Framework For Talent Management Research Articles

Proposed Framework for Talent Management in Egyptian Schools in Light of the Digital Age Requirements

Proposed Framework for Talent Management in Egyptian Schools in Light of the Digital Age Requirements

Breaking the Subjective Bias: Rethinking the Talent Management Model in the Ministry of Home Affairs

Objectives: The objective of this research is to address subjective elements in talent management assessment in civil service organizations, focusing particularly on the Ministry of Home Affairs. By investigating the effectiveness of the Sikerja application and proposing solutions to enhance objectivity, the study seeks to contribute practical insights for advancing talent management practices.Methodology: This research employed qualitative research, utilizing a case study approach. Through in-depth interviews with key personnel and a thorough literature review, data is collected and analyzed comprehensively.Finding: The study reveals significant shortcomings in Sikerja's ability to address subjectivity in performance appraisal at the Ministry of Home Affairs. It lacks rigorous testing and is influenced by personal biases, undermining its reliability. To develop a more effective talent management framework, the study proposes adopting a Data-Driven Decision-Making (DDDM) approach. This involves establishing an independent team to analyze performance data objectively, ensuring fairness and transparency. Finally, the study recommends developing a talent management model based on Berger's concept and data for continuous improvement.Conclusion: Developing a talent management model for the Ministry of Home Affairs requires an understanding of the current situation. The review of the Sikerja application highlights its limitations; subjectivity in assessments and the lack of scientific validation in its methods, which hinder its efficacy. Therefore, the author suggests adopting a Data-Driven Decision-Making (DDDM) approach in talent management. DDDM offers a robust solution by establishing an independent data analysis team, ensuring objectivity, and identifying areas for improvement. Integrating DDDM principles into all talent management stages will establish a framework promoting objectivity, transparency, and fairness, ultimately optimizing the workforce's potential.

The Implementation of Talent Management Implementation at Regional Employee Agency Wonogiri Regency Central Java

Bureaucratic Reform (RB) in Indonesia represents a strategic redesign of the bureaucratic system to adapt to societal and global dynamics. Within the spectrum of RB-induced changes, particular attention is given to human resources, with Talent Management emerging as a pivotal element aimed at enhancing the governance of civil servants (ASN). This research seeks to explore the implementation of Talent Management in the Regional Employee Agency (BKD) of Wonogiri Regency, examining both supporting and inhibiting factors, and proposing solutions in line with Policy Implementation theory. Employing qualitative research methods encompassing observation, interviews, and documentation, the study reveals that the implementation of Talent Management in Wonogiri Regency is generally commendable, driven by effective communication, the commitment of the Wonogiri Regent, and clear Standard Operating Procedures (SOPs). Nevertheless, challenges include the absence of assessors, lack of an Assessment Center, insufficient budget allocation, and the absence of a dedicated field for Talent Management. Mitigation efforts involve certifying assessor employees, proposing the construction of an Assessment Center, requesting budget allocations, and refining the organizational structure to address these challenges and further enhance the Talent Management framework.

Out of the Immigration Periphery: A Case Study of Competence-based Immigration Policy Development in Finland

An impending talent deficit caused by declining working age population and surging need of professionals pose a severe threat for the knowledge-intensive countries like Finland. Competence-based immigration can partially remedy the situation if supported by appropriate policy making and governance. Through multiple-streams framework (MSF) approach this intrinsic case study analyses the construction of the national macro talent management framework during the last two decades. By examining the policy change through MSF, the article demonstrates how the issue of competence-based migration was moved out of the ‘immigration periphery’ and bridged to the economic policy. The results show that despite the obvious need for strategic planning only trivial policy changes were made until recent years. This changed when a group of ‘policy entrepreneurs’ created a new narrative on immigration, defined a new policy arena, and firmly placed international talents on the policy makers’ agenda. Political changes and external trends fortified the favourable circumstances. With systemic approach and a clear mandate from the government, the window of opportunity for the economically and societally significant immigration policy making is now finally open. However, recruiters and the public need to embrace the ethnic and cultural diversity to reap the benefits of the renewed policy.

Developing a talent management framework for domestically and internationally trained nurses and midwives in healthcare organizations: A mixed-methods research protocol.

The aim of this study is to gather evidence on talent management practices for nurses and midwives in an Irish hospital group, to identify any shortcomings in the current practices and to develop an evidence-based talent management framework for the hospital group. This paper details a protocol for a mixed methods research study that will be used to (1) identify, critically evaluate and summarize academic scholarship on talent management strategies for both domestically and internationally trained nurses and midwives, leading to the development of a model of talent management for this study, (2) gather evidence from both domestic and internationally trained nurses and midwives, via questionnaires and focus groups within the hospital group on current talent management practices and (3) use the model previously developed to organize our findings and develop a talent management framework for the hospital group. The study will adapt a mixed methods approach. Quantitative data will be analysed using SPSS, and qualitative data will be analysed using NVivo. Our findings will support a stakeholder approach to the development of talent management practices for both domestic and internationally trained nurses and midwives in healthcare organizations. Doing so should improve the pipeline of suitably qualified nurses and midwives for future roles, by assisting nurses and midwives to identify career paths and future educational opportunities. From an organizational perspective, this research will allow healthcare organizations to adapt their current workforce planning strategies, tailoring them to the needs of the current workforce, which should reduce turnover, ensuring a highly skilled workforce, with the appropriate numbers to provide the care required within that healthcare setting. Contributions will be sought from nursing and midwifery staff and management within the hospital group.

Analysis of the connection between talent management and sustainable development

Industries are actively enhancing their long-term “sustainability”, which demands a spotlight on economic, social ecological performance simultaneously. A sustainable firm has a good chance to be substantially more prosperous tomorrow than it is today, and of remaining affluent for decades or generations, rather than simply months or years. Employees, as the most precious asset of a firm, should realize the value of sustainable development in order to increase output without adversely impacting natural resources or societal issues. Connecting the company’s sustainability plan with its talent management framework assists the organization in effectively ensuring long - term sustainability. The article’s objective is to explore various talent management techniques and assess their impact on achieving the organization’s sustainable performance through monetary, ecological, and societal impact. The information was gathered from HR managers at various star hotels in Tamil Nadu. Every aspect of talent management technique has had a substantial impact on the economic, environmental, and social implications of sustainability.

Quantifying the Higher Education Leadership Competency Framework for Talent Management in Malaysia

This paper presents how a Malaysian centre associated with the ministry of higher education developed a framework for assessing leadership abilities in higher education. A qualitative approach is used in this study and the primary focus was on group discussions involving human resource professionals and well-known academics from higher education. The result of this study shows that the Behavioral Event Interview (BEI) instrument is used to quantify each of the five clusters that make up the higher education leadership competencies framework. These five clusters are: impact and influence, achievement and action, leading, cognitive and personal effectiveness. The leaders are then classified into five position levels ranging from Level 1 to Level 5. Level 1 is individual contributor which is coded as ‘Reviewable’ whilst Level 5: is leading the whole organization coded as ‘Significantly Exceeds’. The study’s findings provide an instrument for determining whether the potential leaders in high education institutions are ready to take on the responsibility of leading. In order to improve a leader’s abilities as a part of succession planning, the findings could assist the center. This study provides some considerations for alternatives to the prevalent frameworks for evaluating leadership skills in the interest of sustaining a high-quality organizational culture.

A talent management, organisational commitment and employee turnover intention framework for a government department in South Africa

Orientation: Talent management should be used as a strategy to improve organisational commitment and reduce employee turnover intention.Research purpose: The purpose of this research was to develop a talent management, organisational commitment and employee turnover intention framework for a government department in South Africa by determining the relationship between these three variables.Motivation of the study: Most studies focus on talent management and organisational commitment in the private sector, with limited studies conducted on the development of a talent management, organisational commitment and employee turnover intention framework for a government department in South Africa.Research approach/design method: A survey was conducted by using a non-probability sample of 372. A quantitative research approach was used. Data were collected manually by using a questionnaire. Structural equation modelling was used to analyse the data.Main findings: The results of the study showed that talent management acted as a mediator between organisational commitment and employee turnover intention. There was a significant relationship between talent management, organisational commitment and employee turnover intention.Practical/managerial implications: Talent management should form part of a strategic approach to attract and retain talent in the department. Talent management as the mediator explains the causal links between organisational commitment and employee turnover intention.Contribution and value addition: The new knowledge was produced by the development of a framework for talent management, organisational commitment and employee turnover intention at a government department in South Africa.

A framework development for talent management in the higher education sector

Orientation: Academic staff are in high demand at South African institutions and talent retention issues are a huge challenge for university management.Research purpose: The primary objective of this study was to develop a framework for talent management in higher education that would allow South African public universities to attract and retain academic staff.Motivation for the study: There is a paucity of studies on the holistic talent management system within South African public universities although previous researchers attempted to investigate some of the components that constitute the topic.Research approach/design and method: The study was subject to mixed methods to analyse data collected from a random sample survey (n = 153) of academic employees and semi-structured interviews (n = 7) of non-academic employees from one university. Quantitative descriptive data was analysed using the Statistical Package for the Social Sciences (SPSS version 24), whilst the qualitative data were analysed using thematic analysis.Main findings: Seven themes emerged, highlighting shortcomings in talent management processes and practices at the investigated South African university. Specifically, workforce planning, compensation and rewards, recruitment and selection, performance management, succession planning, training and development and talent retention showed the need to revitalise a strategic approach to attract academics whilst retaining the best to ensure that South African universities achieve their visions and missions.Practical/managerial implications: Human resource professionals and talent managers in South African public universities can use the study’s findings to improve talent management practices in their institutions, which significantly lead to sustainable competitive advantage.Contribution/value-add: This research offers human resource professionals and talent managers a talent management framework for attracting and retaining employees in the higher education sector. The proposed framework guides talent management processes and practices at South African public institutions by highlighting activities to further efficiently and effectively attract and retain academic staff.

The challenges for macro talent management in the mature emerging market of South Korea: A review and research agenda

AbstractAs the global economy continues to fight the war for talent, talent management has increasingly become a critical function that must be addressed if corporations are to survive and thrive. In this connection, South Korea's (henceforth, Korea)'s transformation from a third‐world and under‐developed economy to a global powerhouse and an important mature emerging market has caught the attention of scholars in numerous fields. In this comprehensive review of talent management in Korea, we trace its evolution and address the following questions: what challenges does Korea face in attracting global talent? What are the main impacts of Korea's government policies and interventions in its macro talent management system? We develop a revised macro talent management framework and offer propositions. We conclude by offering specific suggestions for the state and policymakers toward attracting and retaining talent.

Talent identification and location: A configurational approach to talent pools

Purpose: Talent management (TM) has become a strategic priority for companies that try to identify employees with outstanding performance and potential to hold strategic positions in future. In fact, talent is considered an intangible capital that adds value to the organization. However, literature does not provide a clear definition of talent, nor how to identify the talent in the company to be able to develop it. Thus, the purpose of this paper is to provide a definition of talent and proposing configurational approach as a theoretical framework to identify the different configurations of talent or “talent pools” to initiate TM process in firms.Design/methodology/approach: Case study methodology research based on four companies that have implemented talent management program in Spain.Findings: This paper provides a complete definition of what is understood as talent and potential. It also highlights that talent means people, that companies focus their TM on talent that can be developed and that talent pools can be found throughout an organisation, in management and non-management positions, and the relevant theoretical contribution of the configurational approach to explaining that a company's future competitive advantage is based on the different talent pools existing in its organisation. Under this theoretical framework, conceptual bases are established to enable progress in TM and the design of practices to identify, develop and retain talent that are different for each type of talent pools identified.Practical implications: The need to design and implement different TM practices for each talent pools allow companies to develop talent at different points in time to achieve their future strategic objectives.Originality/value: The proposal of a theoretical TM framework and an empirical field study dominated by theoretical contributions especially in a Spanish context, where there have been very few publications to date.

An evidence-based multilevel framework of talent management: a systematic review

PurposePast research provides mixed evidence of the various elements of talent management. This review consolidates that research evidence to present a comprehensive evidence-based multilevel framework to inform practice and outline future research directions.Design/methodology/approachA systematic review of 120 empirical studies, focusing on determinants, practices and/or outcomes of talent management practices, was undertaken.FindingsOur multilevel framework suggests that talent management perspectives determine talent management practices which, in turn, impact organizational, group and employee outcomes. Most studies focused on identifying talent management perspectives or practices within organizations, while few studies investigated how these perspectives influence practices. The inclusive vs exclusive perspective has been the main focus of the research. However, findings indicate that a combination of perspectives generates a hybrid approach which leads to a range of talent management practices. The most studied practices involve talent development and the least studied involve talent engagement. In total, 67 studies focusing on outcomes of talent management identified organizational performance as the most conspicuous outcome of talent management.Originality/valueThis review contributes to the existing knowledge of talent management by consolidating the empirical evidence on determinants and outcomes of talent management practices and provides a comprehensive, integrated and multilevel framework to guide practice and future research.

Identifying talent: public organisation with skewed performance scores

PurposeThis study aims to draw lessons on how talent identification becomes a critical factor in the field of talent management (TM).Design/methodology/approachA simulation approach with three developed scenarios is used in the paper. The first utilised the standard deviation of skewed performance scores, the second applied the standard deviation of normalised data and the third practised a percentile approach. Concerning the normalisation process of employee performance data, the paper proposed a weighted function to address skewness.FindingsThe results indicate that the process of identifying talent using a nine-grid box is sensitive to changes in the classification criteria used, indicating a bias in identifying talent. In sum, using a standard deviation approach using transformation data is the most appropriate choice for use in performance data with a skewed distribution.Practical implicationsThe Government of West Java Province, Indonesia, can use the simulation results to objectively identify excellent civil servants and develop an appropriate TM strategy. A similar process treatment can be implemented in other organisations that have skew distribution issues.Originality/valueThis paper introduces a weighted function approach to address practical problems in the unsymmetrical distribution of employee performance scores when identifying talent using a TM framework. It shows the application of a unique mathematical technique to solve issues found in the field of human resources management systems.

Development of Framework for Talent Management in the Global Context

Talent management practices ensure that the right people want to join the company and effectively bring new, talented workers into the company. The purpose of this paper is to contribute to the development of framework for talent management under the current global context. The paper is built on the analysis and synthesis of scientific literature which enables to describe the phenomenon of the talent management. The advancement in the field of talent management, this paper tried to analyze the talent management in global context from four perspectives such as human centric culture, digital skills, employee wellbeing and human resource analytics and develop a framework. Talent management has emerged as the biggest challenge facing organizations. Today, human capital at every level is considered more important than ever to organizations that hope to raise their competitiveness, both globally and locally, as all organizations face a global competition. For countries operating in multinational environments, the framework and measurement approach can be applied to understand unique challenges in the current global scenario that may reflect both the capabilities and behaviors of human capital in those countries. The talent management framework also suggests that future research work will help the global organization to face the challenges in the talent management in the competitive environment.

SOFT SKILLS GAP AND IMPROVING BUSINESS COMPETITIVENESS BY MANAGING TALENT IN THE HOSPITALITY INDUSTRY

The purpose of this paper is to develop a deeper understanding of talent management strategies and practices in the hospitality industry context paying additional attention to soft skills gap. This study on talent management is limited and fragmented, that is why integrative literature review has been chosen as a method used to identify and analyse relevant studies, theoretical concepts in order to develop a deeper understanding and create a more comprehensive study of the strategies reviewed, and possibly to provide some solutions. Results from the literature review showed that talent management has a positive and strong association with competitive advantage, performance and talent positioning (Anwar & Nisar, 2014). New theoretical concepts and framework for talent management in the hospitality industry are beginning to develop, and it is a pathway for a hospitality company to reach its strategic goals and objectives. Competencies that have remained on the list of required skills include the soft skills of communication, customer focus, interpersonal skills and leadership (Johnson, Ghiselli, Shea, and Roberts, 2011). The performance of the company can be negatively impacted by skills gap due to unsatisfying levels of productivity and lacking quality (Bennett & McGuinness, 2009). The limitations of this study might be listed as having limited design due to a variety of constraints, that is why it can be viewed as fragmented, although this study adds to adds to the overall scope of literature on talent management, soft skills gap in the hospitality industry. Practical implications can generally help the practitioners to place emphasis on the development of soft skills and implement better talent management strategies to ensure that a positive image of the organization is consistently presented. Based on results, the future research should be conducted on the outputs and effects of these talent management concept and strategies, as well as how it can facilitate the soft skills gap closure on individual and organizational performance. Conducting an empirical research, both qualitative and quantitative, which includes observation or implementation of these practices may be useful to further build on the literature.

Tükenmişlik Sendromunun İşten Ayrılma Niyeti Üzerine Etkileri: Bankacılık Sektörü Çalışanları Örneği

Günümüzün ekonomik, sosyal, siyasal ve teknolojik koşullarında çalışmak işgörenler üzerinde büyük baskı oluşturmaktadır. Bu baskı neticesinde bireylerde, iş yapma arzusunda azalma, başarısız olma duygusu, yıpranmışlık hissi, enerji ve güç kaybı yaşama gibi belirtilerin kaynağı olan tükenmişlik sendromu baş göstermektedir. Değer yaratan en önemli kaynak olarak insan kaynaklarının tutundurulması, örgütsel başarıyı etkilediğinden işten ayrılma niyetini azaltacak durumların stratejik kararlara bağlanması gerekmektedir. Özellikle bireysel başarı için işgörenlerin istek, arzu ve enerjisini artıracak faaliyetlerle tükenmişliği azaltmak gerekmektedir. Bu açıdan bakıldığında bu faaliyetler örgütsel bağlılığı artırarak, işten ayrılma niyetini de azaltacaktır. Bu çerçeveden bakıldığında çalışma, bankacılık sektöründe “tükenmişlik sendromu” algısının var olup olmadığı ve ne düzeyde olduğu ile tükenmişlik sendromunun işten ayrılma niyeti üzerinde etkisi var mıdır ve ne derecededir?” sorularının cevabını araştırmayı amaçlamaktadır. Veriler SPSS 21.0 da analiz edilerek araştırma sonuçlarına ulaşılmış ve hem tükenmişlik sendromu algısının var olduğu hem de tükenmişlik sendromunun işten ayrılma niyeti üzerinde pozitif ve anlamlı etkisinin olduğu sonucuna ulaşılmıştır. Öncelikle tükenmişlik sendromunu ortadan kaldıracak faaliyetler dikkate alındığında, örgütlerde yetenek yönetimi çerçevesinde insan kaynağı tutundurma çabaları, işgörenlerdeki işten ayrılma niyeti azalacaktır. Bu durum yetenekli işgörenlerin işten ayrılma niyetinin azalmasıyla birlikte örgütsel bağlılık düzeylerini artıracaktır. Özellikle bankacılık sektörü gibi yoğun bir çalışma ortamı gerektiren sektörlerde bu durum daha büyük önem arz etmektedir.

Promoting human capital through talent management practices: Contextual role of psychological contracts

The purpose of this paper was to explore the direct and indirect effects of skill enhancement practices on human capital based on a talent management framework. In this research, and according to the psychological contract theory, it was assumed that employees` responses to skill enhancement and talent management practices mediate those effects. Therefore, employees` perceptions of intended qualities and talents as well as related rewards would affect their obligations to develop their skills and consequently, would determine the state of the organizations` human capital. The present study with a descriptive-survey approach examined the aforementioned assumptions and relationships within the branches of a large bank in Tehran. Research questionnaires were distributed randomly within sample branches and necessary data were collected from the bank`s employees. Outputs of regression analysis and structural equation models showed that skill-enhancement practices had a significant and positive effect on human capital. Also, organizational talent inducements mediated the relationship between skill-enhancement practices and human capital. However, the findings did not confirm the mediating role of employees` obligations to develop their skills in the relationship between organizational talent inducements and human capital.

An Empirical Study on How Talent Management of Key Personnel’s Enhances the Learning Cues of Its Beneficiaries

Since the learning is an activity which is comprised of accepting, processing and retaining the data which are collected through stimuli and interpreted well in accordance with the situations. Hearing and listening since stand on the extreme poles where learning is a complex activity which can be better prompted with an outside source. Such a source having a building block of sufficient talent management results in a proper percentage for the learning process to happen for the receiver. The objective of this research is to study the theoretical framework for talent management and assess how talent management of key personnel’s enhances the learning cues of its beneficiaries. In the first part of the paper discusses an overview of talent management and its dimensions, empirical data is examined in the second part, and finally analysis and interpretations is elaborated. Feedback and results of this empirical study can better serve as a great resource for decision making about effective talent management practices for college administrators and policy makers. Findings of this study provide data and information that will enhance the learning cues of its beneficiaries.

Examining talent pools as a core talent management practice in multinational corporations

Many organisations view talent management (TM) as perhaps the most critical challenge of this century. Consequently, it would seem vital that multinational corporations essayed to employ talent pools (TPs) to identify and manage talent more strategically. This paper examines critically the use of TPs as a core TM practice in multinational corporations. Through a multilevel case study of three organisations, we draw on 73 in-depth interviews with human resources and operational leaders at corporate and business unit levels to ascertain how TPs contribute to TM effectiveness. Findings show that TPs can provide a platform for the development of a strong internal talent pipeline if an appropriate TM framework is in place. The results imply that TPs need to be actively managed and underpinned by a rigorous and strategic decision-making process to establish the necessary depth and breadth of talent within TPs, which, in turn, will ensure the overall effectiveness of the TM process. This research responds to the call for much needed empirical evidence on TP practices and suggests a more nuanced view on TP management. Furthermore, this paper offers a model that conceptualises a systematic approach to TP management.

A lean talent management framework for maximizing creativity in architectural design firms

Being one of the creative industries worldwide, Architecture plays a significant role towards developing communities, fulfilling their needs and meeting their expectations. The divergence of societal problems and the complexity nature of projects called for creative and non-traditional solutions to address these problems and overcome complexities. Architectural Design Firms (ADFs) are responsible for achieving this mission, yet lack of motivation and demotivation acted as barriers for creativity. Recently, Talent Management (TM) was presented as an innovative approach for fostering creativity, balancing work-life commitments, enhancing motivation and reducing demotivation. However, lack of utilizing talented human capitals, which was counted as waste of resources, necessitated the integration of lean thinking principles with TM. This research aims to develop a Lean Talent Management Framework to maximize creativity in ADFs. To achieve this aim, a research strategy consisted of literature review and survey questionnaire is designed to gather data sufficiently rich to cover the research topics and investigate the perception and application of ADFs towards integrating TM in ADFs as an approach for enhancing creativity. Although only Egyptian ADFs were surveyed, other countries that share similar characteristics will benefit from the application of the framework towards maximizing creativity in ADFs.