Talent Management Challenges Research Articles

Talent Management in the Age of Digital Disruption: Challenges and Opportunities

The rise of digital disruption has fundamentally transformed the landscape of talent management, presenting both challenges and opportunities for organizations. This article examines how businesses are adapting their talent management strategies to cope with the rapid advancements in technology, such as artificial intelligence, automation, and the growing prominence of remote work. The study explores the challenges posed by digital disruption, including the widening skills gap, the need for continuous reskilling, and the increasing competition for top talent in a globalized workforce. On the other hand, digital tools also offer opportunities for organizations to enhance their talent acquisition, development, and retention processes. The use of data analytics and AI-powered recruitment tools, for instance, allows for more efficient and data-driven decision-making in hiring and workforce planning. Furthermore, the integration of learning management systems and virtual collaboration tools facilitates employee development and enables organizations to foster a more agile and adaptable workforce. The article presents case studies from various industries, demonstrating how companies are leveraging digital solutions to overcome talent management challenges while embracing opportunities for growth and innovation. The findings suggest that organizations that prioritize digital transformation and align their talent management strategies with technological advancements are better positioned to thrive in an increasingly competitive and digital-first world.

Gen Z talent management: Hospitality industry insights

Talent management is crucial to the success of the hospitality industry, with its impact on the industry’s ability to attract, develop and retain talent. This paper examines talent management challenges and opportunities in preparing Generation Z students for future work using semi-structured focus groups with a sample of 55 participants from the Dutch hospitality industry (industry professionals, teaching staff, and students). Findings highlight flexibility, open communication, growth opportunities, technology integration, and teamwork as critical for engaging Generation Z. The importance of modernizing educational curricula, prioritizing experiential learning, and encouraging collaboration between education providers, the industry, and policymakers is also highlighted.

Gig workers as sustainable human resource: A study of freelancer value proposition and its impact on platform usage intentions

BACKGROUND: e-lancing rapid growth poses new challenges in talent management. Gig workers have become an alternate workforce to the organization, which offer technical skills, flexible working hours and cost-effective solutions. This study extends the conceptualization of employee value proposition in the context of freelancers. OBJECTIVE: The purpose of this study is to investigate the role of freelancer value preposition and platform trust in shaping platform usage intentions. The reflective-formative model is designed to comprehend the freelancer value proposition. METHODS: Online survey method was used and data was collected from 454 freelancers with the help of an adapted questionnaire. PLS-SEM is applied to test the hypothesis. RESULTS: The results exhibit that the Developmental Value (DV), Economic Value (EV) and Social Value (SV) contribute positively in the Freelancer Value Proposition. Furthermore, it shows that attitude towards the use of platform partially mediate platform usage intentions; Moreover, Platform trust has a positive impact on platform usage intentions. CONCLUSIONS: Based on the freelancer value proposition, the study emphasizes on the need to develop relationship with gig-workers in order to fulfil the rising demand of sustainable workforce and to remain competitive in the dynamic business environment.

TALENT MANAGEMENT IN DIGITAL AGE

In the rapidly evolving landscape of the digital age, talent management has emerged as a critical focal point for organizations seeking to thrive amidst technological disruption and intense market competition. This abstract provides an overview of the challenges and opportunities presented by talent management in the digital era. The digital age has ushered in unprecedented changes in how businesses operate, demanding a workforce equipped with advanced digital skills and adaptability to navigate complex technological environments. As such, talent management strategies must evolve to attract, develop, and retain individuals capable of driving innovation and sustaining competitive advantage. Key challenges in talent management in the digital age include identifying and assessing digital skills, fostering a culture of continuous learning and upskilling, and leveraging technology to optimize recruitment, performance management, and employee engagement processes. Moreover, organizations must contend with the rise of remote work and the gig economy, which require new approaches to talent acquisition and retention. Despite these challenges, the digital age also presents unique opportunities for talent management. Advances in data analytics enable organizations to gain insights into workforce trends and performance metrics, facilitating informed decision-making and personalized employee development strategies. Furthermore, digital platforms and collaboration tools empower employees to connect and collaborate across geographical boundaries, fostering innovation and knowledge sharing. To capitalize on these opportunities, organizations must adopt a holistic approach to talent management that integrates digital technologies with human-centric practices. This involves aligning talent strategies with business objectives, cultivating a supportive learning culture, and nurturing a diverse and inclusive workforce that reflects the evolving needs of the digital economy. In conclusion, talent management in the digital age requires a proactive and adaptive approach that embraces innovation, collaboration, and continuous learning. By addressing the challenges and seizing the opportunities presented by digitalization, organizations can build a dynamic and resilient workforce capable of driving sustainable growth in an increasingly competitive global market.

In-depth exploration of talent management strategies within banking environments

The banking industry, marked by dynamic market conditions and evolving customer expectations, encounters distinctive challenges in talent management. Talent management, covering recruitment, development, and retention, plays a crucial role in ensuring the competitiveness of banks. This research conducts an in-depth exploration of talent management strategies in banking environments to unveil the nuances contributing to organizational success. The primary objective is to investigate and assess the effectiveness of talent management strategies by banks to attract, nurture and retain skilled professionals. The paper examines relevant publications, utilizing a methodological approach that spans from 2018 to 2023. Data are extracted from scientific literature databases to ensure a comprehensive analysis. The findings indicate heightened academic interest in talent management within the banking sector, emphasizing the urgent need for further research. The paper provides valuable insights for academia and the banking sector, serving as a foundation for future Data-driven research on talent management and hiring strategies in the banking industry and the broader financial domain.

An employee perspective towards talent management challenges in service sector

An employee perspective towards talent management challenges in service sector

Multi-level challenges in talent management in a post COVID-19 future: Examining the banking sector in Vietnam

Multi-level challenges in talent management in a post COVID-19 future: Examining the banking sector in Vietnam

The impact of digital skills, human centric culture, employee wellbeing, and HR analytics on talent management in the Sultanate of Oman: A quantitative study

Talent management is of utmost significance in contemporary organizations striving to navigate the challenges of the current environment effectively. This research aims to explore the perspectives of talent management development practices in the Sultanate of Oman and assess the influence of digital skills, human centric culture, employee wellbeing, and HR analytics on shaping talent management in the region. Employing a quantitative approach, the study was conducted across various organizations in the Sultanate. The findings are based on data collected from a sample of 207 respondents comprising human resource managers from diverse sectors in the Sultanate of Oman, obtained through an online questionnaire using nonprobability sampling. The study substantiates that variables such as digital skills, employee wellbeing, human centric culture, and HR analytics exhibit a significant positive association with talent management, thereby bolstering the mechanisms of talent management within companies in the Sultanate of Oman. These results have immediate implications for talent management practices, ensuring efficient discovery, attraction, development, evaluation, and retention of talented personnel within organizations. As a recommendation, this study proposes that all organizations in the Sultanate of Oman devise a comprehensive list of processes and HR activities to address talent management challenges in the post-COVID era, ultimately enhancing work efficiency and adeptly responding to emerging trends.

Trends and challenges in talent management – mind map

Trends and challenges in talent management – mind map

Understanding talent management challenges in changing times and workforces

Globalisation, competitiveness, and digitalisation pronounce the need for quantitative analysts, who already represent a scarce skill. Add to this the increased debut of Millennials in the workforce with their own combination of needs and expectations and the need for effective talent management in itself becomes an urgency and a challenge. This paper aims to understand the talent management challenges faced by organisations in dire need of quantitative analysts. A sample of 196 quantitative analysts was drawn from a population of 361 using the simple random sampling technique. Data was collected using questionnaires and interviews. Factor analysis and Cronbach’s alpha coefficient were respectively used to assess the validity and reliability of the questionnaire. Descriptive statistics were used to assess quantitative data whilst qualitative data was analysed using thematic analyses. The findings exhibit that pivotal to managing talent in the bank are the human resources practices of attraction, recruitment, and employee engagement. Furthermore, for talent management to be effective, there has to be a commitment to the process from all levels of the organisational structure. Also, Millennials value upskilling or development, knowledge management (Naim & Lenka, 2018; Wetprasit, 2016), and work-life balance more than monetary recognition. Recommendations are presented to provide organisations with guidelines on effective talent management models (Younas & Bari, 2020) and how to overcome talent management challenges and enhance the retention of their scarce resources

Editorial: Unveiling the intersection of governance and behavior: Insights from varied domains

This issue features a diverse selection of research articles covering a wide range of topics, including supply chain distribution, economic evaluation of costs, challenges faced by informal traders, the effects of macroprudential regulation, sustainability reporting, well-being in the funeral parlor industry, application of green accounting, self esteem, and job satisfaction among academic staff, science under occupation, oil exchange rates and organizational performance, the efficiency of zakat institutions, corporate social responsibility (CSR) adoption, talent management challenges, business risks, the impact of trust, and the impact of resilience.

Identifying and Analyzing Talent Management Challenges of Marketing Resources from an Indian Perspective

For the Indian organizations setting up the marketing function the right way has always been a challenge and the primary reason for the same has been due to the challenge of lack of suitable marketing talents. This paper attempts to explore a possible way to fight out this challenge.

Talent Management Challenges in the Pandemic Covid-19 era

Talent Management Challenges in the Pandemic Covid-19 era

Talent management practices in a selected South African higher education institution

Organizations utilize talent management as one integrated method to attract and retain staff, resulting in long-term competitive advantage. However, it has emerged that higher education institutions (HEIs) in South Africa (SA) are experiencing talent management challenges. The study aimed to establish talent management practices that are poorly managed in a selected SA HEI and further recommend ways to improve talent management practices leading to sustainable competitive advantage. The study was carried out using mixed methods within the interpretive and positivist research paradigms. This study interviewed 7 non-academic staff using purposive sampling; questionnaires were randomly distributed to 153 academic staff working at one selected HEI. Results of the study indicate shortcomings in workforce planning, succession planning, and performance management. It became clear that these three talent management functions were poorly managed by the HEI. This study further recommended ways to improve talent management practices that should significantly lead to the sustainable competitive advantage of the institution.

Reimaging Talent Management through Adaptive Performance in the Next Normal

Developing and retaining employees who are adaptable and demonstrate resilience is one of the major talent management challenges leaders are facing. In the Next normal when Organisations are dealing with new challenges post the pandemic there is a need to revisit how employee performance would be assessed. While the traditional approach has been to focus on task performance, in the current dynamic environment there is a need to develop and retain a workforce who are more adaptable and demonstrate resilience. Based on the need to deal with challenges and changes associated with Talent Management in the current, the study suggests the need to integrate adaptive measures of performance to be competent to perform in the future. The study draws attention to the importance of focusing on a performance management system as a talent management strategy to realize business value and reward the individual contribution of employees. Drawing on existing literature through a systematic review of existing studies the research identifies dimensions of adaptive performance and interventions by transformational leaders that can facilitate these behaviours and performance. The interventions are aimed at developing collaboration among employees, learning, adaptability and dealing with uncertain and complex situations. These interventions can support leaders to develop themselves as leaders to help Organisations to prepare for change. The managerial implications of the interventions are discussed and future areas of research are identified.

Role of Performance Management in Managing Talent Management Challenges during COVID-19 Pandemic and Beyond: A Conceptual Review

Significant talent management challenges have come from the COVID-19 pandemic, like (a) temporary halt for non-essential recruitment and layoff to cut cost (b) wage-freezes, wage reduction 8 bonus cancellations (c) changed mode of working i.e., teleworking (d) increased work stress etc. Furthermore, COVID-19 has revealed that many organizations do not use state-of-science performance management systems rather, they have relied on the traditional system of a performance management system which includes occasional evaluation and less effort in the alignment of employees, individual goals, and organizational goals. As a result of the lack of value provided by the traditional performance management system, many businesses are fully eliminating performance reviews. We assert that performance management meets significant managerial, strategic developmental, and organizational maintenance if executed using evidence-based recommendations and thus can solve contemporary talent management difficulties. In this paper, an attempt has been made to give some suggestions on how to accept and strengthen the performance management system to help organizations face unprecedented situations like the COVID-19 pandemic. The present study is review of many articles, research papers, books, blogs etc. The current study is based on secondary data.

Boomerang independent contractors: an experimental study using a psychological contract approach

The increasing prevalence of nontraditional work arrangements has led to new talent management challenges for organizations. Given independent contractors (ICs) have the potential to bring considerable value to an organization, it is in an organization’s best interest to establish a pool of loyal talent that is willing to return when needed (i.e. as boomerang ICs). Through the lens of the psychological contract, we examine factors that can contribute to retaining independent contractors. Using an international sample of ICs and an experimental research design, we demonstrate that ICs are less likely to return to an organization after a perceived psychological contract breach during a previous project for the same organization. This is especially true if they voluntarily work on a contract basis. Importantly, our results suggest that expectations of both a transactional and relational nature influence independent contractor loyalty to organizations. Our findings extend the limited research on talent management in nontraditional work arrangements, producing important theoretical and practical implications for the management of independent contractors within organizations.

Will the Robots Take Our Jobs? An Intersectional Study of Human Capital and Automation

In response to recent exponential advancements in computer technology (such as artificial intelligence, machine learning, and robotics), there have been several recent studies trying to assess the impacts on employment. Whereas most recent studies have focused on either the net effect on employment or the effect on particular occupation groups, this study extends this research by focusing on the social impacts in terms of the likely effect of various population groups. Employing a human capital and intersectionality lens, and a moderated-mediation analysis of Canadian 2016 Census data, this study finds that the likely effects of automation differ significantly depending on the intersections of income level, gender, and visible minority status, differences that for the most part are explained (or mediated) by human capital, especially education. However, a portion of the relationship between our intersecting variables and automatability is not explained by human capital variables, suggesting alternative explanations. We discuss the public policy implications, including the individual, employer, or government responsibilities for addressing the employability, labor market, human capital, and macro-level talent management challenges.

Talent management challenges during COVID-19 and beyond: Performance management to the rescue

The COVID-19 pandemic has resulted in significant talent management challenges including (a) hiring freezes and layoffs; (b) salary freezes, canceled bonuses, and pay reductions; (c) how work is done (i.e., teleworking); and (d) increased employee stress and burnout. Also, COVID-19 has made it evident that many organizations do not implement state-of-the-science performance management systems and, instead, have just performance appraisal systems that typically involve a once-a-year evaluation and review, little effort to provide feedback and coaching on an ongoing basis, little alignment between employee performance and the organization’s strategic goals, a focus on past performance only, and ownership by the human resources function instead of those rating and being rated. Thus, the lack of value contributed by the usual performance evaluation and review process is the reason why so many organizations are postponing or even completely discontinuing performance evaluations. We argue that when implemented using evidence-based recommendations, performance management (rather than appraisal) serves important administrative, strategic and communication, developmental, organizational maintenance, and documentation purposes and therefore can be particularly useful in addressing contemporary talent management challenges. We offer five recommendations on how to adapt and improve performance management that will help organizations navigate crises like COVID-19 and, just as importantly, allow them to thrive after the crisis is over: (1) measure results in addition to behaviors, (2) measure adaptive performance, (3) conduct stay interviews to retain top performers, (4) implement a multisource performance management system, and (5) collect and use performance promoter scores.JEL CLASSIFICATION: J5 Labor–Management Relations, Trade Unions, and Collective Bargaining; M1 Business Administration; M5 Personnel Economics

Academic talent: Perceived challenges to talent management in the South African higher education sector

Orientation: Talent management is one of the most important and key strategic issues facing managers in the South African (SA) higher education sector.Research purpose: The study aimed to establish talent management challenges at one selected SA public higher education institution (HEI) which offers contact tuition in the Western Cape.Motivation for the study: Emerging trends show talent management has since presented unique sets of challenges in the SA higher education sector. SA needs to attract and retain academic talent to reach target levels of education and skills development and also ensure tertiary institutions accomplish their visions and missions.Research approach/design and method: We conducted the study using the interpretivist research paradigm. Semi-structured interviews were applied to a purposive sample of 7 human resource (HR) professionals from one selected HEI in the Western Cape. Content analysis was used for data analysis.Main findings: We established that workforce planning, compensation and rewards, training and development, succession planning, recruitment, selection, and performance management were negatively affecting the talent management practices of the selected HEI.Practical/managerial implications: HR professionals can use the study findings as a basis for understanding talent management challenges in a selected HEI and what causes these challenges.Contribution/value-add: The study establishes an insight into the talent management challenges of a selected HEI and provides reasons for what causes them. It also made several recommendations to the institution in order to solve the talent management challenges.