Talent Gaps Research Articles

Transforming HR through Analytics: A Study of Performance Improvement Initiatives Driven by Data

ABSTRACT This study examines the transformative impact of facts analytics on Human Resources (HR) practices, especially focusing on overall performance development tasks. As agencies more and more apprehend the value of data-pushed choice-making, HR analytics has emerged as a strategic tool for reinforcing talent control, worker engagement, and ordinary organizational overall performance. By studying case research and empirical data, this studies identifies the important thing blessings of HR analytics, such as stepped forward recruitment processes, better employee retention, and heightened engagement ranges. However, the take a look at also addresses the challenges related to implementing analytics in HR, together with facts nice, change management, and talent gaps. Ultimately, the findings spotlight the need for HR professionals to include a facts-driven culture and invest in analytics abilities to reap sustained performance upgrades. This paper serves as a manual for companies in search of to leverage analytics for more suitable HR effects and strategic alignment.

Insuring Data Risks: Problems and Solutions

The proliferation of valuable data assets and connectivity in the digital economy has been accompanied by intensifying cyber risks. However, systemic constraints including data ambiguities, legal uncertainty, and misaligned incentives have severely limited advancement of cyber insurance coverage relative to rising enterprise protection needs. This research provides a comprehensive analysis of key bottlenecks inhibiting cyber data risk insurability. It examines constraints stemming from historical data deficiencies, risk modeling complexities, opaque controls, and fragmented regulatory regimes. The study also evaluates internal challenges faced by insurers in advancing policies like claims ambiguities, talent gaps, and reliance on primitive actuarial techniques. It further proposes targeted legal, risk management and public-private partnership enhancements that can expand viable transfer of cyber data risks. These include graduated security frameworks, transparent data exchanges, resilience incentives, risk pooling structures and international cooperation. With balanced reforms, cyber insurance can systematically enable enterprises to secure data assets commensurate with their rising economic and societal value.

Human Resources Management Impact on College Education Quality

The role of human resource management (HRM) in forming the educational environment and ensuring excellence at higher education institutions is great. In German universities and organizations, HRM practices are adopted to measure performance of teaching with respect to student outcomes. The research questions impact of HRM on quality education and roadblocks found while implementing for improvements. HRM’s pivotal role in raising the standards of education and its singularity as people-centeredness aspects in educational institutions when presented by a literature review. The methodology used is a descriptive qualitative study which describes the understanding by College administrators in regard to Human Resource Management and related programs. The study includes a literature review of HRM practices in higher institutions. The findings uncover difficulties in teacher recruitment and retention but highlight the role of HRM practices, including faculty development programs, mentorship initiatives, or thorough support to academic staff members when it comes to ensuring education quality. The limitations are the poor teacher training and motivations of teachers to deliver good quality education, as well as poverty statements or socioeconomic statuses on which students come from. Among the suggestions, there are filling talent gaps, increasing work process effectiveness and its smoother continuity on a long-term basis by enhancing efficiency in staff knowledge issues as well as closer cooperation between faculties and HR departments. With all this information, it is possible to conclude that HR planning for analyzing tasks, costs and workforce requirements are necessary in promoting the functions of educational institutions towards achieving academic goals.

A participatory framework for bridging the conceptual and talent gaps in supply chain management education

AbstractThis article argues that current Supply Chain Management (SCM) education and training is inadequate to meet the human capital needs of industry. To bridge this gap, we propose the development and deployment of SCM educational programs that provide learning opportunities earlier in students’ educational journeys. We argue that such programs should be based on self‐directed learning of SCM knowledge, business concepts/skills, and their real‐life application with help from industry partners. We present a case study of a four‐way partnership SCM educational program for high schoolers, which utilizes a project‐based learning method. Survey data and focus group discussion revealed positive developmental learning outcomes, the program's uniqueness, and challenges such as lack of awareness, expertise, and industry partners. We evaluate the efficacy of this four‐way partnership among industry, government agencies, universities, and high schools and discuss the importance of “champions” for each partner. Our findings offer a scalable educational model that leverages multi‐stakeholder engagement to address the SCM talent and educational conceptual gap.

CPA Evolution: Curriculum revision for Higher Education

Recent proposals from the National Association of States Board of Accountancy and the American Institute of Certified Public Accountants aim to modify the CPA license model to reflect the knowledge and abilities that new CPAs will need both now and in the future. The Uniform CPA Examination has recently undergone its most significant modification in many years thanks to the CPA Evolution project. This article discusses the exam's revised structure and content, evaluates the anticipated effects of those changes on accounting education, and explains how colleges will need to modify their curricula to meet the new exam core Plus requirements.
 Today's accountants and the accounting industry require different technical capabilities than they did even a few years ago. For the accounting profession to advance, proficiency in technology, data analytics, risk management, and IT governance are becoming crucial competencies. The joint CPA Evolution project of the AICPA and NASBA acknowledges the rapidly evolving abilities and competences needed by today's CPAs. The quick development of technical advancements, such as data analytics, robots, and artificial intelligence, among others, is significantly altering the way CPAs do their business. Additionally, this report illustrates the constraints that the COVID-19 placed on the world's environment and economy. The CPA profession is changing, and data from IPEDS and responses from participating U.S. universities and public accounting companies enable us to assess the effects of this change on both the supply and demand of new accounting. The public accounting firms have started to fill the technology and data analytics talent gaps among accounting recruits by hiring non-accounting staff, according to the AICPA's 2021 Accounting Graduate Supply and Demand Report, which includes a survey of the hiring practices of public accounting firms. According to the research, new hires of master's graduates increased by 2% in 2020, despite a 10% decline in the total hiring of new accounting graduates.

Dissecting the compensation conundrum: a machine learning-based prognostication of key determinants in a complex labor market

PurposeAmidst the turbulent tides of geopolitical uncertainty and pandemic-induced economic disruptions, the information technology industry grapples with alarming attrition and aggravating talent gaps, spurring a surge in demand for specialized digital proficiencies. Leveraging this imperative, firms seek to attract and retain top-tier talent through generous compensation packages. This study introduces a holistic, integrated theoretical framework integrating machine learning models to develop a compensation model, interrogating the multifaceted factors that shape pay determination.Design/methodology/approachDrawing upon a stratified sample of 2488 observations, this study determines whether compensation can be accurately predicted via constructs derived from the integrated theoretical framework, employing various cutting-edge machine learning models. This study culminates in discovering a random forest model, exhibiting 99.6% accuracy and 0.08° mean absolute error, following a series of comprehensive robustness checks.FindingsThe empirical findings of this study have revealed critical determinants of compensation, including but not limited to experience level, educational background, and specialized skill-set. The research also elucidates that gender does not play a role in pay disparity, while company size and type hold no consequential sway over individual compensation determination.Practical implicationsThe research underscores the importance of equitable compensation to foster technological innovation and encourage the retention of top talent, emphasizing the significance of human capital. Furthermore, the model presented in this study empowers individuals to negotiate their compensation more effectively and supports enterprises in crafting targeted compensation strategies, thereby facilitating sustainable economic growth and helping to attain various Sustainable Development Goals.Originality/valueThe cardinal contribution of this research lies in the inception of an inclusive theoretical framework that persuasively explicates the intricacies of a machine learning-driven remuneration model, ennobled by the synthesis of diverse management theories to capture the complexity of compensation determination. However, the generalizability of the findings to other sectors is constrained as this study is exclusively limited to the IT sector.

Leadership Strategies to Closing the Critical Skills Gap: A Review

Skill is defined as the knowledge, competencies, capabilities, education, and traits required to do a task or job allocated to a certain individual. It is common for a lack of needed information to prevent a firm or organization from achieving its goals. Assigned individuals cannot execute the work, resulting in a skill gap. In this context, identifying talent gaps in various areas is critical. Bridging skills gaps requires effective strategy, but most importantly, it depends on a leader who acquires the proper knowledge and skills to navigate change and lead their team in upskilling and reskilling in ways that suit the organization. The principle objective of this paper is to review the skills gaps in the Canadian automotive industry and successful strategies that automotive business leaders use to fill skills gaps in post-pandemic. The primary focus is reviewing the printed and documented material on skills gaps to find successful strategies. The study findings were derived from a comprehensive review of existing literature. The results indicate that there exists a deficit of skills in both the formal and informal sectors, thereby impeding individuals’ ability to secure employment. Results indicate that Canada, a developed nation with an advanced economy, ought to prioritize improving its human capital through professional development courses and programs. It is recommended that educational institutions conduct further research on the skills gaps to align their training curricula with formal and informal labor market requirements.

An analysis on competency of human‐centered data science employment

AbstractThe rapid rise of data science has brought about the problem of talent gaps and concerns about employment competency development. This paper performed a study on the analysis of data science employment market in the information science context with open data from online recruitment website. In addition to basic qualitative analysis and descriptive statistical summarization of advertisement characteristics, it mainly established a competency framework of data science workforce with the method of content analysis. The objective is through market needs to provide guidance for institutions planning for or revising a major in data science, help bridge the gap between the high demand and low supply of data scientists and enable existing data science teams to operate more efficiently. Our working results indicate that the market is looking for ways in which humans can integrate their roles into data science, and these methods depend on the spread of how to use human‐centered data science and its benefits, the operating mechanism of which is explained by our proposed model.

Sistema SENNOVA: Investigación, Innovación y Desarrollo Tecnológico al servicio de Colombia

Más allá de los programas de formación, de iniciativas como Fondo Emprender, y los cursos a la medida de las necesidades de los usuarios, el SENA está apostando por soportar el trabajo colaborativo y articulado con los diferentes actores del ecosistema de ciencia, tecnología e innovación (CTeI), como escenario de competitividad y productividad local, regional y nacional, a partir del cierre de brechas de talento humano, dotación de infraestructura y gestión de recursos desde los centros a través de su Sistema de innovación, desarrollo e innovación SENNOVA

Overcoming today’s digital talent gap in organizations worldwide

Purpose This paper aims to determine why organizations struggle in implementing digital transformation to obtain a faster return on investment and how human resource management can help organizations overcome this challenge. Design/methodology/approach To examine recent research and opinions of industry experts on digital transformation by organizations and the major challenges they face, this study applies an inductive qualitative research approach and uses a descriptive statistics method to analyze the responses. Findings This paper reveals the various challenges organizations face today in implementing digital transformation because of gaps in digital talent in the current workforce. Practical implications This paper provides recommendations to HR practitioners and leadership teams in organizations on how to narrow the gap in current digital talent to successfully implement digital transformation and increase productivity. Social implications This study highlights the need for the current workforce to acquire the necessary digital talent sought by organizations and how improving their digital capabilities can improve their productivity in today’s digital scenario. Originality/value This study focuses on current problems organizations worldwide face in implementing digital transformation. The digital talent gap is increasing daily with the development of new AI, Big Data and other digital technologies. Hence, it is important for human resource departments and leaders to quickly address and resolve digital talent gaps to realize the advantages of digital transformation and a return on their heavy investment.

Skilled immigration to fill talent gaps: A comparison of the immigration policies of the United States, Canada, and Australia

The globalization of the world economy, the growing boundary-less nature of the workforce, and the reduction in immigration and emigration barriers to the movement of people have helped fuel a “war for talent” (Chambers et al. in McKinsey Q 3(3):44–57, 1998) worldwide. In this paper, we study the immigration policies of three of the most popular destinations of skilled immigrants – the US, Canada, and Australia. According to the 2018 Global Talent Competitiveness Index (Global Talent Competitiveness Index, 2018), these three countries were among the top 15 most attractive destinations in the world, attracting two-thirds of all skilled immigrants worldwide. We analyze the policy frameworks of these countries in terms of attracting skilled immigrants and their evolution over time. We compare and contrast these frameworks and explain how they are similar to and different from each other. We also analyze the background of the immigrants and their overall success in integrating into their host societies. Finally, we provide recommendations on how to make these policies more effective, and how they could help countries in the global battle for talent.

Competitors take note: how China manages its tech skills resources

Purpose The research article looks at how well China is managing its tech skills resources in major industries. Design/methodology/approach The IBM Institute for Business Value in collaboration with Oxford Economics recently conducted a specific survey of more than 5,600 global business, government and education leaders on the topic of global workforce skills. More than 400 of the 5,600 executives surveyed were from China, representing 18 specific industries from across all major regions. The insights and opinions of these 400-plus Chinese executives inform this report about tech skills resources in China. Findings Seventy-one percent of corporate recruiters in China, say they cannot find applicants with sufficient practical experience, and 72 percent of the Chinese industry leaders surveyed report that gaps evidenced in the core skills of newly recruited employees is the single most significant business challenge they face. Research limitations/implications The interviews were performed in 2016 and the data analyzed in 2017 and 2018. Practical implications Seventy-one percent of Chinese executives believe that individuals should bear significant personal responsibility in developing and maintaining work skills. Originality/value This is a large sample of executives in major Chinese corporations and some representatives of Chinese educational institutions. Their insights about China’s talent gaps and what it is doing on many fronts to modernize its talent resources should be of interest to players in all competitive economies.

Sheffield Hallam University and Nestlé

Purpose Following a competitive bid, Sheffield Hallam University were successful in developing and delivering a Corporate Business and Management Degree, for Nestlé UK and Ireland. The purpose of this paper is to present a case study of how the degree programme has evolved and been developed into an apprenticeship, the challenges faced and the partnership approach taken to overcome them. It will also explore the impact on the apprentices, Nestlé and Sheffield Hallam University. Design/methodology/approach Information presented in the paper is drawn from the organisations own work in developing a degree apprenticeship programme. It builds on information from the original project brief and the bid, as well as on-going evaluation of how the programme is progressing. Findings Responding to talent gaps in the general management population the development of a level 6 Chartered Manager Degree Apprenticeship provides progression for future managers of Nestlé, offering a fast-track route into a career in business and management. The evolution of this higher degree apprenticeship scheme and potential benefits are brought to life in this case study. Originality/value The paper is based on the authors own experience and employer consultation.

Predicting coin flips: using resampling and hierarchical models to help untangle the NHL’s shoot-out

ABSTRACTRoughly 14% of regular season National Hockey League games since the 2005–06 season have been decided by a shoot-out, and the resulting allocation of points has impacted play-off races each season. But despite interest from fans, players and league officials, there is little in the way of published research on team or individual shoot-out performance. This manuscript attempts to fill that void. We present both generalised linear mixed model and Bayesian hierarchical model frameworks to model shoot-out outcomes, with results suggesting that there are (i) small but statistically significant talent gaps between shooters, (ii) marginal differences in performance among netminders and (iii) few, if any, predictors of player success after accounting for individual talent. We also provide a resampling strategy to highlight a selection bias with respect to shooter assignment, in which coaches choose their most skilled offensive players early in shoot-out rounds and are less likely to select players with poor past performances. Finally, given that per-shot data for shoot-outs do not currently exist in a single location for public use, we provide both our data and source code for other researchers interested in studying shoot-out outcomes.

Talent Management by Capacity Development of the Employees

The changing trends have clearly indicated that the transformation of management from regular routine recruitment process to focus towards intangible capital management. In knowledge oriented society human capital is a strategic resource in attainment of competitive advantage. Talent Management by capacity development of the employees is striking for numerous reasons as it is the best remedy to achieve the entire organizational goal with few employees who are the key players and best performers. The workforce development is necessary for upcoming challenges like again economy being hit by recession, Talent Management by capacity development of the employees makes it more enhanced wherein the worker’s potential grows manifold.Capacity development is a process of change and it is about managing transformations. People's capacities and institutional capacity and a society’s capacity change over time. My research basically focuses on the capacity development of the employee’s aspect by observational research method. Talent management is basically constituent of five elements such as attracting, selecting, engaging, developing and retaining employees and it is generally concerned with identifying the talent gaps, succession planning, retaining talented employees by variety of initiatives as well as implementing different strategies.

Exceptional HR leadership rests on four foundations

Purpose – Considers the four foundations of exceptional human resource (HR) leadership – strong business acumen, trustworthy leadership, great HR expertise and cultural stewardship – that must be in place to meet current and future human resource challenges. Design/methodology/approach – Considers the four foundations of exceptional HR leadership – strong business acumen, trustworthy leadership, great HR expertise and cultural stewardship – that must be in place to meet current and future human-resource challenges. Findings – Advances the view that if one of the cornerstones is weak or ineffective, the ability of the HR leader and his or her team to be exceptional is greatly impaired. Practical implications – Reveals how to take HR to the next level. Social implications – Demonstrates how HR leaders can add value and improve the competitiveness of their enterprises. Originality/value – Explains how HR can best overcome the challenges it faces in respect of talent gaps, process failures, compensation and benefits repositioning, workforce realignment, dealing with budget cuts and fiscal constraints, lack of front-line management buy-in, compliance, increased time constraints and the need to help with technological implementation, strategy execution and improving profitability.

Challenges and solutions for marketing in a digital era

Internet usage continues to explode across the world with digital becoming an increasingly important source of competitive advantage in both B2C and B2B marketing. A great deal of attention has been focused on the tremendous opportunities digital marketing presents, with little attention on the real challenges companies are facing going digital. In this study, we present these challenges based on results of a survey among a convenience sample of 777 marketing executives around the globe. The results reveal that filling “talent gaps”, adjusting the “organizational design”, and implementing “actionable metrics” are the biggest improvement opportunities for companies across sectors.

Next Generation Talent Management-Perceptions

The term “talent management” refers to managing the entire employee lifecycle, from attracting and hiring to promoting and finding a successor upon retirement.clear understanding of the organization’s current and future business strategies. Identification of the key gaps between the talent in place and the talent required to, drive business success A sound talent management plan designed to close the talent gaps. It should also be integrated with strategic and business plans Accurate hiring and promotion decisions .Connection of individual and team goals, to corporate goals, and providing clear expectations and feedback to manage performance. Development of talent to enhance performance in current positions as well as readiness for transition to the next level. A focus not just on the talent strategy, itself, but the elements required for successful, execution. Business impact and workforce effectiveness measurement during and after implementation. Management Leaders are Making Inroads There's no doubt about it - the struggle for top talent has gotten more intense 2009.As a result, more and more leading-edge companies are looking to identify, foster and develop better performance from within. And they're making huge inroads towards winning the war. The Success Stories section of the report will explore several specific examples of these changes at work. India is well known for its entrepreneurial and highly-educated talent base, and is the third largest pool of scientists, engineers and technicians, after the US and Russia. More and more attention is being paid to how it will continue to develop its intellectual and managerial talent and management practices in order to achieve an international standard that will take it into the future. The country’s centuries-old history of entrepreneurship across almost every industry sector has been founded on its people’s sound business fundamentals and passionate commitment to success.

Benchmarking Industry Talent Needs

Talent & Technology Since 2004, Schlumberger Business Consulting (SBC) has produced the SBC Human Resources (HR) Benchmark to assess the global supply and demand for petrotechnical professionals (PTPs; covering geosciences and petroleum engineering disciplines) and highlight best practices in talent management. This annual survey has become the reference point for industry professionals who seek talent strategies that have a measurable impact on business results. The survey has found its place within the SPE Talent Council,* whose members, some of whom participate in the survey, use the results as a basis for discussion to identify potential areas of industry collaboration to improve the quantity and quality of talent available. The SBC copyrighted The Supply Chain of Talent (Fig. 1) is the cornerstone of the SBC HR Benchmark. This framework was established by SBC to provide a holistic and systemic way to understand and address overall HR challenges in the industry. Many SBC clients today adopt The Supply Chain of Talent in their HR planning and management processes to address difficult HR issues that have proven complicated in the past. Addressing all these HR components in an integrated way has resulted in a higher impact than a piecemeal approach. The 2009 Benchmark results were presented during the annual SBC HR Forum in December. More than 20 global companies comprising national oil companies (NOCs), majors, independents, and 70 universities, which offer geosciences and petroleum engineering programs, participated in the survey. Three major observations were made based on the survey findings: In the recent economic downturn, international oil companies (IOCs) decreased their recruitment targets more than NOCs, putting university oil- and gas-related programs at risk and possibly creating future talent gaps. Oil and gas companies have taken steps to adjust their demographic profiles. Coaching is a valuable tool to reduce the time to autonomy for PTPs. *The SPE Talent Council was formed in 2007 to provide a forum in which industry, academia, and nongovernmental organizations could collaborate on initiatives to increase the quantity and quality of talent available to the industry.

FedEx Ground retools its succession planning and development processes to deliver business results

AbstractA revamped succession planning process at FedEx Ground keeps succession and development decisions clearly focused on the road ahead to ensure the company has its best talent ready for those roles that drive its business strategies and critical initiatives. Changes to the annual talent review process were designed to find and close talent gaps in pivotal leadership roles and competencies, where near‐term talent shortages could pose significant business risks. Prework and the review meeting agenda concentrate the discussion on whether the high‐potential and promotable individuals are filling these pivotal roles and being developed as rapidly as possible. Enabled by a robust technology platform, officers can also devise broader targeted actions across the organization for addressing shared developmental needs related to critical leadership competencies. © 2009 Wiley Periodicals, Inc.