Talent Attraction Research Articles

Talent Management and Organizational Performance

Purpose: This study was carried out to examine the empirical effect of talent management on organizational performance in two selected wire and cable firms operating in South-West Nigeria. Method: A questionnaire was used as a research instrument to source data from a population of 186 employees from the two selected firms. Multi-stage sampling procedure was deplored to arrive at a sample size of 127. Data were analyzed using both descriptive and inferential statistics using Statistical Package for Social Sciences (SPSS) version 20. Result: The study revealed that talent management has a significant positive effect on Organizational Performance. [Model R-square =.623 and P ˂ 0.05]. It indicates a predictive power of the outcome in the model as approximately 62% of variation in Organizational Performance is explained by talent management practices. Implication: The result implies that the firms should pay more attention to the selected talent management practices (talent attraction, talent retention, learning and development, and career management) in order to ensure a higher level of organizational performance.

Talent Management and Generation Z: A Systematic Literature Review through the Lens of Employer Branding

Generation Z is arriving on the labour scene. In the near future, this generation will dominate organisations’ recruitment and selection processes. Theories regarding the attraction and retention of talent were initially developed based on the characteristics of previous generations in the late 20th century. This study aimed to conduct the first comprehensive literature review focused on identifying the attributes of attracting and retaining Generation Z talent. The findings will allow for the identification of the most significant attributes within the examined context. However, certain gaps were uncovered, such as the limited availability of publications explaining the applicability of the conventional theory of attracting and retaining talent to Generation Z natives. Significant lines of research are also suggested for the future.

The growing challenge of attracting talent to post-trade and keeping employees’ skills current

Digital transformation, emergence of modern technologies, regulatory drivers and ever-increasing quest for efficiencies has pushed the financial industry, including the post-trade business, through a tremendous change over the past decade. This change has introduced new requirements for systems and organisations, but most importantly towards staff working in these areas. In this paper, we discuss the implications of the changes in operational landscape for the required skill sets, the challenges and opportunities in attracting and retaining talent, and techniques to build the needed competences for organisations to be equipped for the requirements of the future. This is done by examining the research on general topics and linking that to experience from business and real-life examples related to talent attraction, talent management and competence building in post-trade. Based on that, we see that talent challenge is industry-agnostic, linking to both tight labour markets and changing competence requirements. To address this, companies must ensure that basic talent management practices are well deployed, try out some non-traditional talent pools and new ways of working, as well as bring talent attraction and retention activities to a level that resonates with the new generation (Gen Z and Millennials), who are much quicker in their career moves and are driven by different values and realities compared to their more senior colleagues. We conclude that building talent and skills inhouse is the most important way to approach this challenge, and as a side-effect it will also help in the specific challenge of talent retention. Building talent in-house, however, requires committed leadership and management, investment in learning tools and engaged staff to bring lasting results.

The Role of Future Generations in Place Branding: The Case of Huelva City

The process of creating place brands must position the citizen at the center of the debate. The City Council of Huelva, a city in Southern Spain with a population of 142,538 inhabitants, promoted a territorial brand in 2022 in order to seek a new positioning for the city in tourism markets, investment, and talent attraction. Its development was based on a qualitative and quantitative methodology, previously tested out in other cities and locations in Spain, which is shaped by research groups, semi-structured interviews, and surveys of the citizens. This method aims to place the citizen, who ultimately is the user of the brand, at the center of the social research process that determines the tangible and intangible values associated with the brand narrative. The main objective of this article is to highlight, based on the case study of the brand Huelva Original, the importance of two groups in the construction and deployment of a place brand (Millennials and Generation Z and the political class). Firstly, out of the 1,194 people who participated in the fieldwork, 47.92% were under 40 years old. These two generations are crucial for creating a brand narrative that has long-term viability and presence in the digital environment. Secondly, the development of the brand narrative facilitated a cooperative process among the different political groups in the City Council, especially the two most represented (conservatives and social democrats), which enables the search for collaborative workspaces among political groups to ensure that the implementation of the brand transcends the term of a mandate and goes beyond short-termism political actions. The results indicate that the new brand uniquely differentiates Huelva, emphasizing internal pride and co-creation. Open innovation facilitates cooperation among stakeholders, improving governance. Both Millennials and Generation Z citizens, as well as politicians, are key to the long-term sustainability and reach of the brand.

Thai Higher Education Institutions: Roles and Challenges in Attracting International Talent to Accelerate Thai Competitiveness in the Main Economy and Industry

The growth and development of potential in nationally targeted industries based on the “Thailand 4.0” strategy requires highly skilled labor in specific areas to build new knowledge and competitive capacity in global competition. The formulation of policy, systems, and mechanisms in workforce production and development was the qualified mechanism for attracting and promoting talent to support the systematic mobilization of the national economy. Therefore, this research was aimed at studying the issues and recommendations regarding the roles of Thai higher education institutions (HEIs) in attracting foreign talent to work in Thailand as the mobilization of competitive capacity in main economic sectors and industries. This study was conducted using the constructivist research paradigm and the phenomenological research strategy. The key informants were representatives from 23 organizations whose roles involve talent attraction from foreign countries. Informants were selected through the purposeful sampling method and participated in in-depth interviews. Data were analyzed using content analysis and ensured by triangulation. Issues in attracting foreign-born talent to work in Thailand were summarized based on the findings and classified into three dimensions: (1) bridging gaps of national policies; (2) supporting industry development; and (3) integrating mechanism. Thai HEIs can perform their roles based on the identified components to formulate the policy and develop the talent attraction system. Future research should focus on implementing these recommended strategies in diverse contexts to assess their effectiveness and further refine approaches for attracting international talent to Thailand.

Perceived Organizational Inclusion: Evidence from Neurodivergent Accountants in the U.S.

SYNOPSIS To address talent attraction and retention challenges with respect to diverse talent in the accounting profession, this study examines the intersection of neurodiversity and the accounting employment experience. Through interviews and online questionnaires of neurodivergent accountants in the U.S., we found a general lack of perceived organizational inclusion among neurodivergent accountants in our study, evidence supporting the existence of a positive impact of perceived organizational inclusion on individuals’ perceptions of their job performance, and key antecedents to perceived organizational inclusion. We report the lived experiences of neurodivergent accountants by amplifying their voices through presentation of oral histories and 37 actionable practices informing future strategies for organizations and leaders in practice. JEL Classifications: M14.

COMPETITIVE CREATIVITY BETWEEN TALENT MANAGEMENT AND SERVICE QUALITY: EVIDENCE FROM JORDAN INFORMATION TECHNOLOGY SECTOR

Talent management encompasses a wide range of human resources management practices aimed at attracting and developing talented employees. This study examines the impact of talent management on service quality in Jordanian information technology companies, focusing on the perspective of talented employees and the role of competitive creativity. Data was collected from 341 employees at thirty different Jordanian companies using stratified random sampling techniques. The collected data was then analyzed using SPSS and AMOS SPSS analysis techniques to test the conceptual framework. The study findings demonstrate a significant positive impact of talent management on improving service quality, mediated through the indirect influence of competitive creativity. Furthermore, the direct effects of talent management practices such as talent attraction and talent succession planning were found to have a significant positive effect on service quality. On the other hand, the study reveals that other talent management practices, such as talent development, have a negative direct effect on service quality. Given that this study is the first to investigate the mediating role of competitive creativity between talent management and service quality in Jordan, the limitations of the study were carefully considered.

Brexit and the War for Talents: Push & pull evidence about competitiveness

AbstractBrexit raised the question of whether the UK will continue to attract internationals. Here the focus is on academic staff – a critical component of the “War for Talents” discourse and current geopolitics in the field. Despite a clear trend of loss of EU internationals, at least among western EU countries, the UK more than compensates for this fall with extra-EU internationals. This is even more evident among younger generations. However, the most notable effect, also having a long-term impact as far as it deals with newer generations, is about average quality of such talents (in this study: salaries at parity of age). Brexit is reducing the capacity to attract/retain the best academics. This happens especially among younger cohorts, and if they come from countries that perform better in GDP per capita, R&D investment, but also national ranking in tolerance and creative class scores. Overall, Brexit is detrimental to the UK in relation to attraction of talents, cutting through a long-term pattern of success.

Why do firms adopt employee ownership? An industry perspective

PurposeThis paper offers a new perspective on the potential motivation for the adoption of employee ownership based on market power. Employee ownership may be linked to market power, either through contributing to firm growth that leads to market power or through industry leaders adopting employee ownership as part of rent sharing or a broader consolidation of market position. Both employee stock ownership plan (ESOP) coverage and product market concentration (PMC) have been increasing in the past two decades, providing a good opportunity to see if and how these are related.Design/methodology/approachThe authors predict ESOP adoption and termination using multilevel regressions based on 2002–2012 firm- and industry-level data from the Census Bureau, Compustat and Form 5500 pension datasets.FindingsThe authors find that the top four firms in concentrated industries are more likely to adopt Employee Stock Ownership Plans (ESOPs), while having an ESOP does not predict entering the top four, apart from firm-level predictors. Tests indicate the first result does not reflect simple rent sharing with employees but instead appears to reflect an effort by firms to consolidate market power through the attraction and retention (or “locking in”) of industry talent. Other positive predictors of ESOPs include company size, being in a high-wage industry and having a defined benefit (DB) pension.Research limitations/implicationsTo better distinguish among hypotheses, it would be helpful to have firm-level data on managerial attitudes, strategies, networks and monopsony measures. Therefore, future research using such data would be highly useful and encouraged.Practical implicationsThe paper includes implications for the potential usefulness of ESOPs in attracting and retaining talent and for the design of nuanced policy to encourage more broadly based sharing of economic rewards.Originality/valueWhile prior research focuses on firm-level predictors of employee ownership, this study uses market concentration and other industry-level variables to predict the use of ESOPs. This study makes a unique contribution, broadening the current thinking on firm motives and environmental conditions predictive of firm ESOP adoption.

Talent attraction through flexible work anytime from anywhere

As a flexible working style, working anytime from anywhere can attract talented individuals due to flexibility and expanded talent pools. This literature review analyzes talent attraction through flexible work anytime from anywhere, as it applies to the current work style. The findings show that remote work is attractive for gifted individuals seeking meaningful and fulfilling work opportunities. Flexibility lets employees work remotely and allows them to plan their workdays around their schedules. They can pick when they are most productive and fit in personal obligations like taking care of their families or engaging in hobbies. By removing regional restrictions, businesses can access a far bigger talent pool. Employers can hire workers from several cities, nations, or even continents remote labor. By having access to a larger talent pool, employers are more likely to hire highly qualified workers who might not be accessible or willing to move for a traditional office position.

Authoritarian State Building and Talent Attraction: Evidence from China’s Civil Servant Fever

Authoritarian State Building and Talent Attraction: Evidence from China’s Civil Servant Fever

Employee Talent Management Model for Astan Quds Razavi

Objective: The objective of this study is to develop a comprehensive talent management model tailored to the unique needs and cultural context of the employees at Astan Quds Razavi. Methodology: A mixed-methods approach was employed, integrating qualitative and quantitative methodologies. The qualitative phase involved thematic analysis using Clarke's method, facilitated by MAXQDA software, and included interviews with 15 purposively selected experts from Astan Quds Razavi. The quantitative phase targeted 21,000 employees, with a sample size of 147 determined using G*Power software. Data were collected through surveys and analyzed using path analysis and variance-based structural equation modeling with SPSS and Smart PLS 3. Findings: The study identified six key predictors for effective talent management: talent evaluation, talent engagement, talent identification, talent culture, professional development of talent, and the attraction and retention of top talent. Additionally, 30 specific indicators were identified that contribute to these predictors. Conclusion: The proposed talent management model provides a robust and context-specific framework for managing talent within Astan Quds Razavi. The model addresses the unique needs of the organization and aligns with its cultural context, offering a valuable tool for improving organizational performance and employee satisfaction. This model has the potential to be adapted for use in similar organizations and contributes to the broader understanding of effective talent management strategies.

Effect of talent management practices on talent retention in higher educational institutions of Nepal

This paper concerns answering how talents are managed in the dimensions of attracting, developing, and motivating, as well as examining the effect of these dimensions on retaining talents. Empirical shreds of evidence have indicated the positive and significant effects of various talent management practices on different aspects of performance. The absence of studies on talent management practices focusing on attracting, developing, and motivating talents and analyzing their effect on retaining them prompted this study. The study uses descriptive and causal-comparative research designs to describe and analyze the causal relations among the study variables. Quantitative data is collected from 132 respondents using a questionnaire survey developed based on intensive reviews. The findings of the descriptive analysis indicate moderate efforts given by the institutions managing talents. The correlation result shows positive and significant associations between talent retention and talent attraction and development, as well as talent motivation. The findings from multiple regression analysis showed a positive and significant effect of talent attraction and development on talent retention. However, talent motivation showed no significant effect on talent retention. The findings may have practical uses for administrators to manage talents by evaluating their actions, strategies, and policies to retain talented employees and deal with a surplus or shortfall of a talented workforce. The findings provide new insight into the field of study of talent management and retention. Particularly studies focusing on the areas of attraction, development, motivation, and retention of talents in diverse organizational settings.

Talent Management Practices and Organizational Performance in Nepalese Private Banks

This study aimed to investigate the impact of talent management practices, including talent attraction, talent development, talent retention, talent selection, and reward management, on financial performance in Nepalese banks. A questionnaire with a 5-point Likert scale was used to collect data from 256 employees from 17 Nepalese banks over a 10-year period. Structural equation modeling (SEM) was conducted using the AMOS software to analyze the data. The results showed that talent attraction, talent development, and talent retention had a significant positive impact on return on equity (ROE), while the impact of talent selection and reward management on ROE was found to be insignificant. Additionally, talent development had a significant positive impact on return on assets (ROA), while the impact of the other talent management practices on ROA was insignificant. These findings suggest that talent management practices can play a critical role in improving the financial performance of Nepalese banks, particularly in terms of ROE. The study provides valuable insights for bank managers and policymakers on the importance of talent management practices for enhancing financial performance.

An Exploratory Study of Compensation Management of International Organizations: Focused on the UNMCK Case

This paper compares the UN organization's employee compensation system to Korean government officials' wages, focusing on fairness perceptions among UN-affiliated employees. It analyzes how the International Management Committee's decisions on the compensation level of the UN Memorial Cemetery in Korea (UNMCK) influence employee expectations. Factors like work valuation, capacity, achievement, and pension payments shape fairness perceptions. The study highlights the importance of considering job types in cross-country pay comparisons and emphasizes assessing expertise in reference group formation. Findings reveal UNMCK employees' remuneration exceeds agreed levels for Korean officials due to recruitment methods, rank determination, and wage increases. Critical insufficiencies in severance pay regulations, provided without individual contributions, are noted. The paper recommends a new, fair, and rational compensation system, emphasizing transparency, accountability, and audit practices within extraterritorial jurisdiction. Further research on international organizations' human resource management, aligned with the Korean government's strategies, is proposed for talent attraction and management. In conclusion, the study underscores the importance of a fair UN compensation system, offering implications for international organizations and APEC member economies, emphasizing transparent and accountable compensation systems and effective governance.

Gen Z talent attraction in ZEV manufacturing: a corporate case study of leveraging talent analytics to optimise employer value propositions

PurposeIn the context of a corporate case study, this paper aims to propose and test a talent analytics model that enables organisations to optimise their employer value propositions and branding strategies in a comparative manner.Design/methodology/approachAfter the conceptual framework was translated into a quantitative model, data were collected via online self-completed questionnaires and analysed with statistical techniques.FindingsRevealing misalignments with the employment preferences of Gen Z, the model’s capability to optimise employer value propositions and branding strategies is effectively demonstrated.Research limitations/implicationsProviding an actionable framework for corporate and academic readers, this paper has scope to serve as a guide for scholarly or practitioner talent analytics projects focused on attraction.Originality/valueFocused exclusively on attraction, to the best of the author’s knowledge, this is the first paper to apply an in-depth talent analytics model which prescribes employer branding as a mediator variable.

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.

Talent Attraction And Organizational Competitiveness in Manufacturing Companies in Lagos, Nigeria

Purpose- The main focus of the study is to examine how talent attraction dimensions such as employee value proposition, employer branding, Job flexibility and recruitment and selection affect organizational competitive-ness in manufacturing firms in Lagos State, Nigeria. Methodology- The study adopted a survey-based research design. The per-manent staff of the selected ten (10) food, beverages, and tobacco manufactur-ing firms in Lagos State made up the population of the study. The respond-ents consist of 368 employees which represent the sample size of the study. Data was obtained through the use of questionnaire. Relative Important In-dex (RII) and Multivariate linear regression was used for data analysis with aid of SPSS version 26. Findings- The result revealed a strong effect of talent attraction variables such as employee value proposition with (β=0.611, t= 7.451, p<0.05); Job flexibility with (β=0.505, t=9.182, p< 0.05); employer branding with (β=0.434, t= 9.607, p <.0.05) and recruitment and selection with (β=0.401, t=6.481, p <.0.05) on or-ganizational competitiveness. Limitations of the study-The scope of this study was limited to food, bever-ages and tobacco manufacturing subsector operating only within the territory of Lagos state, Nigeria. Furthermore, the study looked at talent attraction variables which is only a component of talent management strategies. Practical Implication-The manufacturing companies, especially the ones in food, beverages and tobacco manufacturing sub-sector should consider talent attraction strategies as a viable tool for identifying and attracting skilful and competent staff to fill vacant position. This is critical to the attainment of present and future organizational objectives as well as gaining competitive advantage. Originality/Value- This study makes a clear understanding of talent attrac-tion and its immense contribution to organizational competitiveness and performance. It also provided a basis for future researcher to explore more on the dynamics of talent attraction in the field of human resource management.

Prevention before intervention: introducing mindfulness-based social-emotional learning in higher education institutions across the United Arab Emirates

In recent years, several studies have indicated that there is a considerable mismatch between the specific set of skills that employers require and the ones that university graduates have to offer. The 2023 report from the World Economic Forum lists 10 core skills that are sought after by global organizations, six of which are categorized under social-emotional learning. As part of its National Employment Strategy 2031, the United Arab Emirates (UAE) aims to build a knowledge-based economy and increase labor productivity. This communicative piece proposes a policy reform across higher education institutions in the United Arab Emirates, seizing as an opportunity the country’s growing commitment to increase talent attraction and retention in the rapidly evolving workplace. Seeing the significant association between social-emotional competencies and thriving in dynamic professional settings, the article highlights the prevalence of mental health disorders among the general youth in the UAE, the government’s commitment towards awareness and prevention of mental health disorders, the relevance of social-emotional competencies for employability and adaptability in the rapidly evolving workplace, the importance of introducing lessons and training in mindfulness-based social-emotional learning (MBSEL) to build the youth’s adaptability in an ever-changing job landscape, and practical measures that can be taken at the institutional level within the UAE context.

Talent Attraction and Retention Matters: An Analytical Hierarchical Process Approach to Apprehend the Employees’ Perspective in Pakistan

In this era, each organization is searching for quality in the employees, thus that enhances the need for talented employees, and the purpose of the study is to find out the attraction and the retention factors for talented employees in Pakistan’s job market. The bi-polar questionnaire has been used for the data collection the sample size was 60. The sample is collected from experts who have ample experience in analyzing the dimensions and sub-dimensions by using the analytical hierarchical process (AHP) approach. The results have suggested that organizational justice (distributive justice), work–life balance (time balance), and organizational culture (clan culture) compensation (direct compensation) are among the factors that affect the most attracting and retaining talented employees which is more than and equal to 10 percent. Further, factors are also having importance but less than 10 percent. In Pakistan organizations are failing to attract and retain talented employees, resulting in poor performance, very rare studies were found in developing countries that addressed this peculiar and crucial issue of the economies like Pakistan. This research is the guideline for the organizations of developing economies to understand the factors that attract the talent most to join an organization so that they can align their strategies and policies particularly to address this current issue. This paper offers important insights and practical recommendations on how organizations can improve their talent attraction and retention strategies to remain competitive in the market.