Talent Management Research Articles

The basic themes of talent management: Bibliometric analysis and systematic literature review

The basic themes of talent management: Bibliometric analysis and systematic literature review

Talent philosophies and institutional factors as determinants of talent management in SMEs: a French country-specific empirical investigation

PurposeTalent management (TM) is a crucial strategic issue for global organizations, extending beyond multinationals and big companies to encompass small and medium-sized enterprises (SMEs) and contexts outside the Anglo-Saxon sphere. However, TM in SMEs is still under-researched, with a lack of studies and evidence on TM determinants and TM in practice. This study explores, using the lens of institutional theory, how talent philosophies and a combination of institutional factors shape TM in French SMEs, highlighting the interplay between these elements within the specific context of French SMEs.Design/methodology/approachGiven the limited knowledge about TM determinants in SMEs and the need to uncover and understand the phenomenon investigated, this study is exploratory in nature and lends itself to a qualitative research approach. In-depth semi-structured interviews with 27 CEOs, managers, TM and HR managers across 15 SMEs in France provided a comprehensive cross-industry perspective.FindingsThe study reveals that talent philosophies in French SMEs are predominantly inclusive and development-oriented, influenced by institutional factors such as the cultural logic of proximity and personalization, state support mechanisms like the Fonds Unique Interministériel (FUI) and legal frameworks that emphasize equal opportunity. Organizational elements like size and proximity foster a community-focused, egalitarian TM approach, while ownership and vulnerability lead to a reactive and informal TM strategy. The study presents a model that links these determinants to the specific TM approaches observed in French SMEs, illustrating how institutional factors like centralized control and egalitarianism shape TM practices.Research limitations/implicationsThis paper highlights the need for more empirical studies on talent philosophies, institutional and organizational factors not only in SMEs but also in comparison with multinational enterprises (MNEs), through institutional theory. Particular attention should be paid to the homogenization of SME sizes based on their level of establishment.Originality/valueThis study extends studies on TM determinants in SMEs, from the perspective of talent philosophies, utilizing insights from French institutional theory. It is also among the few and new studies to highlight contextual issues of TM as well as how TM is practiced depending on internal and external factors.

Sustainable Tourism Performance Through Green Talent Management: The Mediating Power of Green Entrepreneurship and Climate

This study investigates how green talent management influences green performance, green entrepreneurship, and the green organizational climate. Additionally, it analyzes the impact of green entrepreneurship and green organizational climate on green performance. The research also delves into the mediating roles of green entrepreneurship and green organizational climate within the framework of dynamic capability theory in the tourism and hospitality industries. Data were gathered from employees working in travel agencies and tour operators in Saudi Arabia, with a PLS-SEM analysis conducted on 788 valid responses. The results revealed that green talent management has a positive impact on green performance, green entrepreneurship, and the green organizational climate. Additionally, the study found that both green entrepreneurship and a green organizational climate positively influence green performance. Importantly, the findings underscored the partial mediating roles of green entrepreneurship and green organizational climate in the link between green talent management and green performance. This study enriches the literature by clarifying the mechanisms through which green talent management can be utilized to enhance green performance. Theoretically, the findings expand on dynamic capability theory by emphasizing the importance of green-focused human and organizational resources as dynamic capabilities that enable environmental adaptation and sustainable competitive advantage. Practically, these insights provide actionable implications for tourism and hospitality organizations seeking to improve sustainability practices through green talent management, green entrepreneurship, and a green organizational climate, thereby reinforcing the role of dynamic capabilities in achieving sustained green performance.

More Money and Less Diversity: What is the Ideal Workplace According to the Gen-Z Perception?

In the evolving employment landscape, organizations are compelled to confront the formidable challenge of managing a multigenerational workforce. Generation Z—also referred to as Gen-Z, iGen, or the post-millennial cohort—are embarking on their initial career endeavors and are anticipated to significantly transform the work sphere in the forthcoming years. To tailor the prospective work milieu to the traits, necessities, and expectations of these youths, comprehending their conception of an optimal workplace is imperative. Concurrently, to efficaciously navigate talent management, it is paramount for organizational leaders to gain a nuanced comprehension of the factors influencing young individuals' decisions to depart from their jobs. This manuscript offers preliminary insights from a research endeavor conducted to discern Gen-Z's perspectives regarding the job market. A digital survey was disseminated in the summer of 2023 among Gen-Z individuals, garnering 461 responses. The investigative outcomes afford a distinctive opportunity to enhance our grasp of the anticipations and vocational ambitions harbored by this nascent workforce. In addition to a pronounced preference for substantial remuneration, commensurate benefits, and superior, adaptable working conditions, data indicates that Gen-Z places considerable value on the prospect of professional growth. We deduce that if employers accentuate their commitment to employee development and progression, they will more readily captivate this demographic's allegiance. Given the findings and Gen-Z's heightened propensity for intrinsic motivation relative to preceding generations, it is incumbent upon business executives to cultivate managerial competencies conducive to bolstering the young workforce's sense of purpose. These revelations provide a propitious foundation for extended inquiry into the future of employment, particularly concerning the assimilation of "digital natives" therein.

TALENT MANAGEMENT STRATEGY FOR SUCCESSION PLANNING AT PT K INDONESIA

Objective: PT K, a leading company in the FMCG industry in Indonesia, faces significant risks due to its over-reliance on key leaders with specialized knowledge and skills, heightening organizational risk if these leaders depart unexpectedly. This dependency jeopardizes operational continuity due to inadequate internal regeneration and a low succession ratio over the past two years. Addressing these critical issues, this study aims to review and refine the talent management strategies of PT K in line with business goals and needs related to leader succession planning. Theoretical Framework: In this topic, the main concept and theoriy that underpin the research is integrated talent management model developed by Silzer and Dowell (2010). Method: The study carried out was applied research. The study utilizes primary data from interviews with the President Director, Head of Division Human Capital & General Affairs, and Head of People Development & Learning Center of PT K, alongside secondary data from internal documents. Interviews were conducted to find out business strategy direction, as well as PT K's talent management policies and needs. Apart from that, it was also to find out current talent management practices and the need for improvement. Meanwhile, the documents studied are documents about Long-Term Development Program at PT K for period of 2020 – 2025, which is used to determine PT K's HR management directions and policies. Results and Discussion: Based on the results of interviews and document studies, it was obtained: (1) talent management directions and policies according to business targets and strategies, as well as (2) findings of gaps in the four main activities of talent management practices at PT K. Based on these two things, a map, targets and actions to improve PT K's talent management strategy for the 2024-2026 period were determined. Research Implications: The study's implications suggest that addressing these gaps will enhance leadership continuity and organizational resilience, offering a model applicable to similar companies in the FMCG sector and providing valuable insights for both academic research and professional practice. Originality/Value: This is the first study related to talent management to be carried out empirically at PT K, which is one of the leaders in the FMCG industry in Indonesia. It is hoped that research findings and results will provide valuable input regarding current practices that will enrich the body of knowledge related to talent and HR management.

Predicting Entrepreneurial Success in the Digital Economy Using Machine Learning Techniques

The features of intelligent entrepreneurship as it becomes a social phenomenon in national economies and the effects of this phenomenon on the economy are explored in this paper. There is evidence that the environment of modern entrepreneurship is associated with intellectual, informative, and creative pursuits. Redefining "intelligent entrepreneurship" and "talent management" is a necessary step in improving both terms. Value of human capital, or the chance for an individual to make use of their inherent intelligence, is at the heart of intelligent business. According to studies, the best course of action for national economies is to adopt open innovation models. In order to create and efficiently apply intelligent potential—which assures the expansion of the national economy—it is necessary to enhance the efficacy of scientific, educational, and innovative systems. The groundwork for entrepreneurial intelligence has been laid in view of the present status of the digital revolution in the economy.

Empirical Evidence of Sustainable Development Goals (SDGs) on Talent Management Practices and Employee Engagement in Government Linked Companies

Objective: The study analyzed the relationship between Sustainable Development Goals (SDGs) on talent management practices and employee engagement at Government Linked Companies (GLCs). Method: Questionnaires were distributed and gathered from 164 employees at 47 GLCs and Partial Least Square Structural Equation Modeling (PLS-SEM) technique was used to test the research hypotheses. Results and Discussion: Questionnaires were distributed and gathered from 164 employees at 47 GLCs and Partial Least Square Structural Equation Modeling (PLS-SEM) technique was used to test the research hypotheses. Among all Malaysian GLCs from various sectors available for the study, the researcher had narrowed down the selection to the 47 companies which are listed on Bursa Malaysia stock exchange (PCG, 2015). The findings discovered that four hypotheses are not supported with the finding of this study. There were significant and positive relationships between talent development and employee engagement (vigor, dedication) and talent identification and employee engagement (dedication, absorption). Originality/Value: The results of the study revealed that talent development and talent identification are pivotal in fostering employee engagement. Specifically, talent development positively correlates with vigor and dedication, underscoring the necessity for GLCs to invest in robust developmental programs that enhance employees' energy and commitment to their roles.

Pedagogical Support in Human Talent Management: A Systematic Review

This systematic review explored the impact of pedagogical coaching on human talent management and teacher performance over the past four years. A qualitative approach was employed using the PRISMA methodology to conduct searches in the following databases: Scopus, SciELO, Redalyc, Dialnet, Erih Plus, Latindex, the University of César Vallejo library, and other relevant databases. Inclusion and exclusion criteria were applied. For inclusion, articles published between 2021 and 2024 that addressed pedagogical coaching in the context of human talent management and teacher performance were considered, while studies that did not focus on educational contexts, were not peer-reviewed, or were not available in full text were excluded. Through the analysis of 229 studies, it was found that pedagogical coaching has a positive effect on improving teaching practices and teacher satisfaction. However, the effectiveness of coaching varies depending on the context and the quality of its implementation. The results suggest the need to strengthen the training of coaches, personalize support, and establish clear regulatory frameworks to ensure the quality of coaching. This review contributes to consolidating pedagogical coaching as a key strategy to improve educational quality and teacher professional development.

Integrating AI in Recruitment: Pathways to Inclusive and Diverse Talent Management

Integrating AI in Recruitment: Pathways to Inclusive and Diverse Talent Management

Optimizing job satisfaction: a configurational framework for integrating HRD, HR, and employee attributes

Purpose Addressing a significant gap in current understanding, this study explores how workforce development, workplace practices, and employee characteristics interact to influence job satisfaction. We introduce a configurational framework to bolster talent development and enhance job satisfaction in organizations. Design/methodology/approach Through conceptual analysis, we identify and propose strategic talent management configurations that include two-way and three-way interactions between HRD initiatives, HR practices, and employee attributes. We demonstrate the potential efficacy of these tailored configurations with real-world examples, such as aligning developmental support with employee learning styles and job design. Findings A configurational model is proposed that offers a practical framework for leveraging the interplay between HRD initiatives (e.g., training and mentoring), HR practices (e.g., compensation and performance management), and employee attributes (e.g., personality and cognition) to create a tailored, supportive, and engaging work environment. Originality/value The findings provide a novel and actionable framework for workforce development. This configurational model emphasizes the strategic alignment of HRD initiatives, HR practices, and employee attributes, equipping practitioners with a valuable tool to enhance talent management, optimize job satisfaction, improve resource allocation, and ultimately boost organizational performance.

Talent Management in Healthcare: The New Strategic Objective

In today’s rapidly evolving healthcare landscape, effective talent management has become a critical priority for any organization seeking exceptional and safe care, whilst driving a positive outcome and impact in people’s lives. This article delves into the intricacies of talent management in healthcare, from an operational standpoint, aiming to capture how the frontline workforce perceives talent management. It is hypothesized that by implementing comprehensive talent management strategies, healthcare institutions would be able to address the current challenges posed by the worldwide workforce shortages. The increasing demand for healthcare services has prompted organizations and governments to proactively approach talent management to attract and retain the right individuals with the right skills to remain competitive and even functional. Employee engagement initiatives, along with a robust culture of continuous learning and phycological safety, where individuals can be at optimal performance and positively impact patient experience and outcome, significantly reduce turnover rates and ensure workforce stability (Dyrbye et al., 2017).

Talent Measurement Model of Islamic Banking: Theoretical and Practice Perspectives

Talent measurement is a crucial component of talent management (TM). It involves the application of various measurement methodologies to assess the current and long-term potential, competencies, and contributions of employees in their roles. This study explores and integrates the theory of talent measurement from previous research with the practice of talent measurement model in Islamic banking. This study uses personal interview with the experts from selected Islamic banking in Indonesia, provides insights into how the traditional nine-box grid model is adapted within the context of Islamic banking, incorporating the principles of Maqāṣid al-Sharīʿah to ensure alignment with Islamic values. The findings suggest that integrating ethical dimensions into talent evaluation enhances fairness, employee engagement, and long-term organizational sustainability. Furthermore, the study highlights the importance of addressing talent risk factors and suggest strategies to improve talent retention in Islamic banking. This research offers valuable contribution to both theory and practice, proposing a more holistic and values-driven approach to talent management in the Islamic financial sector.

THE INFLUENCE OF VISIONARY LEADERSHIP AND TALENT MANAGEMENT ON UNIVERSITY PERFORMANCE IN ORGANIZATIONAL LEARNING MEDIATION AT THE UNIVERSITY OF MUHAMMADIYAH IN EAST JAVA

Entering the era of competitive globalization, universities are required to improve their performance in order to produce quality and highly competitive graduates. This study aims to examine the influence of Visionary Leadership and Talent Management on Higher Education Performance, with Organizational Learning as a mediating variable. Using a quantitative approach with a cross-sectional design, data was collected through a questionnaire from leaders and heads of decision-making sections at the University of Muhammadiyah in East Java totaling 100 respondents. Data analysis was carried out using Partial Least Squares Structural Equation Modeling (PLS-SEM) with SMART PLS software. The findings show that Visionary Leadership has a significant positive effect on Higher Education Performance, but not significantly on Organizational Learning. On the contrary, Talent Management shows a significant influence both directly on Higher Education Performance and through Organizational Learning. The results of this study show that effective talent management strategies play an important role in improving university performance, both directly and through improving organizational learning. Although Visionary Leadership has a significant direct influence on performance, its influence through organizational learning is not significant in the context of this study. The implications of this study emphasize the need for universities to focus on talent development and retention and create a strong learning culture to achieve higher performance.

The Impact of Applying Artificial Intelligence on Human Resources Management in Jordanian Banks

The study aims to investigate artificial intelligence (expert systems, knowledge representation and reasoning, automatic learning and effectiveness) on human resources management in Jordanian banks. The descriptive analytical method was used by developing a digital questionnaire that was distributed to a purposive sample of the study population, which includes employees of directors of human resources departments and workers in the human resources department. To answer the study’s questions and hypotheses, the data was analyzed using the SPSS program. It was found that artificial intelligence variables (expert systems, knowledge representation and reasoning, automatic learning, and effectiveness) are associated with a positive, statistically significant relationship with training and development. ? It was also found that artificial intelligence variables (expert systems, knowledge representation and reasoning, automatic learning, and effectiveness) are associated with a positive, statistically significant relationship with selection and appointment. Finally, the results concluded that artificial intelligence explains a large portion of the variance in incentives, which indicates a positive and statistically significant relationship. The study recommended that the expanding the use of artificial intelligence techniques in ?human ?resources ?management?, and conduct more future studies about the relationship between the use of artificial intelligence technologies and other human resources practices such as: (performance evaluation, wages and compensation, talent management). Received: 11 July 2024 / Accepted: 31 October 2024 / Published: 05 November 2024

Managers’ Productivity and Recruitment in the Public Sector

Governments face many constraints in attracting talented managers to the public sector, which often lacks high-powered incentives. In this paper, we study how a civil service reform in Chile changed the effectiveness of a vital group of public sector managers: school principals. First, we estimate principal effectiveness by using an extension of the canonical teacher value-added model. Then we evaluate the effect of the reform on principal effectiveness using a difference-in-differences approach. We find that public schools appointed more effective managers and improved their students’ outcomes after increasing the competitiveness and transparency of their selection process. (JEL D73, H83, I21, J24, J45, O15)

Https://www.innovativehumancapital.com/article/the-modern-manager-navigating-a-complex-role-in-today-s-organizations

The role of the manager has become increasingly complex due to forces such as globalization, technology disruption, and changing worker expectations, requiring proficiency across strategic planning, leading others, communicating, developing talent, and other diverse hard and soft skills to navigate today's volatile business environment successfully. While leading organizations recognize high-quality managers as a strategic asset, attracting and developing top management talent presents ongoing challenges, as younger professionals are less interested in management careers due to workload demands, a skills gap exists between required competencies and what new or promoted managers possess, and traditional training methods often provide inadequate preparation, resulting in few managers being truly ready for senior roles. To address these issues, experts recommend a strategic, multifaceted approach including updating manager job profiles and career paths, establishing formal mentoring and coaching, deploying strategic stretch assignments, implementing blended leadership training programs, and utilizing 360-degree performance evaluations to gain competitive advantages in hiring, retention, and leadership development.

To Study the Effectiveness of Youtube and TV Advertisements on Consumer Purchasing Intention of Mobile Product in Ahmedabad

HR Solutions LLP, a reputable Ahmedabad-based HR consulting firm, is provided in this report. The study's objectives are to examine the range of services offered, the technology employed, and the effectiveness of these services in enhancing organizational performance. Using a mixed-methods approach, this study integrates qualitative data from semi-structured interviews with key stakeholders with quantitative data from structured customer surveys. Research indicates that Head Quest HR Solutions LLP employs several strategies that are tailored to meet the unique requirements of its customers. These methods improve organizational development, talent management, and employee engagement despite obstacles like assessing long-term effects and integrating advice with customer culture

Optimizing talent management in creative industries: Theoretical insights into effective database utilization

This review paper explores the optimization of talent management in creative industries through the utilization of advanced database systems. Traditional talent management methods often lack the structure and objectivity provided by modern database-driven approaches, which leverage comprehensive talent profiles, advanced search algorithms, and robust analytics to enhance decision-making processes. Case studies from industry leaders like Pixar, Wieden+Kennedy, and Ubisoft illustrate the practical benefits of these technologies in recruitment, development, and overall talent optimization. The paper also discusses challenges such as data quality, privacy concerns, and resistance to change, providing practical recommendations for overcoming these obstacles. Creative industries can significantly improve their talent management practices by fostering a culture of data-driven decision-making and investing in comprehensive talent databases. Future research directions include the impact of AI and machine learning, integration of emerging technologies, and longitudinal studies on the effectiveness of database-driven approaches.

The Role of Talent Development in Organizational Change: A Bibliometric Analysis of Global Corporate Trends

The evolution and key themes in the field of talent management research from 2000 to 2024 are highlighted in this study's thorough bibliometric analysis and thematic overview. Effective human resource strategies inside organizations are determined to be based on the fundamental elements of talent management, which include leadership, training and development, and organizational performance. It is acknowledged that the incorporation of technology innovations, including big data, machine learning, and digital transformation, has a revolutionary impact on talent management procedures by permitting more predictive and data-driven methods. In addition to discussing the implications of diversity and inclusion in cultivating a creative and flexible workforce, this study examines the strategic significance of matching organizational objectives with talent management in order to improve competitive advantage. The study also discusses the potential and problems associated with technology integration in human resources, stressing the importance of ethical concerns and upholding a human-centered approach in the face of technological breakthroughs.

The Role of IoT in Improving the Efficiency and Quality of Automated Production in Industry 4.0: A Bibliometric Review

This bibliometric review explores the dynamic field of talent management, focusing on the integration of digital technologies and their impact on modern organizational practices. Using VOSviewer for a systematic analysis, the study maps the evolution of key themes and trends over recent years, highlighting the central role of talent management and the significant shift towards incorporating advanced technologies like IoT, data analytics, and machine learning. The findings reveal a transformation from traditional practices to a more strategic, data-driven approach that aligns talent management with competitive business objectives. This transition not only enhances operational efficiencies but also supports a culture of continuous improvement and innovation. The study also addresses the challenges and future directions in leveraging technology for effective talent management, providing insights that are crucial for organizations aiming to maintain a competitive edge in a rapidly evolving digital landscape.