Talent Management Processes Research Articles

Analysis of the potential of artificial intelligence for professional development and talent management: A systematic literature review

The aim of this paper was to analyse the current applications of Artificial Intelligence in professional development and talent management within the corporate world with a focus on corporate training. By means of a Systematic Literature Review based on the PRISMA 2020 reporting criteria this paper highlights the current applications of AI along with the main benefits and drawbacks associated with its implementation. The findings show that AI is being used to enhance recruitment processes, to identify individual training and development skills and needs, to develop personalised training paths, to retain talent and predict attrition, and to detect future workforce skills development needs. It has been outlined that there is a need for automated talent management processes within companies and that talent intelligence should be implemented along with facing the challenges this will entail, such as minimising the risk of bias and hiring high-skilled qualified personnel.

The New HR Paradigm: Integrating AI And Human Insight For Superior Talent Management

This research investigates the impact of AI Integration and Human Insight on Superior Talent Management at PT Aneka Gas Industri, focusing on both direct and indirect effects mediated by HR Practices. Utilizing a quantitative research design with a sample of 70 employees and analyzed through SMART PLS, the study finds that AI Integration has a significant positive effect on both HR Practices and Superior Talent Management, demonstrating its crucial role in enhancing talent management processes. The analysis reveals that the impact of Human Insight on HR Practices is not statistically significant, and its indirect effect on Superior Talent Management is also not significant. These results highlight the critical importance of AI in optimizing HR practices and improving talent management outcomes while suggesting that further exploration is needed to better understand and leverage Human Insight within talent management strategies.

Exploring changes in banking workplaces because of digital technology implementation

Orientation: The study was conducted in a banking organisation that was undergoing the implementation of digital technologies as part of the organisation’s strategy.Research purpose: The purpose of the study was to determine how work and work processes have changed because of the implementation of digital technologies in the banking workplace. The findings would allow the banking workplace to implement talent management practices that are aligned with the new digital environment.Motivation for the study: The study was prompted by the implementation of digital technologies that is underway in the banking industry, which is precipitating an evolution of the human capital (HC) function, and talent management processes and practices. To appropriately respond to the Fourth Industrial Revolution (4IR), the new digital workplace of banking requires a novel approach to talent management.Research approach/design and method: This study employed a qualitative approach, and 18 interviews were conducted with employees from the selected banking organisation.Main findings: The present study found that the implementation of digital technologies influenced work and work processes, and thus the talent management value chain within the banking sector. The effective implementation of these technologies requires the transformation of talent management processes and practices. Furthermore, it was found that a reimagined HC function delivery is required. The study established that the HC function delivery must incorporate a digitalised HC function to improve the efficiencies of people-related work processes. Human capital must operate as a strategic business partner and must become a change management agent primed by the action of partnering with business leaders to lead digital transformations from a people perspective in the banking workplace.Practical/managerial implications: Practical recommendations for the HC function, HC professionals, leaders and talent management in the world of banking are provided.Contribution/ value-add: The study contributes to extant literature by exploring theory on the implementation of 4IR technologies and the resultant implications for talent management practices in the digital workplace.

TALENT MANAGEMENT ASSESSMENT & IMPROVEMENT IN GOPLAY: A DIGITAL START-UP COMPANY

This report assesses the talent management system of XYZLive, a tech startup in Indonesia specializing in video-on-demand and livestream services. The company faces challenges in recruitment, talent retention, and organizational development. Through a comprehensive methodology involving questionnaires, interviews, and direct observation, key issues were identified in inflow, throughflow, and outflow talent management processes. Solutions proposed include defining core competencies, establishing a talent pool, nurturing a coaching culture, and implementing a structured training and development pipeline. The implementation of these strategies aims to enhance recruitment efficiency, reduce employee turnover, and ensure continuous employee growth. Ultimately, the report offers actionable solutions to improve XYZLive's talent management system, fostering sustainable organizational growth and employee satisfaction.

An egalitarian talent selection model to support learning organizations

PurposeThis study aims to develop a talent selection model for learning organizations capable of connecting two groups, candidates in a talent hiring process and managers of the hiring company, in a reliable process, promoting organizational learning and increasing employee satisfaction.Design/methodology/approachThis paper integrates egalitarian principles, an artificial intelligence mechanism founded on stable matching algorithms, and evaluating critical soft skills to enhance recruitment practices within learning organizations. The authors conduct a numerical real-world application in Python to showcase the model’s effectiveness. Five candidates were evaluated for five job positions. Moreover, 26 soft skills were analyzed by the five company leaders, relating them to the requirements of each job position and by all candidates, as a self-assessment process.FindingsThe model promoted egalitarian talent management because it motivates the candidates to choose the preferred position in a company, and the employers hire the best candidate. It is satisfactory for all participants in a company’s hiring process if the parties intend to be fair and egalitarian. The benefits of the process can be considered isolated (parties’ satisfaction) or a part of a company’s effort to stimulate an egalitarian culture in organizational values.Practical implicationsThe information generated by the model is used to refine its selection process and improve its understanding of the job requirements and candidate profiles of the company. The model supports this idea, using the concepts of indifference, stability, egalitarianism and the soft skills required and identified to be more effective and learn about themselves.Social implicationsThis paper discusses an egalitarian point of view in the recruitment process. It is satisfactory for all participants in a company’s hiring process if the parties intend to be fair and egalitarian. The process’s benefits can be considered part of a company’s effort to stimulate an egalitarian culture in organizational values.Originality/valueThis paper brings an excellent future perspective and points to the company’s development of talent retention. The model simultaneously solves the evolution of talent management processes through new technologies and soft skills emerging in the postpandemic scenario.

Talent Management Digitalization and Company Size as a Catalyst

As companies increasingly undergo digital transformation, the role of talent management processes becomes pivotal in enhancing overall organizational performance. The objective of this research is to assess the extent to which greater digitalization in the talent management process is linked to company size. The research has addressed four research questions in order to explore the significance of talent management in corporate digital transformation, examining whether variations in the digitalization of these processes can be attributed to company size. A qualitative approach was employed, utilizing a questionnaire, and collecting responses from 202 organizations across diverse sectors. The findings reveal disparities in digitalization throughout the talent management process, with pronounced presence in the attracting, selecting, and rewarding phases, but diminishing in deployment and development, and further declining in planning. A positive correlation between company size and the adoption of specific digital platforms was observed. Larger enterprises exhibit greater utilization of digital platforms in talent deployment and development. Moreover, corporate communication tools are consistently utilized in the rewarding phase, irrespective of company size. These findings offer practical insights for organizations aiming to optimize their digitalization strategies based on their scale, thereby contributing to more effective and tailored digitalization endeavours. The uniqueness of this research lies in its exploration of the influence of company size on the digitalization of talent management processes and its potential to explain variations across different stages of these processes.

Holistic approach of Talent Management for a successful Succession Planning

Preparing ourselves for future volatile economic environment is a challenge. Every Organization needs to develop a succession plan for taking up the roles and responsibility by the next generation leaders. Indian Public Sectors Units (PSUs) often find themselves in a challenging situation while positioning suitable manpower for the key leadership positions in the changing market situation. They adopt several Management Practices to develop future leaders within the organization, as it is more preferable to develop a Talent Pool in-house, rather than acquiring it from outside. Based on various studies in the past, relationship between Succession planning and Talent Management is well established. Yet, the impact of Performance Management in particular, needs to be specifically addressed, critically analyzed and reviewed in depth in line with acquiring, developing and retaining the talent for a successful Succession Planning.
 Problem statement - how does Performance Management System impact on Succession Planning? what is the relevance in integrating these two and how does it contribute to organizational sustainability? what are the Talent Management processes that support successful Succession Planning?
 The study involves a sample of Indian PSUs from various sectors. A mixed method approach for data analysis is preferred. Document analysis involves review of Policy/guidelines, Procedures and Reports related to Human Resource Development (HRD); whereas feedback on perception of employees were collected through interactions with key stakeholders and analyzed using thematic analysis to identify linkage between Performance Management and Succession Planning.
 The study suggests the holistic approach towards Talent Management and its best practices for a successful Succession Planning. It recommends to identify and develop individuals in-house, for the critical and key leadership roles thus achieving organizational sustainability.

DIGITALISED TALENT MANAGEMENT IN PUBLIC SECTOR: A LESSON LEARNED FROM THE WEST JAVA PROVINCIAL GOVERNMENT

Objective: This empirical study aims to address the existing gap in scholarly research pertaining to talent management within the public sector. Specifically concentrating on the West Java Provincial Government in Indonesia, the research investigates the practical implementation of digital-based talent management for civil service personnel through a case study approach. Methods: The research adopts a qualitative methodology employing interviews, observation, and documentation studies to delve into the intricacies of talent management within the governmental context. Result and Conclusion: The findings underscore the pivotal role of talent management in upholding the merit system, ensuring equitable and objective placement in critical positions. Implementation strategies encompass various steps, ultimately leading to the realization of benefits from a digitalized approach, including the generation of comprehensive and measurable talent data. The digital transformation not only enhances Human Resources management but also promotes objectivity and operational efficiency. Implication of the research: This study bears significance in emphasizing the critical factors contributing to successful digital-based talent management implementation, namely top leadership commitment, HR manager capability, and IT infrastructure support. These insights provide practical implications for organizations seeking to enhance talent management practices within the public sector. Originality: While contributing valuable insights into the talent management process, it is imperative to acknowledge the limitations of this study, primarily its exclusive focus on the procedural aspects without exploring the subsequent impact on individual or organizational performance. Future research endeavors could leverage our findings as a foundational reference, expanding upon these areas for a more comprehensive understanding.

Talent management and employee ambidexterity: the moderating role of learning organization

PurposeThis study aims to examine the influence of the talent management (TM) process on employee ambidexterity (EA) and the moderating role of learning organizations in Indian IT and ITes organizations.Design/methodology/approachThe study is descriptive and based on empirical data from 390 IT and ITES employees from India. Data were collected using three valid and reliable questionnaires. Data were analysed using partial least squares structural equation modelling.FindingsThe findings show that the TM process significantly impacted EA. The moderating effects of the four dimensions of learning organization (LO) on the relationship between the TM process and EA were also noteworthy, even though no direct association was found to be significant. Regarding demographic variables, male and female employees do not vary considerably in their perception of TM process and EA in LO.Originality/valueThe study’s novelty lies in creating and discussing a synthesis of exploration and exploitation stemming from EA in learning organization.

Talent identification: line managers’ perceptions of their own requirements as talent spotters

Identification is a key step in the organizational talent management process. Even though evaluating potential through an objective approach, integrating multiple methods, is recommended, many organizations rely upon line manager nominations as their main sources of identification. Given their central role, this study analyses the line managers’ attributes required to carry out an effective talent identification process. This qualitative study was drawn upon social cognition (social psychology framework) and talent identification literature with a sample of 20 managers, belonging to a multinational of Argentine origin, who described their experiences and requirements as talent spotters through semi-structured interviews. Results suggest that observation skills, listening and communication skills, cognitive skills, intuition, empathy, identification as part of the managerial role, low aversion to risk, vocation, predisposition to learn, resilience, and commitment are important attributes in the identification process. The present study provides a map of the talent spotter´s attributes that are necessary to assess employees´ potential.

ԱԶԳԱՅԻՆ-ՄՇԱԿՈՒԹԱՅԻՆ ԳՈՐԾՈՆՆԵՐԻ ԱԶԴԵՑՈՒԹՅՈՒՆԸ ՏԱՂԱՆԴՆԵՐԻ ԲԱՑԱՀԱՅՏՄԱՆ ԵՎ ՆՐԱՆՑ ԿԱՌԱՎԱՐՄԱՆ ՌԱԶՄԱՎԱՐՈՒԹՅՈՒՆՆԵՐԻ ՄՇԱԿՄԱՆ ՀԱՄԱՏԵՔՍՏՈՒՄ / THE EFFECT OF NATIONAL-CULTURAL FACTORS IN THE CONTEXT OF DEVELOPING TALENT DISCOVERY AND THEIR MANAGEMENT STRATEGIES

At the core of talent management processes and all work activities lies the individual. The type of individual and their maturity shape the culture. Adapting talent management processes to the country's culture is crucial for achieving optimal results. This research explores the intricate interplay between cultural factors and talent management processes. The primary objective of this research is to comprehensively examine how specific cultural norms and behavioral patterns prevalent in Armenian society influence talent management strategies within organizations. The aim is to propose approaches that enhance the efficiency of talent management processes and address issues hindering talent development, thereby mitigating "brain drain." The tasks outlined to achieve this goal are: - To study and comprehensively evaluate the impact of cultural factors on talent management processes. - To identify positive and negative aspects and propose solutions. The article employs a comparative, collational, and analytical approach based on international literature, thematic research, and practitioner observations. In conclusion, this research offers valuable insights into the intricate relationship between Armenian culture and talent management processes. By acknowledging cultural factors and accurately assessing their impact, organizations can optimize their human capital utilization, leading to enhanced organizational performance.

Pengaruh Knowledge terhadap Talent Management bagi Calon Pekerja

This research aims to investigate the impact of students' knowledge levels in the Library and Information Science program on their talent management as future job seekers. In an increasingly information-driven era, students' knowledge and competencies play a pivotal role in preparing them for success in the job market. The research methodology employed is a case study involving students in the Library and Information Science program as the sample. Data was collected through questionnaires and interviews with students and faculty to understand how their knowledge influences the talent management process. Data analysis was conducted using both qualitative and quantitative approaches. The results of the study indicate that the knowledge acquired by students in the Library and Information Science program significantly influences their talent management process. Students with broader and deeper knowledge tend to be better prepared and more confident in managing their talents. Interviews also revealed the pivotal role of faculty in assisting students in developing their knowledge and talents.

The Impact of Talent Management Practices on Employee Performance: Leadership Competencies as a Mediator

ABSTRACT Purpose: This research aims to fill some of the knowledge gaps in employee performance in the UAE through the direct impact of realistic job previews, performance-based compensation, perceived organizational support, mentoring, training and development on employee performance, and an indirect impact through the mediating effect of leadership competencies. By providing resource-based view (RBV) theory, this research aims to add to the body of knowledge and empirical data by explaining how employee performance in government organizations in the UAE may evolve. Theoretical framework: Talent management practices are applied by leadership competencies if each employee inevitably plays his or her overall function in the performance of the organization (Wassem et al., 2019). It is important to look at how much talent management practises have enhanced employee performance since leadership competence has an effect on them. Design/Methodology/Approach: In this study, a cross-sectional design was appropriate. Moreover, 280 employees from Government Housing Programs Departments in United Arab Emirates were given questionnaires. The research found a significant impact of talent management practices on employee performance. Findings: the results demonstrated the function of leadership competencies as a mediator between talent management practices and employee performance. The current research also highlighted the research's implications, recommendations for future research, and limitations. Research, Practical & Social implications: One of the study's limitations is that it relies on a cross-sectional design; leadership competencies and employee performance are often time-consuming processes that may benefit from a longitudinal study. In addition, adopting quota sampling impacts the usable conclusion; the subsequent research may enhance the sample technique and be based on the effect of the described further circumstances. Originality/Value: in its specific focus on the impact of talent management practices on employee performance, its exploration of an emerging field within HR management, its holistic examination of the talent management process, its potential to establish causal relationships, its practical implications for organizations, its guidance for HR strategies, its value for HR practitioners, and its contribution to the academic literature. These elements collectively emphasize the significance of the study in advancing understanding and practices in talent management and organizational performance.

Teachers Turnover Intention: The Role Of Work Motivation, Job Stress, And Organisational Commitment

The phenomenon of teacher decline happens in all stages of education in 2021/2022. Continuous situations would hinder the school's objectives, cause a drop in academic achievements, and disrupt the talent management process during the leadership turnover, among others. Teacher turnover can be predicted through turnover intention, which can be affected by work motivation, job stress, and organizational commitment. This research aims to determine the effect of work motivation on job stress, organizational commitment, and turnover intention and the impact of job stress and organizational commitment on turnover intention. This research was conducted in SMA and SMP PKP Jakarta Islamic School, which involved 77 respondents from March 2022 to June 2023. SEM-PLS is used to process and evaluate the research hypotheses. The results show work motivation does affect job stress, organizational commitment, and turnover intention, and job stress and organizational commitment do affect teacher turnover intention.

Talent Management Processes as Predictors of Long-Term Athlete Development in Sports Organizations in Burundi

Talent Management Processes as Predictors of Long-Term Athlete Development in Sports Organizations in Burundi

The role of implementing lean six sigma approach as a strategic HRM role on Talent Management Process

The role of implementing lean six sigma approach as a strategic HRM role on Talent Management Process

EVALUATION OF TALENT MANAGEMENT AT PT. PERTAMINA GAS NIAGA MEDAN, NORTH SUMATERA

The conclusions that can be obtained based on the research studies that have been carried out are as follows: The talent management process that has been carried out has been carried out by human resource management in recruitment and selection, as well as the performance management process. Employees are grouped into a talent pool based on the leadership, fundamental and technical competencies possessed by each employee. The factor in talent management that causes decreased productivity is in the formation of competencies needed by new employees in the regeneration process. Several actions have been taken by management but need some improvement, especially in terms of recruitment and selection, performance management, orientation process, and education and training. The follow-up plans that can be carried out to overcome these problems are: Organizational preparation of talent management, from the appointment of coaches, appraisers, superiors, and the mechanism, Talent management processes that can be accessed by each employee so that assessments, strengths and weaknesses can be evaluated. This will form a self-assessment of employees, Since training needs differ between employees, the training system needs to be carried out in a participatory manner, meaning that employees register according to their training needs. This will also lead to cost efficiency in training.

Designing a talent management model in Mobarakeh Steel Company

OBJECTIVE: The present study aimed to provide a talent management model for Mobarakeh Steel Company (MSC). METHODS: The research method in this study is a mixed method including qualitative and quantitative methods. Qualitative data were collected through interviews with experts and informants and then analyzed by grounded theory. Then, quantitative data were collected from employees and managers and analyzed by Partial Least Square (PLS) analysis. Finally, an interpretation and conclusion were made. In the qualitative section, the research community consists of 15 managers and experts of MSC. In the quantitative section, 300 managers and experts were selected as a sample, and questionnaires were distributed and analyzed. RESULTS: The results of the interview analysis extracted 86 concepts, which were classified into 5 categories including causal conditions, central phenomena, contextual factors, strategies, and consequences. The results of the qualitative section show that causal conditions had a significant effect on the central phenomenon (with a coefficient of 0.89). In addition, the effect of the differentiation of susceptible manpower on contextual factors (with a coefficient of 0.82) was confirmed. Contextual factors have a significant effect on strategies (with a coefficient of 0.93). The results also show that the intervening factors (with a coefficient of 0.74) have a significant effect on the strategies and the talent management process (with a coefficient of 0.92) also has a significant effect on the consequences. CONCLUSIONS: The results provide insights and practical suggestions for managers who decide to design human resource system with a talent management approach. Additionally, the findings of this research help managers to better understand the factors that have an impact on talent management.

The Role of Information Technology in Improving the Efficiency and Effectiveness of Talent Management Processes

Amidst the current era of globalization and heightened business competition, organizations across diverse sectors encounter obstacles in the recruitment, cultivation, and retention of optimal talent. The strategic management of talent has emerged as a critical area of emphasis for organizations seeking to cultivate a skilled and proficient labor force. The present study aims to investigate the impact of information technology, specifically the implementation of a human resource management system, on enhancing the efficiency and effectiveness of talent management procedures. This research is qualitative in nature. The techniques used to obtain information involve careful observation and meticulous note-taking, followed by analytical procedures such as data reduction, visualisation, and inference. The results of this study show that the role of IT in improving the efficiency and effectiveness of talent management processes is significant. The use of IT in employee recruitment and selection, skills development, employee engagement, and data management provide many benefits to organisations. However, challenges such as data privacy and security, digital divide, organisational complexity, ethical aspects, and the importance of human interaction need to be addressed to achieve optimal results.

Recent Updates on Intelligent System for Talent Management: Does That Become a Helpful System?

The use of information technology in human management today has increased, along with the implementation of intelligent systems that generally use artificial intelligence (AI) in their application. One of the areas of human management that has adopted AI is talent management (TM). TM is crucial for companies to identify, manage, determine, assess, and recommend talent (in this case, it can be employees) for their company's sustainability. The application of family planning in TM is not as extensive as thought, but this study tries to review the latest research that adapts AI to a very complex TM process. The results of this review are at least 11 articles involved in the use of family planning. These 11 articles certainly discuss one or more processes in TM, such as talent identification, talent matching or mapping, and talent recommendations. Some critical studies in the future are that in practice, AI needs to be widely used, especially to handle large-scale data management (data intelligence), in addition to intelligent system methods, and AI can be used for all processes in TM, proven to be accurate, efficient, safe, and fast in practice.