Source Of Talent Research Articles

Re-Expatriation Inclinations of Professional Women Returnees in Asia's Rapidly Developing Economies

Highly-skilled expatriation increasingly involves women that are an important source of talent in relatively under-developed, emerging countries that desire to grow quickly by economic transformation. Many of these are returnees with high-quality education and/or work experience in more developed economies but some of them may consider re-expatriating. We combine Tharenou’s (2010) stages of the mobility cycle with Identity theory to understand the re-expatriation inclinations among 248 professional Vietnamese women. We find that career identity, family identity and social identity have a significant influence on returnees’ inclination to re-expatriate. We also find that attitude towards re-expatriation fully mediates the influence of family identity and career identity on re-expatriation inclinations. The research furthers our understanding by delineating the extent to which identity-related factors contribute to professional women returnees’ inclinations to re-expatriate. By also being in line with the Academy of Management’s 2020 conference theme of 2020 theme by break down dichotomies and broadening the way migration and expatriation is seen, we suggest government and organizational policies for retaining this important talent by better supporting them in their community and workplace.

Contract Human Capital HR Architecture: A Framework for Managing Talent in the Gig Economy

We are witnessing a structural transformation of the 21st century economy due to disruptive technologies, global competition, changing demographics, and political uncertainties. As a result, organizations are fundamentally changing how they engage and hire multiple sources of talent. Today, an increasing amount of work is performed on a project basis whereby organizations hire workers temporarily or use a multitude of electronic platforms that link contact workers with organizational needs. As organizations increase their use of contract labor, an entire new labor force is emerging in what is now called the gig economy. Contract human capital are quickly becoming a powerful force in the economy contributing to the success of many organizations, so it is vital for researchers to enhance their understanding of how organizations engage and manage this component of their workforce. The goal of this study is to propose a framework that describes how organizations employ contract workers in terms referred to as contract human capital engagement modes, along with supporting HR configurations that can positively affect the performance of contract workers. A model is proposed that describes the strategic determinants of contract human capital engagement modes, and consists of two dimensions based on the levels of interdependency and criticality of the contract work, which provides a useful two-by-two matrix of four engagement modes called: project-based, knowledge-based, contract work and partnership. A second model consists of four HR configurations that are proposed to maximize the effectiveness of these four contract human capital engagement modes referred to as: productivity-based, knowledge-based, compliance-based, and collaborative-based. The results of this study indicate that both the levels of interdependency and criticality of contract work were significantly related to how organizations engage contract human capital. Moreover, the level of criticality of the work being performed by contract workers was a significant factor affecting how they were managed. Lastly, the proper alignment of HR configurations and engagement modes had a significant positive impact on performance.

An Enhanced Neural Network Approach to Person-Job Fit in Talent Recruitment

The widespread use of online recruitment services has led to an information explosion in the job market. As a result, recruiters have to seek intelligent ways for Person-Job Fit, which is the bridge for adapting the right candidates to the right positions. Existing studies on Person-Job Fit usually focus on measuring the matching degree between talent qualification and job requirements mainly based on the manual inspection of human resource experts, which could be easily misguided by the subjective, incomplete, and inefficient nature of human judgment. To that end, in this article, we propose a novel end-to-end T opic-based A bility-aware P erson- J ob F it N eural N etwork (TAPJFNN) framework, which has a goal of reducing the dependence on manual labor and can provide better interpretability about the fitting results. The key idea is to exploit the rich information available in abundant historical job application data. Specifically, we propose a word-level semantic representation for both job requirements and job seekers’ experiences based on Recurrent Neural Network (RNN). Along this line, two hierarchical topic-based ability-aware attention strategies are designed to measure the different importance of job requirements for semantic representation, as well as measure the different contribution of each job experience to a specific ability requirement. In addition, we design a refinement strategy for Person-Job Fit prediction based on historical recruitment records. Furthermore, we introduce how to exploit our TAPJFNN framework for enabling two specific applications in talent recruitment: talent sourcing and job recommendation. Particularly, in the application of job recommendation, a novel training mechanism is designed for addressing the challenge of biased negative labels. Finally, extensive experiments on a large-scale real-world dataset clearly validate the effectiveness and interpretability of the TAPJFNN and its variants compared with several baselines.

Science Parks, talent attraction and stakeholder involvement: an international study

One aspect of Science Parks development that has come into focus is the attraction of talent, which could include attracting specific expertise, making it easier for firms to be established and reach skilled workers. In order to encompass different contexts, both economic and cultural, a questionnaire was sent to 120 Science Parks, of which 59 (49%) replied. The study included 22 variables, including eleven independent variables according to Science Park stakeholders and characteristics when selecting talent for tenant firms, five control variables, and six variables of Science Park success dimensions. The results show that the characteristics of talent contribute to the park’s success. Universities are the primary source of talent, and the government has a critical role in promoting collaboration between firms and universities. Therefore, park managers should promote links with local universities and the student community as well as strengthen their relationship with government representatives at all levels to receive the necessary support for park development.

Talent Sourcing Concentration: Source Abundance, Recruiter Power, and Organizational Performance

Pipeline hiring, repeatedly sourcing talent from the same organization, is a common way for firms to accumulate human capital. Pipelines create relational ties that develop over time between hiring...

Leveraging the Gig Economy: A Novel Solution to Improve Health Care Costs

Gig workers can be used in nontraditional nursing areas that now come under the purview of the nurse executive The gig worker is a creative and virtually untapped source of talent that can provide quality solutions within health care organizations, by providing expertise for niche assignments, positively impacting staff morale, and therefore impacting cost-effectiveness.

The Impacts of Gender and Subject on Experience of Competence and Autonomy in STEM.

In most societies, women are less likely to choose a science, technology, engineering and mathematics (STEM)-related study program than men. This problem persists despite numerous initiatives aimed at fostering the uptake of STEM subjects by women, who represent an underutilized source of talent in a time of great need for STEM professionals. Many reasons for women’s avoidance of the path into STEM-related areas have been discussed, including weaker mathematical skills, implicit gender stereotypes or structural deficits in school education. One variable which is presumably at the core of decisions regarding a specific study subject is motivation. We aim to look in greater depth at the basis for motivation by referring to self-determination theory (SDT). Here, we specifically focus on the needs for competence and autonomy which represent pivotal sources of motivation, effective performance and psychological well-being and are assumed to be positively correlated with academic achievement and perseverance. In line with previous SDT research, we assume that self-perceptions during STEM studies contribute to experiences of competence and autonomy and may be responsible for gender disparities. To examine whether and how a sex-specific perception of autonomy and competence influences decisions regarding STEM subjects, we conducted a survey study of Master’s students (N = 888; 461 female, 427 male), who were enrolled either in STEM or non-STEM subjects, and asked about students’ motivations, perceived competence (e.g., self-efficacy) and autonomy (e.g., volitional decision for a study major). The results revealed several main effects of study major and only a small number of interaction effects of sex and subject. For example, non-STEM students were more likely to enroll due to their stronger interest in their subject, signifying higher autonomy, while STEM students were more likely to select their subject according to their families’ wishes. The comparison between female and male STEM students revealed that males perceived more self-efficacy and reported more leadership aspirations while female STEM students have lower perceptions of their own competence, especially regarding perceived future competences.

LeRoy Walters’s Legacy of Bioethics in Genetics and Biotechnology Policy

LeRoy Walters was at the center of public debate about emerging biological technologies, even as "biotechnology" began to take root. He chaired advisory panels on human gene therapy, the human genome project, and patenting DNA for the congressional Office of Technology Assessment. He chaired the subcommittee on Human Gene Therapy for NIH's Recombinant DNA Advisory Committee. He was also a regular advisor to Congress, the executive branch, and academics concerned about policy governing emerging biotechnologies. In large part due to Prof. Walters, the Kennedy Institute of Ethics was one of the primary sources of talent in bioethics, including staff who populated policy and science agencies dealing with reproductive and genetic technologies, such as NIH and OTA. His legacy lies not only in his writings, but in those people, documents, and discussions that guided biotechnology policy in the United States for three decades.

Stepping stones? An exploration of internal football player migration in the Republic of Ireland

ABSTRACTThe football spatial landscape is a key consideration for the equity of any football association and its constituent members. Organizational processes can shape these landscapes and influence player development. Analysing migratory patterns of youth footballers can provide an insight into such processes. This paper investigates the migratory patterns of underage footballers within the Republic of Ireland development pathway. The sample consisted of n = 1937 youth footballers who had been selected onto the Football Association of Ireland’s primary talent development programme, the Emerging Talent Programme (ETP), between 2006 and 2012. Analysis shows clear migratory patterns towards the Dublin District Schoolboy League (DDSL), primarily from a double-tiered level of migration around Dublin. Clubs that had developed reciprocal relationships with clubs in the UK and were more prominent at underage level were the most common location for internally migrating footballers. Research has historically neglected internal patterns of migration, focusing on transnational football migration. Internal patterns of migration demonstrate inequity across the football development pathway and may result in potential sources of talent being neglected or improperly developed which is a cause of concern within smaller national associations.

Strangers in Strained Lands: Learning From Workplace Experiences of Immigrant Employees

Immigrants have become an important source of talent as well as a flash point for conflict in many countries. Alongside established streams of research on immigrants in other disciplines, we hope to galvanize interest among management scholars, particularly about immigrant employees. We begin by observing the identity and status changes undergone by immigrants relative to their standing in their origin country and the persistent insecurity they feel as they work and live in their destination country. We then expound on other microlevel research topics and literatures that are especially relevant to the experiences and contributions of immigrant employees: creativity and voice, diversity, coworker and supervisor support and antagonism, and social network structures. These ideas are presented to help generate broader and more active research agendas among management scholars that include such immigrant employee experiences and contributions and to promote partnerships with organizations to test interventions for integrating immigrants more fully into the workplace.

The university's Janus face: The innovation–inequality nexus

The university is a key source of talent and a key driver of innovation and economic growth in a knowledge‐based economy. But, in performing these economic functions, it also contributes to economic and spatial inequality. Our research uses a variety of new data to examine this Janus face of the university in innovation and inequality across U.S. metro areas. We find evidence that the university plays a role in both regional innovation, boosting local patenting and startup companies, and in economic inequality, with higher rates of income and occupational segregation in metros with highly rated universities.

Global sourcing and development: New drivers, models, and impacts

Global sourcing and development: New drivers, models, and impacts

An Exploration of the Cybersecurity Workforce Shortage

There is a colossal cyber security workforce shortage. Global estimates state there are over 1 million unfilled cyber security jobs. As everyone becomes increasingly hyper-connected and cybercrime intensifies in both scale and complexity, the need for experts in the field is dire. Innovative organizations are realizing that they need to tap into new talent pools of minorities and woman that have historically been overlooked. This article explores nature of this this workforce shortage and how to find new sources of talent.

Leveraging Social Networking for Talent Management: An Exploratory Study of Indian Firms

Utilizing the social capital and social network theories, this research explores and highlights how social networking has been strategically utilized as an effective tool by organizations for employer branding and innovative talent acquisition strategies in India. Qualitative data from 78 semistructured interviews with human resources (HR) professionals of information technology (IT), information technology–enabled services (ITeS), and talent acquisition organizations confirm the growing utilization of social networking sites (SNSs) as part of the organizational HR strategy for employer branding and talent sourcing, acquisition and retention, and reinforcing stronger relationship with their employees. The study contributes to the fields of talent management and social networks and has several key implications for practitioners regarding the usefulness of SNSs to organizational branding, talent management, and retention. © 2017 Wiley Periodicals, Inc.

Working on the Railroad: Public Accounting Talent in the United States-The Case of Haskins & Sells (Now Deloitte)

Nineteenth century US railroads were the first ‘big businesses’ and had profound influence on society. This paper addresses one source of talent for the early US public accounting profession—railroads. Following the end of the US Civil War (1861–65), industrial expansion was a revolutionary experience, with large trusts appearing in the wake of the railroad's maturing influence on the development of a vast continental economy. Accounting practice also was impacted by railroads. For example, the development of annual reports, income measurement, the standardization of reporting by regulators, developing fixed and variable cost, and throughput concepts for capital intensive business—all were related to the railroads. This paper focuses on a significant link between the emerging public accounting profession and the railroads by examining how an early major US public accounting firm relied upon accounting skill developed within railroads as an important source of talent. Arguably, talent is the most important resource of a professional firm. While it is a commonly held view that the immigration of UK accountants in the late nineteenth century was the source of public accounting talent, this paper provides evidence of a competing explanation—the sourcing of talent from a firm (Haskins & Sells) that continues to the present day as Deloitte. Key leadership and personnel of that time gained their experience while working on the domestic railroads.

Dollar Tree Leadership Transition: Passing the Buck

Management succession is a significant issue in many businesses. You put all your energy into your business, but how much time is spent on bench strength planning? Are you ready to hand the reins over and begin a life outside the office? Have you ensured everything you've worked to create will seamlessly help support your heirs? Macon F. Brock Jr. (president and CEO of Dollar Tree Stores), his brother-in-law Doug Perry, and almost family member Ray Compton founded the successful Dollar Tree business in 1986. For many years, they worked hard to develop leaders within the company as an ongoing source of talent. Through their combined efforts, the business grew from a small startup to the number one company in the discount and variety retail sector, generating nearly $2 billion in sales during 2001. As the entrepreneurs thought about retiring, many questions emerged: Who was going to take over leadership of the company? Would they need more than one person? Was there an heir apparent ready to step up? How would they structure the transition? This case presents the challenges of a transition from an entrepreneurial venture to a publicly traded business with a focus on succession management. Excerpt UVA-ENT-0082 Rev. Mar. 18, 2013 DOLLAR TREE LEADERSHIP TRANSITION: PASSING THE BUCK Thinking about the family business—Dollar Tree Stores—Macon F. Brock Jr., president and CEO, focused on the issue of succession. Brock, his brother-in-law Doug Perry, and “almost family member” Ray Compton had founded the successful Dollar Tree retail chain in 1986. For many years, they had worked hard to develop leaders within as an ongoing source of talent. Through their combined efforts, the business grew from a small startup to the number one company in the discount and variety retail sector, generating nearly $ 2 billion in sales during 2001. Enjoying the picturesque view from his second-story office in Chesapeake, Virginia, Brock thought about the type of seasoned professional he would like to see move into his office. As the entrepreneurs retired, who was going to take over leadership of the company? Would they need more than one person? Was there an heir apparent ready to step up? How would they structure the transition? What were the expectations of the extended set of relatives connected with the company about the role of the business for the family? What would the future Dollar Tree executive suite look like? Background: From Toys to Trinkets . . .

Military Veterans’ Transferrable Skills

The Problem Military veterans face a number of employment challenges as they transition from military service to civilian employment. Although the American workforce has become much more diverse, there continues to be a lack of understanding and misperceptions about veterans’ skillsets and military experiences which inhibits successful employment after military service. Veterans are a source of talent for civilian employers as they bring distinctive capabilities and valuable skills developed through real-world, high-pressure experience, but some human resource development (HRD) practitioners may not be aware of the vast array of skills, training, and knowledge that veterans bring to the civilian workforce in addition to supervisory and management skills acquired during their time in the armed forces. Given the civilian public’s general lack of knowledge about military experience, HRD practitioners, in particular, may be less able to effectively evaluate and integrate veterans’ military experiences, skills, and capabilities in the civilian employment sector. These misunderstandings are contributing factors impacting veterans’ ability to transfer their skills from military to business cultures. The Solution It is imperative that HRD practitioners understand the potentially strong contributions and societal misperceptions regarding the business value of military veterans’ skills and experiences. This article will explore distinctive capabilities of veterans that make them assets in the civilian workforce as well as some potential concerns and highlight HRD’s role in recognizing and facilitating the development of veteran hiring and retention initiatives in civilian employment. Educating HRD professionals about how to integrate military veterans’ skills, knowledge, and abilities in business cultures and mitigate concerns is vital to promote veterans’ contributions to civilian organizations and is necessary for effective hiring and talent development. The Stakeholders Veterans, HRD professionals, scholars, practitioners, and policy makers interested in the HRD field, private sector, federal, nonfederal public sector, and U.S. Office of Personnel Management.

Understanding graduate recruitment, development and retention for the enhancement of talent management: sharpening ‘the edge’ of graduate talent

Graduates are deemed to be a key source of talent within many organisations and thus recruiting, developing and retaining them is viewed as a logical talent management (TM) strategy. However, there has been little attention paid to university graduates as part of an organisation’s TM strategy. Such a specific focus addresses the need for further research into the segmentation of talent pools and the specific challenges different talent pools are likely to create. This research, which utilised a qualitative data collection strategy, examined the experiences and practices of six large UK organisations in relation to graduate TM. Drawing from Gallardo-Gallardo, Dries and González-Cruz’s (2013. What is the meaning of ‘talent’ in the world of work? Human Resource Management Review, 23, 290–300.) framework for the conceptualisation of talent, the findings from this research indicate and explain why graduate employers are frequently compelled to use the object approach (talent as characteristics of people) due to the unique characteristics that recent graduates possess, even though other studies have found that a subject approach (talent as people and what they do) is preferred by most employers. Ultimately, employers conceptualise graduate talent by what they describe as ‘the edge’ which needs to be ‘sharpened’ to fully realise the potential that graduates offer.

THE EMERGENCE OF STATE SPHERE IN SOCIAL MEDIA: A POLITICAL BALKANIZATION IN MALAYSIA

Social media has phenomenally replaced the traditional media. Blogs have transformed news reporting; YouTube has reinvented talent sourcing; and the trinity (Facebook, Twitter, and YouTube) have revolutionary changed the rules of the game of regime change. Enabling commoners to be producers and its interactiveness are the two most important characteristics that grant the ordinary citizens to be extra-ordinary. From Tinseltown to Alexandria, the roles of social media has been unstoppably growing. The world political events in the recent times, particularly the Arab Spring have shown a strong correlation between social media and democratization. Malaysias political experience in recent years, in particular the 12th General Election (GE-12) in 2008 is comparable to the Arab Spring in view of the alluring role of social media and its gladiatorial impacts in politics. The failure of Barisan Nasional (BN or National Front, the only ruling party since independence) to retain its customary two-third majority in GE-12 is a proof of peoples growing desire to enjoy democracy that among others offer free and fair elections, good-governance, and social justice which are dissimilar to existing communalism and strong government. At a glance, GE-13 in 2013 produced similar results as GE-12 which displayed fortification of democracy among citizens. In contrast, further analyses toward the details of GE-13 surfaced the revival of communalism and autoritarinism which have shown signs of decay in GE-12. Thus, this article explores the conflictual roles of social media which (has been functioning as an ideal public sphere) when the ruling party together with the state machinery invade the sphere of social media to satisfy their political agenda. This investigation showcases the anarchic sphere in social media is not only capable in catalyzing democratization, but also undermining democracy by propagating political Balkanization that propels disjointed feelings among multi-racial citizens.

The bi-cultural option for global talent management: The Japanese/Brazilian Nikkeijin example

This paper reports on an important subgroup of international boundary-spanners – immigrants and second or third generation migrants from the MNC's home country living in the subsidiary host country. We take as our example the Nikkeijin (Japanese immigrants and their descendants) in Brazil. Such bi-cultural people are a largely unexplored source of boundary-spanning internationally competent talent for multinational enterprises. Using two different surveys, we find that this group is recognized as a source of talent by Japanese MNCs, but that their HRM practices are not appropriate to attract and use them in their global talent management programmes.