Talent Management Challenges Research Articles

Human Resource Development Before, During, and After Military Leave

The Problem Many organizations are ill-equipped to mitigate the talent management challenges associated with extended leave for military reservists. Today, reservists take more long-term leave from civilian employment than at any point in modern history, due to more frequent and longer periods of active service resulting from persistent conflict. Yet, there is a lack of research on managing the dual careers of military reservists, and limited guidance is available for human resource development (HRD) professionals. The Solution We propose that opportunity exists in the effective career management of reservists, who receive extensive military training. This article draws on inclusivity research to provide a model for managing the HRD aspects of extended military leave. Rather than focusing on the compliance aspects of military leave, we believe organizations can increase the performance, commitment, and career progression of reservists to better capitalize on the skills and competencies gained through military service. The Stakeholders This article offers practitioners of HRD and HRM insights into building inclusive organizations for military reservists. Implications may also be of interest to scholars of military psychology, military reservists, and military-connected employees.

Is Leadership Ability Rewarded by the Auditing Profession?

Today’s business world calls for leaders, and the auditing profession is no exception. Informed by emerging research on individual auditors, we investigate whether and how leadership ability, an attribute the auditing profession strongly emphasizes, is rewarded by the audit labor market. Using unique Swedish register data on qualified auditors, we show that leadership ability is a strong predictor of CPAs’ job-related income and career success. We also document that the labor market return to auditors’ leadership ability is related to revenue-generating activities. Our results speak to the auditing profession’s talent management challenges as we find that leadership ability is rewarded relatively late in the career, and monotonically increases for older age groups. Further, for those who depart the auditing profession, the return to their leadership ability is significantly higher after leaving. Our findings are salient given the concerns about the attractiveness and sustainability of the auditing profession.

Identifying Challenges in Talent Management in the Public Educational System

PurposeThis study was conducted to identify the challenges of talent management in the public education system and to provide the possibility of recommending strategies.MethodologyThe present study was qualitative and the statistical population included professors, specialists and experts in the field of talent management. The statistical sample consisted of 20 experts in the field of talent management and university professors who were purposefully selected and interviewed. Data collection tools were done through semi-structured interviews with 20 experts in education in Gilan in 2019, which after providing all the new ideas, by the interviewees to analyze the data and answer questions using a qualitative analysis method. The theme was used.FindingsThe results showed that there are 16 challenges in the public education system that hinders the effective efficiency of talent management in the body of education. Among these challenges are the application of personal opinion in evaluations and the lack of an appropriate motivational approach that was presented in the challenges of talent management in the education system, after description, comparison, analysis and interpretation.ConclusionAccording to the results of this study, the method of talent management in Gilan Education Organization is not accepted by any of the experts participating in the research and in terms of appropriate arrangements of this organization to address the challenges identified by this research, it seems necessary.

One finance: dealing with Nigeria’s highly-skilled talent constraints

Learning outcomes This case study aims to provide students with: an understanding of the unique challenges companies in Africa face in attracting and retaining highly-skilled human resources. The ability to critically evaluate various talent recruitment, development and retention options available to companies in Africa. Case overview/synopsis This case study examines the talent management challenges faced by Chijioke Dozie, CEO of Nigeria-based financial services company One Finance (OneFi). Under the brand name Carbon, OneFi operated a digital financial services app that offered loans, bill payments, an investment platform and an electronic wallet. However, Nigeria did not have many professionals with experience in consumer lending and certain technical skills, particularly data scientists and software engineers, was hard to find. Data scientists, for instance, were not only in short supply in Nigeria but also they were in high demand globally. OneFi, therefore, competed against top employers throughout the world, but with a start-up budget. OneFi’s talent management dilemma is a common challenge faced by companies operating within under-developed African economies. The insights and learnings from this case are, therefore, also applicable to other businesses on the continent. Complexity academic level MBA Post Grad. Supplementary materials Teaching notes are available for educators only. Subject code CSS 1: Accounting and Finance.

Liability of Asianness? Global talent management challenges of Chinese, Japanese, and Korean multinationals

Within a short time, China, Japan, and Korea have produced worldwide leading multinational enterprises (MNEs). As they expand globally, these companies face major challenges in global talent management (GTM). This article provides a comparative analysis of the major GTM challenges MNEs from these countries experience and the underlying reasons thereof. Our comparative overview reveals similarities in ethnocentric staffing, traditional headquarters-driven organizational cultures, and home-country language policies. While there are striking differences in performance appraisal, reward and compensation, and promotion and career advancement, these GTM practices of Chinese, Japanese, and Korean MNEs are converging to Western style global best practices, though at different levels. Building on and enriching the convergence debate and the distance literature, we identify organizational and country characteristics that help better understand the reasons for these similarities and differences.

Talent Management Challenges: A Comparison Study between Local and Foreign Firms in South Korea

The different institutional contexts in which business practice talent management (TM) lead scholars to challenge the validity of the standardised global best practices. This paper identified three types of obstacles (internal and external, and strategic talent management) to pursue effective talent management in firms in South Korea using an institutional theory lens. Mixed methods approach was utilised: 55 semi-structured interviews from CEO levels to general employees from South Korean and non-South Korean employees, as well as 161 survey from local and foreign firms. Contrary to expectations, cultural obstacles were weakly related to talent management implementation, whereas less internationalised HRM practices strongly hinder the effective talent management implementation. It reveals that firms in South Korea have been in the process of decoupling its traditional organisational culture. Additionally, this study shows the faced challenges are different according to the firm ownership in the South Korean context, the concept of homogeneity is rejected. In particular, collectivism is only shown in local firms as a main obstacle. These fresh evidences guide future comparative TM research direction, between Western and non-Western emerging countries.

Talent Management in South Asia: Prospects and Challenges

Talent management (TM) strategies are becoming significant to gain competitive and sustainable advantages through proper utilization of talent. The current study aims to investigate the concept of talent management along with its major strategies and to analyze the prospects and challenges of talent management in the context of South Asian countries. Using a comprehensive search of previous articles, the researchers critically reviewed the emerging strategies, prospects, and challenges of talent management. Particularly, this paper contributes to precisely defining talent, talent management, strategies of talent management, and its significance for the organizations. The study concluded that the significant challenges encompassing the talent management spheres of South Asian countries are many. They include a problematic process of identification of potential talent due to a shortage of skilled labor force, development and nourishment of talent by overcoming the bureaucratic and traditional management style, rife competition for the limited talent pools, non-existent of strong employer brand trend and ongoing brain drain. However, TM appears as prospectus towards South Asian countries as previous studies found that TM strategies contribute to improving financial and non-financial performance, employee productivity, degree of employee commitment, customer satisfaction and reduced turn-over rate. Furthermore, after analyzing the prospects and challenges of talent management, this paper provides future research direction to conduct more research in the field of talent management.

Talent management and unions

PurposeThe purpose of this paper is to examine the Hotel Workers Union and its impact on talent management in the New Zealand hospitality sector using the corporatist framework drawing primarily on the works of Schmitter (1979) to construct a critical, historical employment relations approach.Design/methodology/approachThe data for this paper were gathered as part of a history of employment relations in the New Zealand hotel sector from 1955 to 2000. The main methods were, namely, semi-structured interviews and archival research.FindingsThis study found a historical employment environment of multiple actors in the employment relationship, with hotel unions playing a more complex and nuanced role to influence talent management in the New Zealand hotel sector. The paper suggests that neither the hotel union nor employers effectively addressed talent management challenges in this sector.Research limitations/implicationsThe study contributes detailed empirical knowledge about historical relationships between hotel unions and talent management issues in New Zealand.Originality/valueThe paper argues that applying a corporatist perspective to the history of the Hotel Workers Union and the issues of talent management that result from that history provides a unique and insightful contribution to the field

Evolving talent management patterns and challenges in Russia and Kazakhstan

Purpose The purpose of this paper is to investigate the evolving patterns and challenges of talent management (TM) in the emerging markets of Russia and Kazakhstan from the employer perspective. Increasing the understanding of how TM is recognized from the employer perspective may better equip us to address how to effectively manage and lead the available talents in these and other emerging markets. Design/methodology/approach The authors conducted a qualitative study comprising 50 semi-structured interviews, with 37 business leaders from Russian subsidiaries, and 13 from Kazakh subsidiaries, in all cases of Nordic Multinational enterprises (MNEs). Findings The study supports the object approach to TM in the emerging markets of Russia and Kazakhstan. The authors reveal that the exclusive and developable talent philosophy is predominant in these emerging markets, where TM faces the challenges of fierce competition for talents and an insufficient supply, so business leaders tend to be reluctant to inform employees of their talent pool membership. The results demonstrate that MNEs do not act independently of context, thus supporting calls for consideration of the local institutional context. Originality/value TM is still a somewhat novel idea in many emerging economies, and challenges related to managing talents are believed to be far more complex in such settings. Furthermore, to the best of authors’ knowledge, no studies have investigated the notion of talent and TM conceptualization in the emerging markets from an employer perspective.

The new talent management challenges of Industry 4.0

PurposeThe transformational changes to business environments brought about by the fourth industrial revolution create a perfect storm for strategic human resource management, prompting a need to explore the implications of this context for talent management theory and practice. The paper aims to discuss these issues.Design/methodology/approachIn-depth interviews were conducted with HR directors and senior leaders within engineering-led organisations to explore current challenges experienced across each stage of the talent pipeline: attraction and recruitment, training and development, career development, talent mobility and succession planning.FindingsThe speed of technological change brought about by Industry 4.0 had created a significant gap between current capability of employees and the rapidly evolving requirements of their roles, prompting a need to consider new and more effective approaches to talent development. Middle managers are increasingly recognised as overlooked critical talent within this context of unprecedented change, given their essential role in change management. In addition, whilst lateral hiring remains a common talent management practice, in the case of Industry 4.0 this equates to fighting a war for talent that does not exist.Practical implicationsThis study suggests that there is a need for evolution of talent management theory and practice towards a more dynamic, systems-thinking orientation, acknowledging the interrelated nature of different talent management activities.Originality/valueThis paper provides an in-depth insight into the impact of the unprecedented change brought about by Industry 4.0 on contemporary talent management practice, considering how theory and practice might need to evolve to enable individuals and organisations to keep up with the rate of technological change.

Talent Management for Organisational Performance Development in Bangladesh Private Industry Context

The primary objective of this study is to identify the challenges of talent management (TM) practices within private organisations in Bangladesh. This explorative study used unstructured interview methods for the data collection. This study conducted only ten interviews including seven experts from the private sector of Bangladesh and three scholars from reputed universities of the country. After a sequential analysis of all the transcripts of the interviews, four main areas have been identified as the main challenges for talent management practices and performance development in Bangladeshi private organisations: (1) high expenditure; (2) lack of government support; (3) poor awareness; and (4) very few skilled trainers. This study includes a discussion on how TM can be applied in Bangladesh for the development of organisational performance.

Talent Management in South Asia: Prospects and Challenges

Talent management (TM) strategies are becoming significant to gain competitive and sustainable advantages through proper utilization of talent. The current study aims to investigate the concept of talent management along with its major strategies and to analyze the prospects and challenges of talent management in the context of South Asian countries. Using a comprehensive search of previous articles, the researchers critically reviewed the emerging strategies, prospects and challenges of talent management. Particularly, this paper contributes to precisely defining talent, talent management, strategies of talent management and its significance for the organizations. The current study concluded that the major challenges encompassing the talent management spheres of South Asian countries are strenuous process of identification of potential talent due to shortage of skilled labor force, development and nourishment of talent by overcoming the bureaucratic and traditional management style, rife competition for the limited talent pools, non-existent of strong employer brand trend and ongoing brain drain. However, TM appears as prospectus towards South Asian countries as previous studies found that TM strategies contribute to improve financial and non-financial performance, employee productivity, degree of employee commitment, customer satisfaction and reduce turn-over rate. Furthermore, after analyzing the prospects and challenges of talent management, this paper provides future research direction to conduct more research in the field of talent management.

Who Wants to Be an Intrapreneur? Relations between Employees' Entrepreneurial, Professional, and Leadership Career Motivations and Intrapreneurial Motivation in Organizations.

This paper reports an empirical study conducted to examine the relationship between employees’ Entrepreneurial, Professional, and Leadership (EPL) career motivations and their intrapreneurial motivation. Using data collected from 425 working adults in the research/innovation and healthcare settings, we develop a self-report measure of employee intrapreneurial motivation. We also adapt an existing self-report measure of E, P, and L career motivations (previously developed and used with university students) for use with working adult organizational employees. Confirmatory factor analysis indicate that E, P, and L motivations and intrapreneurial motivation can be measured independently and reliably, while regression analyses show that the employees’ E, P, and L motivations all contribute to explaining variance in their intrapreneurial motivation. Individuals with high E, P, and L motivational profiles are also found to have the highest intrapreneurial motivation scores, while those low on E, P, and L motivations have the least intrapreneurial motivation. Our findings suggest that the potential for intrapreneurship is not unique to only entrepreneurial employees. Instead, one can find intrapreneurs among employees with strong leadership and professional motivations as well. We discuss the findings in the context of generating more research to address the challenges of talent management in the 21st century knowledge economies where there is greater career mobility and boundarylessness in the workforce.

The war for talent: human capital challenges for professional service firms

Professional service firms face particular human capital challenges. This study reflects on the distinctive characteristics of professional service firms through the concepts of knowledge intensity, low capital intensity and professionalized workforce. Based on in-depth interviews with 21 partners of Australian law firms, we provide empirical evidence on the war for talent challenges faced by professional service firms and in particular, law firms. The findings point to talent management challenges including reputation building and maintenance, employee autonomy, knowledge acquisition, revenue and profitability through internationalization, managing knowledge across borders, managing employee mobility, talent acquisition and retention, talent engagement, performance management and developing leadership capability. These challenges are important issues to be considered by professional service firms as they attempt to compete more effectively in global business contexts.

Critical success factors, challenges and obstacles in talent management

PurposeThe purpose of this paper is to identify the obstacles and challenges of talent management as well as its success factors in Iranian automotive industries.Design/methodology/approachThis research is a kind of discoverer research done by qualitative approach. The methodology to data collection was interview and research sample was 15 manager in automotive industries. Data analysis was carried out by the coding method, and concepts, minor and major contexts were extracted and lastly the conceptual framework was formed.FindingsBased on the findings of the research, framework of obstacles and challenges in talent management was classified into four categories that are structural challenges and barriers, environmental challenges and barriers, behavioral challenges and barriers and lastly managerial challenges and barriers. In addition, the framework of talent management success factors were categorized into three main sections that are structural success factors, environmental success factors and finally managerial success factors.Originality/valueProblem finding of talent management in automotive industry and identifying obstacles, challenges and success factors in talent management with qualitative approach through interviews with experts from the Iranian industries is the research value.

Wanting it all: the challenges of managing young talent in transition economies

PurposeThe purpose of this paper is to identify challenges of talent management (TM) of transition economies, based on a study of employee and employer obligations as elements of anticipatory psychological contracts (APC) among young entrants to labor market. The authors aim to analyze how APC differ between transitional and non-transitional countries and also if there are differences between transitional countries.Design/methodology/approachThe authors used a quantitative research design and conducted a survey using the PC inventory among business students in Poland and Slovenia and the UK (as a control group).FindingsThe authors found that APC in transitional countries differ significantly from the control group, with Polish and Slovenian APCs being more transactional and less relational than in the UK. Also, there are several differences between Poland and Slovenia, suggesting that Central and Eastern Europe transitional countries cannot be considered a single region in this respect.Practical implicationsThe authors identified challenges related to TM in transitional countries based on APC characteristics and proposed several ways in which employers and educators could help to build more realistic expectations and thus helping young talents with their transition from education to labor market. By increasing the understanding of APC employers can improve their TM practices for the young talents.Originality/valueThe study offers unique insights into APC of the young entrants to labor market in transitional countries, with regard to both employee and employer obligations. The three types of APC were studied along with particular dimensions of APC. The authors linked TM to the APC characteristics. Based on the results, the authors propose that socio-economic context as well as national culture should be considered as antecedents of APC formation and given more attention in both psychological contract and TM research.

Talent Management and Organizational Quality Improvement

Today's challenges of talent management and organizational quality improvement are very different from the challenges that were facing businesses years ago. On a daily basis, businesses are facing competition to keep a substantial part of the market. Many companies have realized that to achieve this goal, you need to invest more significantly in organizational quality management and human resources. Most managers have now realized that investing in quality management and to their employees development makes the company successful. Management of talent and quality has become a central component of functional and organizational strategic development. Talent and quality undoubtedly should be developed and continuously improved within an organization. The importance of quality and talent management has been a priority in the life cycle of organizational quality activities and Human Resources (Dhanabhankyam & Kokilambal, 2014). Good talent and quality management provides a quality assurance and confidence to the organization. By having guaranteed quality and talented employees, the organization creates competitive advantage (Lawler, 2009). Quality and talent management strategies are important to any organization, regardless of how profitable they are. In this context, the question we seek to answer in this paper is: Which are the most successful talent and quality management in various international companies and how much important are these strategies to be implemented in the Albanian and Kosovar companies? Results of this analysis will help us better understand the importance of quality and talent management within an organization and the benefits brought by them to the performance of the organization in the globalization era. DOI: 10.5901/ajis.2015.v4n3p157

Talent Management as a Source of Competitive Advantage

In this dynamic and competitive business era organizations are facing challenges in talent management. Talent management of talented worker is becoming of great importance for the organizations which are working on global level. The demand for key position talented employees is high because those are the persons who will steer the organization and will be responsible to take the organization towards the peak of success, this is the reason organizations are in a state of fight for the best people. The major goal of every organizational strategy is to enhance the effectiveness and efficiency of the operation which could lead the organization to success. Talent Management is essential when the organizations will like to build winning teams which will be formed by talented personnel.

Leadership and public relations in two emerging markets: A comparative study of communication management in Latvia and Russia

This study investigates perceptions of public relations leadership in two emerging markets—Latvia and Russia—via an online survey of a diverse pool of public relations practitioners. This effort is guided by Meng and Berger’s (2013) model of excellent public relations leadership. Additionally, this study moves a step further by seeking to understand how national sociopolitical contexts shape leadership in public relations. Results show a number of similarities and differences in Latvian and Russian participants’ interpretations of professional leadership. Gaining access to the dominant coalition, or decision-making authority in the organization is perceived as an important ability in both countries. Challenges of talent management are more acute in Russia than Latvia.

Practices for engaging the 21st century workforce: challenges of talent management in a changing workplace

Practices for engaging the 21st century workforce: challenges of talent management in a changing workplace