Framework For Talent Management Research Articles

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.

Talent Management System pada Program Pengembangan Sumberdaya Manusia di SAKA Indonesia Pangkah Limited

The need for energy both oil and gas in the world and in Indonesia continues to increase this condition is required the best energy management, of course, supported by qualified human resources and good capacity, energy management will work well too. This study aims to determine the talent management system program in the human resources development program in SAKA Indonesia Pangkah Limited. The results obtained, in the framework of talent management has not been fully running well, especially in the selection and recruitment process, still using the traditional way has not been using talent mapping. In the characteristics of talent management SIPL has had development-oriented thinking, applied high work culture, talent management system applied got support from management, and has applied good human resource information system. Suggestions can be given is to provide the widest opportunity to the resources owned companies to grow, given the promotion or grade improvement to the talent of consistent performance, and also provide rewards to the achievers and punishment to .the less consistent performance

Talent Management: A Review of Theoretical Perspectives and a Guideline for Practioners

Today’s knowledge-intensive business environment elevates the importance of human resources to being rare and inimitable resources. A resource-based view (RBV) holds that organizations can gain competitive advantage by utilizing available rare and inimitable resources and that motivates practioners and scholars to focus on talent management (TM). In TM field, it is mostly stated that there is a lack of clarity on dimensions, definitions and theoretical framework of TM. Although RBV is predominantly underpins the talent management field as a theoretical lens, but also new theoretical perspectives are proposed to fill the theoretical gap in the field. Thus, this study aims to contribute to the field by discussing the existing perspectives and approaches. Subsequently, TM practices are provided in its processes; defining, developing and retaining

The development of a talent management framework for the private sector

Orientation: Talent management is a strategic priority especially for profit-generating organisations in the private sector. Limited research has been conducted on the theoretical development of talent management. The need for talent management is also triggered by a need to align and integrate people management practices with those of the organisation in order to achieve strategic execution and operational excellence.Research purpose: The primary aim of the study was to develop a talent management framework for the private sector. The research proposed to conduct an in-depth exploration of talent management practices in key and leading organisations already in the mature stages of talent management implementation in South Africa.Motivation of the study: There is a need for the development of best practices in talent management – where talent management strategy is designed to deliver corporate and human resource management strategies. The formal talent management initiative would be linked to the human resources management function and will flow vertically from the corporate strategy-making process.Research approach, design and method: The modernist qualitative research approach was applied to the study. Data were collected through semi-structured interviews (18 persons were interviewed in total). Analytical induction method was instrumental in facilitating the overall data analysis, while constructivist grounded theory assisted with the operationalisation of the data analysis.Main findings: The study has mapped out key dimensions which are essential for the implementation of talent management. The dimensions of talent management are attraction, sourcing and recruitment, deployment and transitioning, growth and development, performance management, talent reviews, rewarding and recognising, engagement and retention. With each of the above-mentioned dimensions, the activities that are to be carried out to achieve the outcome of each dimension are specified.Practical and managerial implications: Role clarifications pertaining to talent management responsibilities and accountabilities are still unclear in most instances. Early identification of key role players and articulation of duties will lead to ownership and clear accountabilities for the successful implementation of talent management.Contribution/value add: The study brought to light critical factors for organisations in the private sector to consider for the successful implementation of an integrated, holistic and comprehensive talent management framework. The proposed framework guides talent management practices within companies in the private sector by highlighting activities to be carried out to achieve outcomes per talent management dimension.

Larsen & Toubro strides out strategically on talent management

Purpose – Describes how, in a highly competitive environment, Larsen & Toubro attracts and retains its talent in a strategic way. Design/methodology/approach – Researches the firm’s various talent-management and leadership-training strategies. Findings – Reveals that 360-degree talent management is necessary to empower employees and to develop leadership capacities. Practical implications – Presents a framework for talent management and leadership development in a manufacturing business which can be recast to suit different organizational set-ups. Social implications – Explains that the company recruits many of its workers from rural India. Employees are recruited for their potential as much as for their existing skills. Originality/value – Describes a new dimension of talent management being practiced and its success in a manufacturing business.

Boardroom gender diversity in JSE-listed South African mining companies

Despite the socio-political, ethical and business case for female board membership, women remain underrepresented in company boards. Using theories that support the membership of women on boards, this article presents the case for gender diversity in the boardroom. By employing a sample of 506 directors from 56 JSE-listed mining companies this article reports on the demographic characteristics, percentage of women in mining boards, and attributes that are predictive of women’s membership on boards. Results show that women serving on mining boards possess specialised knowledge in combination with advanced education. They either bring external support as outsiders, or are support specialists with financial, legal, arts and economics backgrounds. This study recommends the development of a talent management framework of women directors focused on their recruitment, development and retention.

BİLGİ ÇAĞI VE KÜRESELLEŞME DİYALEKTİKLERİ ÇERÇEVESNDE İŞLETMELERDE STRATEJİK BİR YAKLAŞIM OLARAK YETENEK YÖNETİMİ UYGULAMALARI: ÖRGÜT VE İŞGÖREN MERKEZLİ BİR DEĞERLENDİRME

th century referred as knowledge age is a term that brings quick changes on the basis of individuals, organizations and countries. In this era, the current information used needs to be updated as it loses its actuality. In this term on which the fast changes are indispensable, the organizations are to update themselves depending upon the new emerging dynamics so as to gain competitive advantage. The organizations which do not update themselves, which do not produce strategies by means of not getting a position based upon new improvements and trends are too difficult to keep their existence in the future. As a matter of fact talent management practices which have been so popular in recent years and which can be taken into account as the further phase of the human resources management practices are considered as the prerequisite of organizations for adapting to the altering conditions on the way of recruiting and enhancing employee engagement. The main idea of the study is to have a look at the talent management practices as a strategic approach in enhancing employee engagement and recruiting. In this context, the fundamental objective of the study is to lay an emphasis on the framework of talent management, developments that come talent management to the fore, the meanings of talent management moving from the definition of talent as well as management initially.

Talent Management

The study is set in context of the issues faced by the financial sector corporations in managing the talent and human capital within their company. Present HRM policies needs to be revised in order to utilize their cash in developing and enhancing talent within the company. The paper is drafted to formulate an investment plan for the financial companies that will facilitate them in introducing a structured talent management program focusing on tangible and intangible returns associated. The strategies defined in the paper are not costly yet possess potentials of attracting the competent and skilled workforce in this industry. The strategies discussed include comprehensive learning through e-learning, experimental learning approach, performance measurement system, rewards and recognition and continuous monitoring of talent management framework. It is expected that these can help in dealing with the complexities within the nature of finance industry too. flc\eo@!0!l factors, internal factors and SMEs’ owner-manager characteristics. This study employed multiple case studies strategy as its research design and in-depth interviews as primary data collection method. Collected data were analyzed using thematic analyses to identify recurring factors across cases. The findings showed that notwithstanding of the technologies adopted by the firms, internal factors and SME’s owner-managers characteristics have significant influence on technology adoption among SMEs.

Troubling some assumptions: A response to “The role of perceived organizational justice in shaping the outcomes of talent management: A research agenda”

This Commentary is a response to the paper by Gelens, Dries, Hofmans, & Pepermans in this Special Issue on the development of a theoretical framework for talent management. The authors' central argument and hypotheses remain essentially untroubled here as this Commentary instead problematizes a central assumption of their paper which is commonly taken for granted in the talent literature—i.e., that talent is in shortage. In addition, suggestions for theory development are given and a more critical approach to the assumptions upon which talent management is based is advocated.

A review of talent management: ‘infancy or adolescence?’

The aim of this paper is to provide a critical review of the academic literature on talent management in search of alternative perspectives. We found three dominant themes: the exploration of the concept of talent (definitions), the intended outcomes or effects of talent management and talent management practices. These themes are explored in more detail, and we discuss possible limitations of the current points of view on talent management. Our main finding was that the current talent management literature has a too narrow and one-dimensional approach. It can be characterized as managerialist and unitarist and has a limited view of the practices and activities of human resources. To broaden this view to a more balanced or pluralistic approach to talent management, we added new perspectives, such as stakeholder theory, multiple goals and an extended consideration of practices. The new perspectives are not only valuable for the development of the field of talent management in general but also essential for a broader theoretical framework for talent management in different contexts.

Talent Management Challenges in Developing Markets

In this paper, a broad overview of talent management practiced by multinational corporations (MNCs) operating in developing markets is presented. Although the individual components of the talent management process are the same in developing markets as they apply in developed markets the context and resultant practices are unique. Managing talent in developing markets yields very different challenges and responses to those experienced in the developed world. This paper reviews a range of activities associated with talent management in developing markets. To structure the discussion, a framework of talent management in developing markets is proposed, wherein some of the unique challenges and solutions are outlined. Key learnings for MNCs operating in developing markets are presented.

Talent Management: Building Block for Sustainable Competitive Advantage

The business world is more dynamic today than ever before, with an accelerating pace of new technologies, globalisation of markets and competition, regulatory requirements, mergers and acquisitions. In this environment, organisations must continually renew their organisational capability to achieve competitive advantage. Talent management has become an important business issue because the knowledge and talent of workforce represent a singular competitive advantage. Talent management refers to a continuous process of external recruitment and selection and internal development and retention. It is a conscious, deliberate approach undertaken to attract, develop and retain people with the aptitude and abilities to meet the current and future organisational needs. Competitive advantage explains and predicts why some organisations are able to attain and sustain performance that earns higher returns. Talent at all hierarchical levels and across all occupations within the organisation forms one of the building blocks of an organisation's competitive advantage.The paper discusses a talent management framework for building competitive advantage in the dynamic environment in context of integrated talent management strategy.

Building Talent Management Theory: Definitions, Typologies, Propositions

Considering the ever-increasing popularity of talent management in the management practitioner literature, there have been strikingly little academic publications on the topic. The fact that there is no consensus about what talent management is, exactly, hinders the accumulation of knowledge about talent management in the academic literature. Equally problematic is that the majority of the definitions of talent management do not define what ‘talent’ is and, consequently, on which employees talent management should be focusing. The current symposium aims to contribute to advancing conceptual clarity about talent management, and help set an agenda to study this ‘hot’, but ill-defined topic in future research endeavors. Five presenters will be featured, each approaching talent management through a different lens, thus building an accumulative theoretical framework for talent management: (1) “What is talent?”; (2) “What is talent from a business perspective?”; (3) “What is talent management?”; (4) “Which types of talent management fit which types of organizations best?”; and (5) “How can talent management be organized in an ethical fashion?”.What is ‘Talent’? Development of a Theoretical FrameworkPresenter: Christina Meyers; Tilburg U.Presenter: Marianne van Woerkom; Tilburg U.What is the Meaning of ‘Talent’ from a Business Point of View?Presenter: Eva Gallardo-Gallardo; U. Oberta de CatalunyaTowards a Pluralistic Approach to Talent Management: Critical Comments and New PerspectivesPresenter: Marian Thunnissen; Hogeschool UtrechtPresenter: Paul Boselie; Utrecht U.Presenter: Ben Fruytier; Hogeschool UtrechtTalent Management, from Phenomenon to Theory: A Systems TypologyPresenter: Nicky Dries; Katholieke U. LeuvenEthical Standards and Perceived Organizational Justice in Shaping Talent Management OutcomesPresenter: Jolyn Gelens; Vrije U.Presenter: Joeri Hofmans; Vrije U.Presenter: Roland Pepermans; Vrije U.

Quid pro quo? Examining talent management through the lens of psychological contracts

PurposeThe present paper aims to explore the direct and indirect linkages between HRM practices and human capital within a talent management framework. The study extends previous research on the direct effects of HRM to examine how employee responses to HRM practices mediate the linkage between HRM and human capital.Design/methodology/approachThe paper applies psychological contract theory as a lens to assess employee perceptions of the extent to which talent qualities are rewarded and the effect of such perceptions on employee‐felt obligations to develop skills.FindingsThe results indicate that HRM practices are positively related to employee‐perceived talent inducements and that talent inducements fully mediate the direct relationship between skill‐enhancing HRM and human capital. What is more, psychological contract obligations to develop skills partially mediated the relationship between talent inducements and human capital. These results imply that the differential treatment of employees based on criteria constituting talent can have positive effects on employee motivation and felt obligations to develop skills and apply these in service of the organization.Originality/valueThe presented framework and empirical findings reflect a dynamic view of talent management in which talent is not only a label granted to a static group of employees. Through the lens of the psychological contract, talent management can function as a framework within which to define, communicate and engender the development of qualities considered important for the achievement of present and future organizational goals.

Information pathways for the competence foresight mechanism in talent management framework

PurposeThe purpose of this paper is to contribute to the research and literature through the development of the theme of competence foresight. In addition, the aim is to construct information pathways for the foresight mechanism, for the use of practitioners, to enable them to manage talent and competences with an anticipatory perspective.Design/methodology/approachThe research strategy is theoretical research with interpretive concept analysis approach. The research compares, compiles and combines theories and perspectives of strategic human resource management and development, talent management, competence management and foresight.FindingsThe results combine the information pathways and elements of the pathways for the competence foresight mechanism. The main three pathways in the mechanism are the pathways for detecting the needed competences for strategy implementation, the pathways for detecting rapid changes and the loss of competences.Research limitations/implicationsAs talent management frameworks are organization specific, so are the mechanisms and information pathways for competence foresight. The results can be adjusted and developed to fit into other organizations.Practical implicationsThe analysis and results provide the practitioners in human resources with new perspectives to use systematic foresight processes in talent management and development. The results can also be used for modelling the information pathways for the competence foresight mechanism in talent management software.Originality/valueThe research on human resources development and talent management does not deal with competence foresight. This paper addresses this deficiency and brings new, valuable perspectives of foresight and future studies for researchers and practitioners. This paper challenges further research on various aspects of competence foresight.

Managing talent in human resource : a Knowledge Discovery in Database (KDD) approach

In any organization, managing human talent is very important and need more attentions from Human Resource (HR) professionals. Nowadays, among the challenges of HR professionals is to manage an organization’s talent, especially to ensure the right person is assigned to the right job at the right time. Knowledge Discovery in Database (KDD) is a data analysis approach that is commonly used for classification and prediction; and this approach has been widely used in many fields such as manufacturing, development, finance and etc. However, this approach has not attracted people in human resource especially for talent management. For this reason, this paper presents an overview of some talent management problems that can be solved by using KDD approach. In this study, we attempt to implement one of the talent management tasks i.e. identifying potential talent by predicting their performance. The employee’s performance can be predicted based on the past experience knowledge which is discovered from existing databases. Finally, this paper proposes the suggested framework for talent management using KDD approach.

A framework for talent management in real estate

PurposeThe purpose of this paper is to propose talent management, in today's competitive marketplace, is critical in organizational success. Real estate organizations are now recognizing the value in attracting and retaining the best, brightest employees in order to achieve higher than average market share and elevated profiles. In the era of the knowledge worker, “talent” – narrowly defined as a core group of leaders, technical experts and other key contributors – are quickly becoming an organization's most important asset. As real estate companies continue to compete for the top tier talent, their strategies must become more integrated.Design/methodology/approachBased on review of existing literature and expert panel interviews, a framework for integrating talent management strategies focused on multiple generations.FindingsThere is clear evidence that innovative recruiting techniques must be geared to attracting the new generation of workers. Additional attention should be given to increasing employee engagement for Generation Y, while at the same time developing strategies focused on knowledge transfer and reverse mentoring.Practical implicationsIn an effort to address the growing talent shortages in real estate, coupled with the exiting of retirement of workers, aggressive strategies must be adopted and the framework provides a holistic approach to achieving competitive market share while addressing critical talent issues.Originality/valueThis paper provides real estate practitioners with strategic systems and processes to attract and retain talent in an increasingly competitive market. Practical strategies are presented with a holistic framework.