Talent Management Strategies Research Articles

A SYSTEMATIC REVIEW OF THE STRATEGIES AND PRACTICES FOR MANAGING TALENT SPECIFICALLY WITHIN THE OIL AND GAS SECTOR IN NIGERIA, FOCUSING ON RECRUITMENT, RETENTION AND DEVELOPMENT

In the rapidly evolving landscape of Nigeria’s oil and gas sector, effective talent management has emerged as a pivotal component for organizational success. This systematic review delves into the strategies and practices employed for managing talent within this sector, with a concentrated focus on recruitment, retention, and development. Utilizing a comprehensive search of peer-reviewed journals, industry reports, and organizational case studies, the methodology encompassed qualitative analysis. The main findings revealed that while recruitment strategies are increasingly leveraging technological advancements and localized content, retention efforts are centered around competitive remuneration, career progression, and fostering a conducive work environment. Furthermore, development initiatives prioritize continuous learning, leadership training, and skill enhancement. The implications of these findings underscore the necessity for organizations to adapt to the unique challenges of the Nigerian context, emphasizing the importance of aligning talent management strategies with broader business goals to ensure sustainability and growth in the sector.

The Impact of Talent Management on Organizational Development/A Field Study in the Ministry of Commerce, the General Company for Foodstuff Trade / Salah Eteach

Purpose: The current study aims to investigate the impact of talent management on organizational development in the General Company for Foodstuff Trading ,This paper explained the meaning of talent management and its importance, as well as the factors that are important in order to implement organizational development. Theoretical framework: For this, the employees of the General Company for Foodstuff Trade were selected, and data were collected from the selected employees by means of an organized questionnaire, The study is based on a review of the various literature presented in the paper. Design: For the purpose of the current study, a sample of 200 participants working in the General Company for Foodstuff Trade was selected. Three dimensions of talent management such as talent attraction, talent development, and talent development were measured with the help of data on a five-point Likert scale. And indeed, organizational development has been measured. The study concluded that there is an impact of talent management on organizational development in the General Company for Foodstuff Trade at the general level. Findings: The company's management should plan clearly and set future plans to attract talented employees in order to maintain human resources within the company. Practical Implications: If leaning towards a talent management strategy, the company's management must ensure how it defines and needs to align with the organization's goals. Originality: This paper will be valuable to all companies seeking to understand talent management and its impact on organizational development.

Korzyści i koszty wdrażania strategii zarządzania talentami we współczesnej organizacji na przykładzie Sił Powietrznych RP

Niniejszy artykuł podejmuje ważny temat naukowy dotyczący korzyści i kosztów wdrażania strategii zarządzania talentami (SZT) w Siłach Powietrznych RP. Autorka opisała trzy grupy korzyści: interdyscyplinarne, ogólne i indywidualne. Korzyści wynikają wprost z planowania, realizacji i doświadczenia związanego ze strategią zarządzania talentami (SZT). Koszty realizacji strategii zarządzania talentami zostały sklasyfikowane jako koszty indywidualne i grupowe. Opisane walory strategii można uogólnić nie tylko na same Siły Powietrzne, lecz także na inne formacje wojskowe oraz współczesne organizacje. Zarządzanie zasobami ludzkimi, w tym zarządzanie talentami, stanowi klucz do efektywnego i optymalnego zarządzania w ramach wielu systemów.

The Effect of Talent Management Strategies on Fostering Innovation in Organization

In this fast-paced and highly competitive 21st century, talents have become one of the most important pillars for organizations to achieve their strategic vision. Additionally, there has been an increased emphasis placed on the good selection of qualified and talented employees as well as the discovery, development, improvement, and retention of their talents as a competitive advantage that allows organizations to accomplish their goals. This research was carried out with the intention of determining the impact that various people management strategies have had on the innovative practices in Malaysia. Quantitative methods are offered for the demographic analysis, while qualitative methods will be used to delve more deeply into the stories. The desired outcomes are that there will be a significant impact of Talent Management Strategies on innovation performance, which will lead to an increase in wealth creation and the addition of values to products or processes carried out by the Malaysian public sector. The conclusion is going to be explained in the article.

A Study on the Managerial Competency Effect and Business Performance among Manufacturing Companies in China

This conceptual research work explores the relationship between managerial competency and business performance among manufacturing companies in China. The manufacturing industry in China has been a significant contributor to the country's economic growth and global competitiveness. Managerial competency, referring to the knowledge, skills, and abilities possessed by managers, plays a vital role in effectively addressing challenges, capitalizing on opportunities, and driving sustainable business performance. This analysis draws on existing literature and theoretical frameworks to provide insights into talent management strategies, the influence of organizational culture and context, the role of knowledge sharing and collaboration, and the importance of continuous learning and development. The findings highlight the need for organizations to align their talent management practices with the specific competencies required in the manufacturing sector. Furthermore, the analysis emphasizes the mediating role of organizational culture and the impact of knowledge sharing and collaboration on the relationship between competency and performance. The importance of continuous learning and development for managers to adapt to the changing industry landscape is also underscored. The implications of the analysis provide practical guidance for managers, organizations, and future research in the field.

PENGARUH TALENT MANAGEMENT TERHADAP KINERJA KARYAWAN

Currently we have entered the era of society 5.0 which is accompanied by various kinds of disruptions. Disruption is an era of massive changes due to the emergence of various new innovations due to technological advances. Organizations are required to have reliable and quality human resources with high performers who are able to adapt to technological advances. Human resources are organizational assets that must be managed proactively and strategically because the biggest challenge for organizations today is excelling in talent competence. This research aims to show the factors that help increase employee performance so that organizations can achieve their goals and be able to compete with similar organizations and how to implement a talent management strategy as a strategy to develop human resources in public organizations so as to produce superior human resources in the organization. This study uses a qualitative approach with grounded theory research, namely a theoretical study that uses data from previous studies to bring out the latest research models that discuss talent management and its effect on superior HR performance. The results of this study indicate that Talent Management affects employee performance by increasing the ability to carry out roles, handle change, the ability to master knowledge and skills and improve employee personal profiles (self-confidence, communication skills or a combination of both) and the ability to concentrate. In addition, the research results also suggest that management and employees need to align management strategies and communicate the impact of talent management as an effort to develop superior human resources.Keywords : Talent Management, The Development of Superior Human Resources, employee performance.

An Assessment of Talent Management and Talent Engagement Strategies for Indian Industries - Orientations Revisited In COVID-19 Crisis

New approaches and methods would redefine the global corporate and economies as the pandemic has struck the world. India has been under lock down for the last four months is still pondering its ways and means to handle this challenge effectively. With profits plummeting and businesses in chaos, the entire business community has to rise to the occasion to face this mammoth problem. This research attempts to study the challenges and issues that are hampering effective talent management for talent retention during this pandemic. The solution lies in effective coordination with employer and employee with talent management and retention practices. This study is quantitative and empirical while being exploratory and conclusive. The study intends to explore the dimensions of talent management and talent retention practices for Indian Inc. In this study, stratified random sampling was done, and 100 employees, who work in Indian corporate from various states was, administered a questionnaire. The collected data were analyzed using SPSS, correlation, regression, and confirmatory factor analysis. It was found that family and family priorities occupy the employee’s mind during these COVID-19 times. The organizational policies and frameworks must orient so that the employee’s health and safety are the top priorities. The modified work environment, work culture, and priorities would help in employee retention. An empirical framework is also provided for Indian enterprises on talent management and retention after the COVID-19 pandemic.

Effective Talent Management Practices of Small and Medium-Size Businesses

Effective Talent management strategies to acquire, develop, and retain employees are essential, as 73% of business leaders in the United States identified that good human resources practices favorably affect the efficiency and effectiveness of business operations. Based on the people capability maturity model and transformational leadership theory, the purpose of this qualitative multiple case study was to explore the successful strategies that leaders of small and medium-size businesses (SMBs) used to acquire, develop, and retain employees. The case population comprised five SMBs’ leaders who had successfully used talent management strategies to acquire, develop, and retain employees for more than 5 years, and four employees who had worked with the SMBs for more than 5 years. The selected leaders participated in face-to-face semistructured interviews while the employees participated in a focus group. The data analysis process followed Yin’s five-phase analysis cycle; entailed an analysis of interview responses from individual interviews, the focus group interview, and a review of related documents. Four themes emerged from the data analysis: conducting management assessments, following recruitment and selection guidelines, empowering and enabling employees, and fostering workplace loyalty. A recommendation is that SMBs’ leaders prepare training manuals from their successful procedures for internal use and benchmarking with other SMBs. The study’s findings could contribute to positive social change by enabling leaders to improve employee development and retention for more productive employees and higher revenues to benefit society through employees becoming mentors and volunteers in local communities.

The functioning of academic employees in a dynamic South African higher education environment

IntroductionThe higher education sector is experiencing changes in the profile of employees and stakeholders. Current employees are expected to function effectively and efficiently in institutions to achieve individual and organisational goals. The functioning aspect of the capability approach presents the opportunity to investigate how academic employees function in the current work environment. The study aimed to investigate the functioning of academic employees in the current work environment. Understanding how academic employees function in their current work environment provides the opportunity to develop relevant talent management practices to motivate, retain, support, develop, and lead academic employees.MethodsA qualitative research approach and a critical realism perspective was utilised to explore social relations in the sample environment. Purposive sampling was employed to identify appropriate participants for the study. Nine online semi-structured interviews were used to collect data from the participants.ResultsThe findings of the study show that academic employees function effectively when they experience support and relationships at work as well as when autonomy and technology are available among various aspects of work. Talent management strategies require proactive reviewing to meet academic employees’ needs to enhance performance.DiscussionHuman resource practitioners and leaders in the institution have the responsibility to explore the functioning of academics in their environment to understand how they can enhance their performance and develop and retain these employees to meet institutional goals. The study adds some insights to the current literature related to the functioning of academic employees using the capability approach. The institution can develop new mechanisms to enhance the performance of these employees in a dynamic environment through talent management practices.

High potentials in multilatinas: creation of Latin American specific models or convergence towards existing ones

Multilatinas are part of the emergent multinational enterprises that have arisen from Latin America. Even though these firms are becoming increasingly important in the global economy, little is known about their talent management strategies and practices. This paper seeks to understand, through a qualitative approach, the way in which the talent identification models were conceived, where they were sourced from and who contributed to their design (actors). Seventeen semi-structured in-depth interviews were conducted with Senior Corporate Talent Management Executives working for multilatinas from Argentina, Brazil, Chile, Colombia and Mexico. Our findings revealed a fragmented scenario. Most of the multilatinas do not copy a complete or 'best practice' model; they create a new hybrid one. As multilatinas draw upon some elements of European and US models in order to create their own, some mimetic and normative pressures were identified. Participant firms, in general, count on internal actors to build their talent identification models, downplaying the importance of international consultancy firms. Finally, relying on the obtained results, a classification is proposed.

Impact of Talent Management on Employee Performance in Construction Industry of Eastern Nepal

The construction industry requires competent and skilled talent to achieve set milestones. Talent management is a human resource strategy designed to attract, develop, and retain manpower. This study aims to explore the impact of talent management on employee performance in the construction industry. The three factors of talent management strategies taken into consideration for this study are training and development, talent retention strategies, and performance management systems. A simple random sampling technique was used to distribute questionnaires to working professionals in Province 1. Linear regression analysis was used to find the correlation between talent management strategies and employee performance. The findings revealed that talent retention strategies and performance management systems significantly affect employee performance in the construction industry, while training and development moderately affect employee performance. The dependent variables were correlated with R2 values of 0.816, 0.793, and 0.549 for talent retention strategies, performance management systems, and training and development, respectively. All independent variables were correlated with an R2 value of 0.896. Succession planning, career development, management feedback, and employee appraisal were identified as key factors in achieving standard quality output in the construction industry. This study highlights the importance of talent management strategies in enhancing employee performance in the construction industry. The findings suggest that organizations should focus on talent retention strategies and performance management systems to improve employee performance. Keywords: training and development, talent retention strategies, performance management system, employee performance

Factors Determining Talent Management and Its Role in Employee Satisfaction

Talent management has gained widespread attention as organizations strive to retain their top-performing employees. The success of talent management strategies relies on identifying and developing employees with the potential to take on leadership roles within an organization. This paper explores the factors that determine talent management and its role in employee satisfaction. The study analyses various aspects of talent management, such as recruitment, training and development, succession planning, and career management. The research also examines how talent management affects employee satisfaction and retention. The findings suggest that organizations that effectively implement talent management strategies are more likely to retain their top-performing employees and foster a culture of employee satisfaction. The paper concludes that talent management should be an integral part of an organization's overall human resource management strategy to achieve sustainable success.

The impact of talent management, work-life balance and retention strategies in the hospitality industry

Cordiality associations have endured a ton of mishaps, for example, low execution brought about by the Coronavirus pandemic, during which most administration took extraordinary choices to conserve ability, and these choices have induced low optional work conduct and low profound work show among its ability. These ailments would have been deflected in the event that ability the board rehearses were carried out successfully by neighborliness associations. It depends on this reason that this study examines the impact of ability the executives on optional work conduct in cordiality associations in Nigeria utilizing a review research plan. An example edge of 820 was attracted from 60 enrolled neighborliness associations the south-eastern piece of Nigeria. An example size of 263 was drawn from the example outline. Direct relapse was utilized to investigations the planned speculations with the guide of IBM measurable bundle for the sociologies adaptation 20.0. The discoveries of the review show that ability the executives aspects essentially affect optional work conduct in friendliness associations in Nigeria. The review reasons that ability the executives estimated as far as ability fascination, ability advancement and ability maintenance fundamentally affect the signs of optional work conduct. The review suggests that human asset experts and hierarchical pioneers ought to use ability the executives as a technique to upgrade optional work conduct in their particular associations.

Émergence d’un espace tiers pour la réflexivité dans la collaboration entre chercheurs et praticiens : le Bâ collaboratif

How can the collaboration between practitioners and academics contribute to generating knowledge used in the development of new organizational practices? Drawing on the concept of “Bâ,” we analyze an exemplary case of collaboration between a researcher and HR practitioners to develop a talent management strategy specific to production operators in an industrial automotive company facing the challenges of Industry 4.0. By distinguishing a specific collaborative “Ba,” we account for the reflexivity generated and the interactions of differentiated knowledge conducive to the creation of new organizational knowledge and practices.

The Impact of Talent Management Strategies on Employee Retention

In today's fiercely competitive business world, firms must prioritize employee retention. Strategies for talent management have drawn a lot of attention as successful solutions to this problem. This article offers a succinct summary of how talent management techniques affect employee retention. In-depth recruitment and selection procedures, employee training and development programs, methods for tracking performance and providing feedback, competitive pay and benefits, and promoting a healthy workplace culture are just a few of the strategies covered in the article. The results highlight how crucial these tactics are for improving employee retention rates, which in turn boosts output, lowers turnover expenses, and fosters a more engaged and devoted workforce. The purpose of this paper is to provide some effective personnel management techniques into practice so that organizations may establish a welcoming and rewarding atmosphere that encourages staff to stick around and contribute to the long-term success of the company.

The Impact of Leadership on Employee Talent Management Strategy to Motivate Performance of the Manufacturing Sector in Harare, Zimbabwe

Purpose of study: The study focused on the impact of leadership on employee talent management to achieve goals of organizations in the manufacturing sector in Harare. The manufacturing sector in Zimbabwe is faced with labour migration to other countries in Botswana, South Africa, and Europe, following the deteriorating performance of the economy of the country. Methodology: The study deployed regression analysis to establish the relationship between leadership and talent management to motivate performance of listed companies in Zimbabwe in the manufacturing sector. Main study findings: The study found that components of leadership practices which involves employee talent identification, employee talent satisfaction, employee talent commitment, and employee loyalty had a significant contribution to performance of manufacturing companies in Harare. The study also established the hierarchy of impact of the four variables namely: Employee Satisfaction skill topped the line, followed by employee loyalty skill, then employee commitment and finally employee identification in that order. Main study conclusions and recommendations: The study concludes that leadership practices had a significant relationship with talent management strategies to motivate performance of the manufacturing sector in Harare. The study recommended the use of hierarchy of impact to design training programs to equip leaders in organizations with skills to management talented employees.

Talent Management and Effectiveness of Recruitment Process: A Study of Higher Education Institutions in Central India

Purpose: The present study aims to investigate the influence of talent management on effectiveness of recruitment process undertaken in higher education institutions in Central India. This paper has clarified the meaning of talent management and why is it crucial. It had explained factors which are important for its effective implementation. Theoretical framework: For this, teachers working in higher education institutions in Central India were selected and data was collected from the selected teachers with the help of a structured questionnaire. The study is based upon various literature review which has been presented in paper. Design: For the purpose of present study, a sample of 200 respondents working in different higher education institutions of the region was selected. Three dimensions of the talent management such as talent acquisition, talent development and succession planning were measured with the help of statements on five-point Likert scale. Similarly, effectiveness of recruitment process in higher education institutions was measured with the help of three statements. Findings highlighted that talent Management was found to be the strongest predictor of effectiveness of the recruitment process being followed in higher educational institutions; followed by talent acquisition and succession planning. Findings: Suggested that educational institutions need to follow a clear talent acquisition and management policy and focus on to acquire talented employees so that their recruitment process becomes effective. Moreover, educational institutions need to organize training programs for employees that would help employees to acquire job related competencies. The benefits of an effectively implemented talent management improves retention ratio. Practical implications: Higher education organizations if inclined towards talent management strategy must ensure that how they define it and it need to be aligned with goals of the organization.Top management need to define clear line accountability and take care of practices with relation to evidence based practices . Originality: This paper will be of value to all organizations seeking to understand Talent management with its impact on recruitment process.

TALENT ACQUISITION DAN TALENT ON BOARDING PADA INDUSTRI PARIWISATA DI BINTAN

This research was made to know and analyze the Talent Management Model, Talent Management Study to Talent Management Mapping from companies in the tourism sector, spesifically resort in Bintan island. The method used in this research is a method of searching data from the internet and available materials. For data analysis, the author will use the components mentioned to analyze how the companies of tourism sector in Bintan island manages its talent from planning, attracting, developing, and retaining to transitioning. Then the author gets the companies using a combination of 2 strategies for the talent management strategy, namely by hiring only top employees and hiring promising specialists and developing them. And finally the use of 9 boxes of talent mapping will be used by the author to analyze talent from the tourism sector in Bintan island. The author suggests that companies need to carry out an evaluation process for each of their employees and also inform HR to train and monitor the performance of managers.

Talent Management: The Game Changer for Work Engagement of Non-Teaching Workforce at Kyambogo University, Uganda

The challenge in public universities in Uganda is that university non-teaching staff are disengaged and take their jobs for granted, hence never make an effort to serve to the satisfaction of students and other stakeholders. This study examined whether talent management strategies employed by the universities were a game changer for work engagement of the non-teaching workforce in public universities. Specifically, the study tested whether talent management in terms of talent attraction, talent development and talent retention had a relationship with work engagement of the non-teaching workforce in public universities. The study employed a correlational research design on a sample of 201 non-teaching staff. Data was collected using a questionnaire survey. The findings revealed that talent attraction and talent development had a positive significant relationship with work engagement of the non-teaching workforce. However, talent attraction had a negative and insignificant relationship with work engagement of the non-teaching workforce. It was concluded that talent attraction strategies in terms of selective recruitment and selection, and talent development in the form of performance appraisal, training and promotion are game changers for work engagement of the non-teaching staff. However, weak retention strategies hamper employee engagement. The study recommends that managers of universities should implement game-changing talent attraction strategies and talent development practices to enhance work engagement of the non-teaching workforce. It is also recommended that university managers should strengthen talent retention strategies to promote work engagement of the non-teaching workforce.

Talent Management Practices and Its Impact on Intention to Stay in the Organisation

In today’s dynamic business environment, organizations are looking to add new and improved or innovative capabilities to their portfolio of business. To achieve these objectives organizations need to add a very vital component called human resources. Therefore, Talent management is the buzzword in the IT sector to attract and retain a talented workforce. The current research paper aims to explore the attitude of the employees towards the major factors that influence the talent management practices in Indian IT firms intending to stay in the organization. To realize the stated objectives the researchers have collected the primary data from two hundred talented employees across the IT sector. In this context talented means one has consistently been a top performer or received the best employee or star performer reward or recognition from the employer for at least two years in a specific domain. For this purpose, the researchers have identified eight major factors such as quality of supervision, Compensation Management practices, job engagement, innovation practices, open climate, Career Development Path, organizational Environment, and quality of working Environment. The multiple regression model results revealed that the independent variable Compensation management, Job engagement, Open climate, Organizational environment, and quality of working environment were the major drivers of intention to stay in the current organization. When we rank the determinants we found the most prominent determinant being Job Engagement followed by Quality of working environment, Open climate, Compensation management, and Organizational environment. The current study makes significant contributions to both talent management theory and practices. Firstly, we provide empirical support from the perspective of employees about the various talent management practices and strategies employed by various IT companies in the Indian context. Secondly, we provide a scheme of suggestions to IT firms across the sector and various strategies to retain the talented workforce. Thirdly, we have ranked the various variables chosen for the study based on the empirical evidence and suggested the managers' various interventions to nurture and retain the talented workforce. Additionally, the current paper is aimed to assist managers with some of the vital issues they face with the implementation of talent management strategies.