Talent Strategy Research Articles

Talent Management in the Era of Digital Transformation: Challenges and Prospects

This article explores the intricate landscape of talent management in the context of digital transformation, highlighting the associated challenges and prospects that organizations face. Utilizing a qualitative approach, the study employs a comprehensive literature review and library research to synthesize existing knowledge on the evolving role of talent management in a rapidly changing digital environment. The findings reveal that digital transformation significantly impacts recruitment, retention, and development strategies, necessitating a shift in traditional talent management practices. Organizations must adapt to technological advancements and changing workforce expectations, embracing new tools and methodologies to effectively engage and develop talent. Key challenges identified include the skills gap, resistance to change, and the need for continuous learning and development. Conversely, the prospects for enhancing employee engagement and fostering innovation through strategic talent management practices are promising. The study concludes that organizations must adopt a proactive and adaptive approach to talent management, ensuring alignment with digital transformation initiatives to achieve sustained competitive advantage. This research contributes to the ongoing discourse on talent management by providing valuable insights into the interplay between digital transformation and effective talent strategies, offering practical recommendations for practitioners and scholars alike.

Innovation capability as a mediator of the relation between talent management and entrepreneurial firm performance

PurposeThe study aims to investigate innovation capability as a mediator in the relationship between talent management (TM) and entrepreneurial firm performance in Micro, Small and Medium Enterprises (MSMEs) in Thailand based on employer perceptions.Design/methodology/approachA questionnaire survey was completed by 674 MSMEs in Thailand, both directly and online. Four hypotheses were tested using structural equation modelling (SEM).FindingsThe results demonstrated that TM has a significant and positive influence on innovation capability, but no evidence was found for a positive relationship between TM and entrepreneurial firm performance. However, innovation capability positively influences entrepreneurial firm performance, and it fully mediates the positive relationship between TM and entrepreneurial firm performance. These results suggest that TM can enhance entrepreneurial firm performance if it is implemented with effective innovation capability.Research limitations/implicationsThe SEM model was employed with a limited number of enterprises, so the sample cannot represent the full population, as there are more than three million MSMEs in Thailand. More countries and factors should be incorporated into the model.Practical implicationsThe owner-managers and HR practitioners of MSMEs can utilise the study results to develop talent strategies and innovative interventions that will enhance their firm’s performance.Social implicationsThis study thus aims to strengthen the capacities of MSME entrepreneurs and policymakers to elevate inclusive innovation capability in MSMEs and to also accelerate progress towards the Sustainable Development Goals (SDG); innovation is one of the three important aspects of SDG9.Originality/valueThe study contributes by filling the research gap related to TM in the MSME business and enterprise development literature, and it aids in creating innovation capability to increase effective investments in TM.

Toward a portfolio theory of talent development: Insights from financial theory, illustrations from the Asia-Pacific

We propose Talent Portfolio Theory (TPT) as a new framework for studying human resource development. Drawing insights from Modern Portfolio Theory in financial investment, TPT views a nation’s talent development as creating a “talent portfolio” composed of four “B”s: brain train, brain gain, brain circulation, and brain linkage. TPT attends to how a talent portfolio, like a financial one, is diversified to minimize risk, and how diversification can be maintained via rebalancing. As such, TPT provides a framework that captures the overall picture of a country’s talent strategy and offers a lens through which to understand how a country changes or “rebalances” its talent portfolio over time. It also provides a tool for examining cross-national variation in talent development strategy. We illustrate the utility of TPT with the cases of Japan and Singapore. While human resource development was crucial to the economic rise of both countries, TPT demonstrates that Japan’s and Singapore’s approaches to constructing and rebalancing their talent portfolios took different routes with diverging outcomes. We conclude with discussions of theoretical and policy implications of this new approach for the study and implementation of talent development.

Политическая этика Си Цзиньпина — наследование и развитие идей «Управления страной добротой» конфуцианства и марксистской этики

Modern China is an industrialized, high-tech state. But even at the beginning of the last century it was a semi-colonial and semi-feudal society. The Chinese people made a number of attempts to save the country and revive it, and finally found the path that suited them — the path of socialism with Chinese characteristics. The guiding ideology of socialism is Marxism, and the Chinese specificity is the traditional thoughts and culture ingrained in the mentality of the nation. The characteristic of the Chinese way is the perfect combination of these two philosophical thoughts. So how do you combine this? This article uses the example of Xi Jinping’s political ethics to analyze its guiding ideology — Confucius’s concept of governing the country with kindness and Marxist ethics. The authors first analyze the specific meaning of Xi Jinping’s political ethics, and then analyze the basis of the philosophical thought of his ethics: The set of political strategies included in the Confucian idea of virtue-based government: political strategies, talent strategies, economic strategies and management strategies; as well as the main characteristics of Marx’s ethics. This proves that building socialism with Chinese characteristics benefits from the high degree of compatibility between Marxism and traditional Chinese philosophical thought. The novelty of this article also lies in the fact that it talks about traditional Chinese Confucianism and Marxist philosophy in one dimension.

The Mediating Role of Talent Management in Succession Planning and Private Organization Sustainability: A Conceptual Article

In the contemporary landscape of business, talent management has emerged as a strategic imperative for organisations aiming to enhance their performance and ensure long-term sustainability. The recognition of talent management's significance lies in its ability to attract, retain, and nurture key talents within an organisation. This process is particularly crucial for private enterprises, where human capital plays a pivotal role in driving innovation, productivity, and competitive advantage. Talent management operates within the broader framework of succession planning, which itself is a critical component of effective human resource planning. Succession planning involves identifying and developing internal talent to fill key leadership positions as they become vacant. This proactive approach not only mitigates the risks associated with leadership transitions but also ensures continuity and stability within the organization. This study delves into the intricate relationship between talent management and succession planning, specifically focusing on their impact on organizational sustainability. By conducting a comprehensive review of existing literature, the study aims to uncover insights into how talent management practices contribute to shaping effective succession planning strategies. Key areas of investigation include planning practices, training and development initiatives, performance appraisal systems, talent retention strategies, and overall talent management policies. Through the proposed conceptual model, the study seeks to elucidate the dynamics that connect succession planning and organizational sustainability within the context of talent management. By integrating these elements, organizations can better align their talent strategies with long-term sustainability goals, thereby enhancing their resilience and competitive positioning in the Nigerian business landscape.

TALENT MANAGEMENT IN DIGITAL AGE

In the rapidly evolving landscape of the digital age, talent management has emerged as a critical focal point for organizations seeking to thrive amidst technological disruption and intense market competition. This abstract provides an overview of the challenges and opportunities presented by talent management in the digital era. The digital age has ushered in unprecedented changes in how businesses operate, demanding a workforce equipped with advanced digital skills and adaptability to navigate complex technological environments. As such, talent management strategies must evolve to attract, develop, and retain individuals capable of driving innovation and sustaining competitive advantage. Key challenges in talent management in the digital age include identifying and assessing digital skills, fostering a culture of continuous learning and upskilling, and leveraging technology to optimize recruitment, performance management, and employee engagement processes. Moreover, organizations must contend with the rise of remote work and the gig economy, which require new approaches to talent acquisition and retention. Despite these challenges, the digital age also presents unique opportunities for talent management. Advances in data analytics enable organizations to gain insights into workforce trends and performance metrics, facilitating informed decision-making and personalized employee development strategies. Furthermore, digital platforms and collaboration tools empower employees to connect and collaborate across geographical boundaries, fostering innovation and knowledge sharing. To capitalize on these opportunities, organizations must adopt a holistic approach to talent management that integrates digital technologies with human-centric practices. This involves aligning talent strategies with business objectives, cultivating a supportive learning culture, and nurturing a diverse and inclusive workforce that reflects the evolving needs of the digital economy. In conclusion, talent management in the digital age requires a proactive and adaptive approach that embraces innovation, collaboration, and continuous learning. By addressing the challenges and seizing the opportunities presented by digitalization, organizations can build a dynamic and resilient workforce capable of driving sustainable growth in an increasingly competitive global market.

Reskilling and rethinking work: how to build a future-fit workforce

PurposeThis paper sets out why reskilling is an essential element of an effective talent strategy and outlines the key steps to successful reskilling.Design/methodology/approachA qualitative review of methodologies and practices for reskilling is presented in this paper.FindingsReskilling is an essential organisational practice allowing employers to respond effectively to turbulent business conditions. Organisations need to engage in three priority actions: strategic workforce planning, adopting flexible work design practices and developing targeted upskilling and reskilling programmes.Originality/valueThis is a synthesis of a variety of ideas about how to approach reskilling and reflects practices adopted by organisations.

Labour market mobility, knowledge diffusion, and firm innovation: empirical evidence from Chinese industrial enterprise

ABSTRACT Economic growth thrives on innovation, which is a byproduct of efficient labour utilisation. Labour market mobility, fostering knowledge exchange, is crucial for inducing innovation in firms through labour. However, prior studies on this dynamic, mostly limited to developed economies, provide inconsistent conclusions. China, a crucial player in the developing world, has been insufficiently investigated. To address this gap, our study investigates this relationship using China as a model, providing insights valuable to other developing nations. The results indicate that increased labour mobility significantly promotes technological innovation in local firms, especially in areas that emphasize design and high-quality innovation. Importantly, the influence of labour mobility on innovation varies across administrative divisions, such as provinces, cities, and counties, leading to diverse effects on firm-level innovation. Furthermore, the impact of labour mobility is particularly significant in privately-owned enterprises and firms situated in the eastern region. The crucial role of knowledge diffusion, serving as a mediator through which labour mobility enhances firm innovation, is emphasized, highlighting its significance. In conclusion, this study effectively establishes how labour market mobility shapes firm innovation, offering practical policy directions for China’s urban talent strategies and innovation enhancement.

Talent Strategy and Future Development of High-tech Enterprises: Taking Huawei as an Example

Innovation is the driving force of enterprise development, and talent is an important way of innovation. Taking Huawei as a research case, this paper discusses in depth how Huawei's talent cultivation system and talent incentive system can realize the innovation stimulation effect. After that, this paper discusses the relevance of Huawei's talent strategy and Huawei's future development to further demonstrate the stimulating effect and importance of talent strategy. Based on the research in this paper, Huawei's talent development system helps Huawei to build up a team of leading talents in various fields to improve its innovation capability in the future development. The talent incentive system helps Huawei to obtain more long-term development capabilities in the future development to improve the sustainability of innovation and intrinsic motivation. Finally, this paper provides specific practical suggestions for Huawei from personalized talent cultivation and talent incentive system innovation, which will help Huawei to better utilize its talent strategic advantages.

Research on the optimization of teaching strategy of virtual reality and augmented reality technology in the training of construction craftsmen personnel training

Abstract The teaching forms of colleges and universities in the informationization era are diverse, and virtual reality and augmented reality technology appear in the field of teaching technology as a new type of teaching media and have become a hotspot of technology application in education and teaching. The article proposes a teaching strategy for training architectural talent through virtual reality and augmented reality technology. This article adopts the questionnaire survey method and correlation analysis on the architecture students of Zhengzhou University, which is divided into training class and ordinary class, and analyzes the data of three teaching strategy variables, namely, virtual experiment, virtual technology, and virtual training, in the training class, as well as the correlation between each variable. The results show that the overall competence is benign after the students enter the construction competence training, and the correlation coefficients of the training class in two different stages are between 0.6 and 1, and the variables are strongly correlated. Subsequently, a satisfaction survey on the effect of teaching strategies was conducted. The students were more satisfied with the teaching strategies and methods proposed in this paper. The proposed teaching strategies also improved the problem-solving ability of the students, such as the average score of the students in the cultivation class (M=5.346) was higher than the average score of the general class (M=4.264) and also improved the students’ ability to think innovatively in architecture, for example, the fluency of the students’ thinking was improved from stage 0.58 in Stage 1 to 1.23 in Stage 4, a significant improvement.

The Influence of Employee Engagement and Employee Welfare on Employee Retention Through Business Management Talent Strategies

The Influence of Employee Engagement and Employee Welfare on Employee Retention Through Business Management Talent Strategies

The Impact of Artificial Intelligence on Sustainable Building Technologies

With the rapid development of artificial intelligence, the demand of urban development for talents with relevant technical and theoretical knowledge is constantly increasing, which is of great significance for the promotion of scientific and technological progress and social development. This study through the construction of China city talent vitality evaluation index system, analysis of Luoyang, Ningbo, Wuhu city talent vitality level, summarizes the Chinese city talent development and deficiencies, from the talent growth, talent competitiveness, talent entrepreneurship, talent mobility and talent innovation in the practice of Chinese city talent strategy logic thinking.

Advancing Talent Management: A Comprehensive Review and Critical Analysis

In the shift towards a knowledge-based economy, human capital and skilled workers are pivotal drivers, necessitating a holistic talent management approach covering acquisition, retention, and development. Despite interest, research often focuses on practical aspects, neglecting theoretical frameworks. Talent management success relies on three elements: acquisition, retention, and development. This study critically analyzes talent management functions, including acquisition, selection, retention, and development, and their intersection with employer branding and HR expectations. Aligning talent strategies with broader organizational goals offers insights for practitioners, researchers, and policymakers. The comprehensive methodology used in this review ensures diverse perspectives, enhancing understanding of talent management literature. Based on the findings of the study, it was observed that the effective implementation of talent management practices is crucial for organizational success across various dimensions. These dimensions include increased productivity, strengthened reputation, improved brand equity, and the achievement of competitive advantages.

Decision-making is an important, yet overlooked, factor in executive hiring

PurposeDecision-making plays a vital role in business. Yet as a trait, it is often overlooked when identifying, assessing, onboarding and empowering leadership talent. This study, therefore, aims to focus on the dimensions of organisational decision-making and investigate whether it should be an integral factor in the hiring process. The survey also looks at the relationships between decision-making and executive leadership, talent strategy and employee satisfaction. Could good decision-making as a trait be a factor when it comes to retention, improving organisational thinking and thriving leadership?Design/methodology/approachA quantitative and qualitative survey was commissioned and conducted by FT Longitude, part of the Financial Times Group. This included a questionnaire sent out to 400 senior executives at C-suite, C-1 and C-2 levels. The respondents were from companies with more than 1,000 employees in 13 industries and from five countries across the Americas, Europe and Asia-Pacific. This was also accompanied by in-depth interviews with three experts from both the public and private sector.FindingsAlmost two-thirds (63%) of senior executives have resigned or considered resigning due to frustration with organisational decision-making, while 29% have considered quitting because they were frustrated with the way a company makes decisions. More than a third (34%) resigned for this reason. Yet, a quarter of senior executives say that their decision-making experience was not explicitly discussed before starting their job. Senior executives who were asked about decision-making in interviews were 1.4 times more likely to be satisfied with their jobs. The ability to make decisions should therefore play a central role in hiring senior executives.Originality/valueDecision-making as a trait has been neglected when hiring executives. For the first time, this research shows how significant it is for leadership teams. If senior executives are to improve organisational decision-making, this trait needs codifying in HR processes. This has led Kingsley Gate to embed it in recruitment profiling.

The Influence of Talent Mobility on Employee Performance in South Indian Software Enterprises

Ensuring the continual improvement and performance of employees is a problem for any IT company in a competitive industry. Therefore, it is crucial for organisations to implement staff development methods in order to enhance employee performance. The objective of this study is to examine the impact of talent mobility on employee performance in software firms located in southern India. The survey included a total of 624 workers. The data were analysed using the structural equation modeling (SEM) model with the AMOS 23 software. The findings demonstrate that various dimensions of talent management, such as talent strategy, work/role design, workforce planning, workplace design, recruiting and selection, learning and development/career management, succession management, pay and rewards, diversity, equity, and inclusion, have a significant impact on employee performance.

Canada’s bid to attract technology talent

The Canadian government began implementing a Tech Talent Strategy in July 2023 that eases immigration restrictions to attract foreign entrepreneurs and skilled workers. The initiative, greeted with overwhelming demand on its launch, responds to a shortage of tech skills in the domestic workforce and targets H-1B visa holders in the United States.

Employee motivation, job satisfaction and talent retention among college teachers in local university in Shandong Province, China: Basis for talent strategies framework

Employee motivation, job satisfaction and talent retention among college teachers in local university in Shandong Province, China: Basis for talent strategies framework

An Empirical Study on Talent Strategies and it’s Impact on Employee Commitment; Moderating Role of Talent Proactive Behavior

The objective of this study is to determine the effects of a leader's emotional intelligence and employee career growth opportunities on employee commitment in Pakistan's banking industry. Additionally, talent-proactive behavior is examined as a moderator of the relationship between a leader's emotional intelligence and the number of employee career growth opportunities they provide. The convenience sampling approach was used to get the data from 384 different banking industry personnel. The hypothesis was evaluated statistically using Smart Pls V. 3. Talent proactive behavior moderates the relationship between a leader's emotional intelligence and career growth opportunities and employee commitment, according to the study, which also shows that a leader's emotional intelligence and career growth opportunities have a significant impact on employee commitment. Discussion and conclusions are given as well.

육군 통섭형 인재육성을 위한 효과적인 직무순환 방안 연구

This study was aimed to derive effective measures to improve the job rotation system in the Army. In order to achieve the purpose of this study, a total of nine conscripted officers by position were selected as experts to question the problems of the current Army job rotation system and the suggestions for improvement. The main results of the study derived through the focus group interview technique are as follows. First, it is necessary to introduce a mandatory job rotation system. Second, the characteristics of each department should be considered at the same time as the connection with promotion. Third, prior education is required. Fourth, the effective time of job rotation is appropriate up to the captain. Finally, efficient discharge placement should be considered after job rotation, and a sufficient consideration period is required for the successful settlement of the policy. Based on the results, this study is expected to play an important role as basic data in preparing Army's multifunctional talent strategy.

MODERN ERA OF HUMAN RESOURCE MANAGEMENT:A STRATEGIC EDGE TO HUMAN TALENT MANAGEMENT

Increasing theoretical and conceptual understanding of human talent management (HTM) is the aim of this research. To clarify the important connections between competency emphasis, talent pooling, talent investment, and talenting orientation and value generation, authors have put out a conceptual framework and a few propositions. A human talent management model has been presented by the authors, which could help academics and practitioners alike better comprehend the talent management orientation. Also, using this approach, practitioners may be able to intelligently match talent strategies with company objectives to produce higher economic value (Shareholders, Employees, Owners, Customers, agents, and other stakeholders).