multinational of Argentine origin, who described their experiences and requirements as talent spotters through semi-structured interviews. Results suggest that observation skills, listening and communication skills, cognitive skills, intuition, empathy, identification as part of the managerial role, low aversion to risk, vocation, predisposition to learn, resilience, and commitment are important attributes in the identification process. The present study provides a map of the talent spotter´s attributes that are necessary to assess employees´ potential.

Managing talent and branding in learning organization

PurposeThe success of the organization depends on its sustainability and growth in the competitive market. Retention and attraction of talent in the organization are strongly associated with organizational performance. Employer branding is an outcome activity that helps organizations show their strength to attract and retain talent. Talent management practices are mostly essential in the current context for retaining talent. This study aims to explore and identify the contributing factors in efficient talent management and to examine whether the factors contributing to employer branding differ concerning different demographic profiles of the employees for information technology organizations.Design/methodology/approachData were collected from 617 adult participants using an 85-item questionnaire on talent management comprising 25 domains, developed for the present study.FindingsPrincipal component analysis of the data indicated that 20 different factors make an impact in developing strong talent management practices. Three broad areas were identified, namely, personal benefits and growth, transparent organizational culture and social commitment of the organizations.Research limitations/implicationsPresent research has not taken care of few other factors associated with the organization where employees’ retention gets adversely effected such as evaluation of performance and compensation management, training and development, etc. So, future research can be conducted these areas. These aspects are also required to be incorporated in future research.Practical implicationsSeveral implications of the present research can be presented in the following areas. It is found in the present research that the effectiveness of the talent management system mostly depends on personal benefits and growth, organizational culture and climate and the organizational out. Apart from the academic implications of the present research, practical implications of the present study cannot be ignored. The components and elements of the talent management in the perspectives employer branding can also appropriately applied by the organizations.Originality/valueThe contribution of the study lies in exploring and identifying three important aspects of the organization in talent management. Findings will have implications for different organizations in understanding, developing and implementing policies related to employer branding and talent management.

Meaning in motion: Evolving images of talent in organisations in a disruptive world

Orientation: The coronavirus disease 2019 (COVID-19) pandemic, concurrent with Fourth Industrial Revolution (4IR), introduces a new work environment and vocabulary that challenges traditional talent management (TM) thought processes, taxonomies, and practices. As a result, we must reconstruct the meanings of workplace talent and TM to ensure business continuity in a disrupted workplace.Research purpose: The main objective of this research was to investigate the current thought processes and meanings associated with the concepts of talent and TM as catalysts for enhancing meaningful work experiences in a volatile workplace.Motivation for the study: Research exploring the meaning of talent and TM as a two-way approach in the new world of work is yet forthcoming.Research approach/design and method: A literature review was conducted to synthesise a shared comprehension of the meaning of talent and TM in the new work environment and their practical applications.Main findings: The findings reveal that the current definitions of talent and TM are ambiguous and contradictory. Consequently, there are numerous dichotomies regarding the most practical method of implementing TM during a crisis. From a multi-value perspective, talent provides valuable insights into how talent and TM practices can be optimised in a world of work characterised by disruption.Practical/managerial implications: Leaders and talent practitioners must reimagine and transform TM practices for sustainable and meaningful individual and organisational impact.Contribution/value-add: This paper provides novel and unique insights into how talent can best be optimised in the new world of work.

기업의 인재 우대정책이 직무만족에 미치는 영향

This study verified the effect of corporate talent preferential policies on the job satisfaction of members and the mediating effect of organizational trust in the relationship between the two variables. In addition, the moderating effect of official education and training was identified in the relationship between organizational trust and job satisfaction. The results of the study of 8,506 workers in the manufacturing, financial, and non-financial industries of panel data of human resource companies by the Korea Vocational Competency Development Institute are as follows. First, the company's talent preferential policy had a positive effect on the job satisfaction of its members. Second, organizational trust played a partial mediating role in the relationship between talent preferential policy and job satisfaction. In other words, the talent preferential policy directly affected job satisfaction, but indirectly through organizational trust. Finally, the moderating effect of official education and training was identified in the relationship between organizational trust and job satisfaction. In other words, the positive relationship between organizational trust and job satisfaction was generally higher in the group with high official education and training than in the group that did not. The academic implication of this study is that the organization's talent preference policy identified the mediating effect of organizational trust and the moderating effect of official education and training in the mechanism process that affects members' job satisfaction. In addition, as a practical implication, the talent preferential policy positively affects job satisfaction by increasing members' trust in the organization, while the positive interaction between organizational trust and official education and training is an important factor to help members achieve work motivation and organizational success.

V.N. Bavarin's Contribution to the Development of the Barnaul Urban District and His Role in Improving Urban Self-Government

The article is devoted to one of the brightest leaders of the city of Barnaul — Vladimir Nikolaevich Bavarin (1939-2003), who made a huge contribution to the development of the city and Barnaul city government. According to many experts, government officials and ordinary citizens, Barnaul was lucky that in the difficult period for the whole country in the 90s and early 2000s, V.N. was at the head of the city management team. Bavarin was a professional, demanding and energetic leader. And his authority, organizational talent, charisma, philanthropy and spiritual qualities contributed to the success of all his activities and relationships both in the team he led, and in effective interaction with representatives of the local community and ordinary citizens. Many events in the socio-economic and political life of Barnaul and the Altai Territory are connected with V.N. Bavarin , and this period is called a whole historical era by many experts. Therefore, analyzing his activities as the head of local self-government, highlighting his role in addressing the development of Barnaul, the authors paid special attention to the image component of this activity, which, in their opinion, significantly affects the positioning of the city and its leadership both in the region and beyond.

Talent Management Development on Government Institutions Regional Civil Service Agency Semarang

The organization's talent needs for the next five years are a translation of the strategy, and a reflection of the organization's vision and mission, taking into account internal demands as well as external demands. Quality aspects included in determining talent needs include knowledge and skills obtained from experience, competence, and personality in terms of organizational culture, it is clearly stated that institutional capacity development has indicators in institutionalizing a productive and positive organizational work culture based on the noble values of the nation's culture. According to the results of research at the Regional Civil Service Agency, Semarang Regency has implemented a value system that is the basis of ethics at work. It can be in the form of politeness, hospitality, communication that shows a noble value of the nation. Thus, from participatory and democratic comes the existence of work motivation that is always growing. By strengthening the value of employee discipline, the development of institutional capacity at the Semarang Regency Regional Civil Service Agency is maximized, this is strengthened by the enactment of PP No. 53 of 2010 concerning Employee Discipline, so that supervision is stricter and punishment is more firm and severe. In the institutional capacity building program at the Regional Civil Service Agency of Semarang Regency, a budget allocation is needed to support the implementation of all organizational activities. In accordance with World Bank theory which emphasizes the attention of talent management to the focus of the organizational environment which leads to financial and budgetary support in realizing all activities and needs of the organization. This type of research is Descriptive research. The approach used is a qualitative approach and a conceptual approach. The data source used is secondary data. Data analysis was carried out in a qualitative descriptive manner. Drawing conclusions is carried out by the deductive method, which is to draw conclusions from general to specific, especially those related to the research topic, namely the development of management talent towards government institutions. Capacity building takes a long time and requires long-term commitment and all parties involved. In the development of talent management of an organization both public and private sectors, Collective Commitments are the basic capital that must be continuously developed and maintained properly. This talent management commitment is not only for power holders, but covers all components in the organization. The influence of mutual commitment is very large, because this factor is the basis of the entire design of activities and goals to be achieved together. It is expected to strengthen and strengthen the budget allocation method in accordance with the vision, mission and objectives of governance as well as the development of regional revenue sources.

INNOVATION AND ITS INFLUENCE ON HUMAN TALENT AND ORGANIZATIONAL PERFORMANCE

This paper is a literature review on innovation and its influence on the performance of human talent in organizations. The proposed methodology is developed from the search in the Scopus database, between 2016-2022, inclusion and exclusion criteria were applied in the search. The proposed objectives were to determine the number of documents developed in the indicated timeline, in the same way in which area or sector, as well as the countries and journals in which these documents are located. The results show that the development of documents on innovation and human talent for a better organizational performance has a significant growth, and China and the United Kingdom are identified as the countries from which most of the published articles originate.

Talent Management in Human Resource Management to Improve Organizational Performance

Adaptation companies to pass talent management need at global era in view of information current and fast change and then continuous.Human resources with new talent for organization is need to achieve organization success/performance. Organization must time increase and energy to repair performance from new talent. Talent will compete do the best for organization when organization will appreciate the job. The findings from this study are talent management practices with a strong focus on business strategy and its alignment with overall business goals. These practices have statistically highly significant impact on corporate profits; one that is greater than that of any other focus of talent management practices. This research paper suggested that the management and individuals need to establish metrics and communicate the impact of the organization’s talent management efforts

ФОРМИРОВАНИЕ РУКОВОДЯЩИХ КАДРОВ ЖИЛИЩНО-АРЕНДНЫХ КООПЕРАТИВОВ СССР В 1920-1930-Е ГГ

The article is devoted to the process of formation of management of Soviet housing and tenant cooperative societies in 1920-1930s. Since consideration of this problem from the standpoint of social history cannot fully illuminate the root causes of the emergence of a particular layer of housing managers, the author attempts a methodological synthesis based on economic history. The transfer of part of municipalized housing to rental housing in 1924 was due to the state’s lack of resources to maintain housing in proper condition. Under these circumstances the new economic managers were faced with the task of finding resources to repair the houses. Th e complexity of the task demanded great organizational talent from the managers and chairmen of the boards in the economic realities of the 1920s and 1930s. Difficulties in managing housing caused both by the housing crisis and by the subjective characteristics of the new managers, who sought to ensure their own comfortable existence, provoked discontent with the housing and tenant cooperatives and their economic managers. The campaigns for purging cooperatives of “non-proletarian elements” failed to improve the material and economic condition of the cooperatives, so one of the factors that led to the liquidation of the housing and tenant cooperatives in 1937, should be considered the desire to prevent the strengthening of the quasi-bourgeois relations in the housing sphere.

Pitfalls and Tensions in Digitalizing Talent Acquisition: An Analysis of HRM Professionals’ Considerations Related to Digital Ethics

Abstract The practices of organizational talent acquisition are rapidly transforming as a result of the proliferation of information systems that support decision-making, ranging from applicant tracking systems to recruitment chatbots. As part of human resource management (HRM), talent acquisition covers recruitment and team-assembly activities and is allegedly in dire need for digital aid. We analyze the pitfalls and tensions of digitalization in this area through a lens that builds on the interdisciplinary literature related to digital ethics. Using three relevant landmark papers, we analyzed qualitative data from 47 interviews of HRM professionals in Finland, including team-assembly facilitators and recruitment experts. The analysis highlights 14 potential tensions and pitfalls, such as the tension between requesting detailed data versus respecting privacy and the pitfall of unequal treatment across application channels. We identify that the values of autonomy, fairness and utility are often especially at risk of being compromised. We discuss the tendency of the binary considerations related to human and automated decision making, and the reasons for the incompatibility between current digital systems and organizations’ needs for talent acquisition.

A systematic literature review of data literacy education

Given the lack of data-literate talent in business organizations, there is a need to develop more effective data literacy education at university level. With the aim of informing improvement, a systematic, quantitative literature review of data literacy education was undertaken. The review of 71 articles revealed that data literacy education predominantly relies on existing learning theories and teaching strategies, lacks empirical studies, and lacks agreement about what competencies constitute data literacy. These findings highlight the need for empirical research to establish what needs to be taught and how it can be best taught.

Susa Young Gates: Daughter of Mormonism

Susa Young Gates: Daughter of Mormonism

Błogosławiony Jozafat Kocyłowski – przemyski biskup greckokatolicki

Blessed Jozafat Kocyłowski – the Greek Catholic bishop from Przemyśl The author remembers the figure of Jozafat Kocyłowski – one of the most distinctive Przemyśl bishops of the Greek Catholic rite, and the leader of the Ukrainians from Przemyśl in the first half of the 20th century. His attitude was perceived as controversial both among the Poles (November 1918, the Second World War) and Ukrainians (the conflict about celibacy of 1925-1926); still, he is regarded to be one of the most outstanding figures of his time, owing to his organizational talent and moral and social stance. As a victim of Stalin repressions and a martyr of universal church, in 2001 he was announced Blessed by Pope John Paul II.

Promises in action: The role of employer brand, employee value proposition and employee experience in delivering on psychological contract expectations

The shifting world of work and the resultant impact on organizations has fundamentally changed the relationship between employees and employers. With the reality of changing workforce demographics, gig-workers, nomad work and evolving talent marketplaces placing organizational talent supply processes under pressure, there is a need to evaluate the effectiveness of people management practices to access talent pools. In particular, the impact of employer branding, the employee value proposition, and the employee experience on attracting and retaining talent has to be re-evaluated in light of shifting expectations. We propose that traditional human resource (HR) practices, which have predominantly been focused on procedural elements of the employee lifecycle, have to evolve to intentionally create more human-centric working environments. This implies incorporating principles from design thinking and servicebased design, which positions the human being as the focal point. A shift towards a more human-centric perspective should not be disconnected from the contextual realities of the organization and its objectives while also taking the dynamic nature of the evolving psychological contract into account. The purpose of this article can be described as follows. First, we aim to discuss the psychological contract as the focal point for aligning employer brand, employee value propositions and employee experience. Second, we propose an employee-centric design methodology for human resource practices and third, we illustrate the use and application of this method by applying it to the off-boarding process in a global organization.

Shigeru Akita and the Study of British Imperial History in Japan

Abstract Shigeru Akita’s research into global history is solidly based on his study of British imperial history. Starting his career as an imperial historian by probing the role of the Indian army in Britain’s empire, he incorporated such concepts as gentlemanly capitalism, intra-Asian trade, and structural power into his historical analysis of British rule in Asia, an analysis that provided the framework for his picture of global history. Recently he has been studying the process of industrialization in Asian countries within the historical context of the Cold War and decolonization, focusing on the role of development aid. His organizational talent has been amply displayed by his presidency of the Asian Association of World Historians, by his instrumental role in organizing the early activities of the Study Group of British Imperial and Commonwealth History, and by his successful efforts to make Osaka University a leading research center of global history.

The Importance of the Position of an Exhibition Organizer at the Association of Artists-Peredvizhniki (on the Example of A.D. Chirkin's Activities in 1872-1881)

The article is devoted to the consideration of organizational issues related to the implementation of the mobile form of exhibition activity of the Society for Travelling Art Exhibitions in the first decade of its existence. The special role of the Commissioner for the organization of exhibitions or the organizer of exhibitions in the coordination of these issues is noted. The experience of organizing the First Traveling Exhibition in 1871-1872 showed the need to attract to the Society a person who understands art and is ready to assume the responsibilities associated with exhibiting in the province for a nominal fee. The article presents a description of the main tasks that fell within the scope of activity of the first manager Alexander Dmitrievich Chirkin. The tasks went far beyond the mere support of exhibitions and expanded over time. A.D. Chirkin was an intermediary between the artists of the Society and the public, the success of the Peredvizhniki (The Wanderers) directly depended on his organizational talent and boundless love for art. The conclusion is made that the significance of the personality of the steward in the business of the Society is not appreciated, since it was with the accompanying person in power and the public in the province that the Peredvizhniki were associated.

Talent Retention: Analysis of the Antecedents of Talented Employees’ Intention to Stay in the Organizations

Given the today’s hypercompetitive labour market and the lack of human capital and talents, which is exacerbated by the COVID-19 pandemic, retaining talented employees is a big challenge for organizations. Human resources managers generally know that recruitment of talented and high performing employees is crucial for survival and sustainable competitiveness. There is a lot of academic research and discussions on which factors are the most effective in talent retention. The aim of this study was to analyse the antecedents of talented employees’ intention to stay with the organizations with an accent on selected demographic characteristics. The research sample consisted of 391 respondents - employees who have been identified as organizational talents (possibly included in the talent pool, if such exists in the organization). Data was collected using a questionnaire which, in addition to demographic characteristics, contained statements focusing on individual aspects of remaining in the organization. One of the aims of the study is to find out the deeper connections between the examined variables - to find out how and why the variables are correlated with each other through factor analysis. In order to determine the significance of the factors, inference statistics methods such as the Bartlett’s Test of Sphericity, the Kaiser-Meyer-Olkin test and the principal component analysis (PCA) were used. The influence of significant independent variables (demographic factors - gender, age, education, position held and length of employment in the organization) on the value of extracted factors was examined by means of ANOVA (Analysis of Variance).

Investigating the relationship between knowledge absorptive capacity and talent management with organizational performance

Background: The capacity to absorb knowledge and manage organizational talent and performance is important to the survival of organizations. The aim of this study was to investigate the relationship between knowledge absorptive capacity and talent management with the performance of the organization. Methods: This applied research used the causal design. The statistical population and sample size were 500 and 217 nurses, respectively. Three standard questionnaires were used to collect data. The knowledge absorption capacity questionnaire had Cronbach's alpha 0.705 and included 19 items. Moreover, the organizational innovation variable of the Atlay and Akif questionnaire with Cronbach's alpha 0.795 and 18 items, Hersi and Goldsmith with Cronbach's alpha of 0.762 with 42 items, and Phillips and Rapper with 28 items were used for the talent management component. Data were imported to SPSS20 and analyzed using PLS Descriptive and inferential statistics. Results: The mean age of participants was 24.3±4.5.3 years, 52.54% of nurses were male and 42.46% were female. Also, 61.75% of nurses had a bachelor's degree and 38.15% had an MSc degree. Mean±SD of knowledge acquisition capacity was 17.56±4.63, that of talent management was 17397±4.87, that of organizational innovation was 18.22±4.65. and that of organizational performance was 18.39±4.95. Knowledge acquisition capacity, and talent management had a significant relationship with innovation and organizational performance (1.96<2.57, 3.8, 5.41 and 2.63), and organizational innovation was also correlated with organizational performance (1.96<2.94). According to the results of the Sobel test, the capacity to absorb knowledge and talent management was related to organizational performance with the mediating role of organizational innovation (1.96<2.45 and 3.21). Conclusion: Given the relationship between knowledge absorptive capacity and talent management with organizational performance, managers should be able to effectively improve the capacity to absorb knowledge and spread it throughout the organization.