Talent Strategy Research Articles

Leveraging a women's network to attract, develop and retain high potential female talent

PurposeThis paper aims to describe the benefits of delivering a strategically driven women's network that encourages a pipeline of female talent.Design/methodology/approachA case study illustrates a strategy for employee engagement with talent development and retention.FindingsThe paper presents practical case study evidence that links a strategic company affinity network and its commitment to developing high potential women.Originality/valueThe paper outlines in practical terms how a diverse talent strategy can be developed that is fundamentally based deep in the business strategy. It demonstrates several practical approaches that companies can take to align the objectives of their women's networks with their HR talent strategy.

The Construction of Characteristic Specialty of Water Supply and Drainage Engineering in Local Universities

The construction of brand and characteristic specialty is the assurance to gain living space and improvement of speciality education quality for local universities . Based on the water supply and drainage engineering specialty construction in University of South China(USC), focusing the breakthrough point of the construction of teachers' team ,teaching construction, laboratory developments, practical base construction and applied talents strategy and so on, making great effort to reform and innovate for the enhancement of the overall and practical quality of students. Some achievements of reform and practice of teaching during over past years have been introduced.

Career Management and Employee Performance: A Study in Indian Information Technology Organisations

In today's competitive market, organisations cannot afford to have service short-falls, under-utilised technology, low innovation, wasted resources, unfocussed goals and most importantly underperforming and disengaged employees. The organisational hierarchy is not what it used to be and the market place is full of insecurity and uncertainty, both on the part of employer and the employee. The game has changed. In particular, there is now an understanding that for any business strategy to succeed, it is imperative to have the right talent pool, i.e., having the right people, with the right capabilities in the right jobs at the right time to deliver on strategic goals and customer expectations. The nature of work has changed as has the nature and expectations of the workforce. The individual's ability to secure/retain employment or earn revenue is directly dependent on the person having saleable skills, knowledge and competence for which there is a demand in a global economy. Career management, as a strategy, benefits both the employer and employee and has emerged as a competitive strategy for organisational effectiveness through a well-developed workforce. The renewed focus on career management, as an integral component of the organisation's talent strategy, stems from an understanding that a host of economic, cultural, technological, generational and political forces are converging to change the way people and their organisations relate at a time when the pressure to perform and achieve more with less has never been greater.

Strategic engagement and alignment of corporate talent

PurposeThe purpose of this paper is to share a methodology for strategic engagement and alignment of corporate talent.Design/methodology/approachThe methodology is gleaned from 25 years' practical experience in the design and delivery of interventions to leverage leadership and team dynamics to support corporations with the development of progressive strategies for talent management.FindingsManagers and staff are motivated to add significant value to their organizations when they are provided with the opportunity to co‐create their future and work out how to align their talents to its delivery.Research limitations/implicationsThis work is based on practical assignments with clients over a 25‐year period.Practical implicationsOrganizations have identified significant bottom‐line benefit from the actions delivered by managers through these techniques.Social implicationsSocial benefits lie in two areas. First, when people are provided opportunity to engage with the delivery of their futures this provides opportunity for more democratic and socially acceptable outcomes. Second, these methods have been used by change agents and social entrepreneurs, including the United Nations and British Council.Originality/valueTo the best of the author's knowledge these methods are not used elsewhere. Experiential engagement with future vision and the alignment of talent in this way is novel, efficient and value‐adding.

Neuroscience and talent

PurposeThis article aims to describe three examples of findings in neuroscience that can inform the execution of talent strategy.Design/methodology/approachThis viewpoint article is prepared by an independent writer, who offers their expertise on the intersections between neuroscience and talent management.FindingsNeuroscience research explains how we can better implement talent strategy and why adopting certain policies will get the business better results.Practical implicationsBy applying the ideas in the article, talent leaders can be more successful in executing their talent strategy and meeting business goals.Originality/valueThis article offers an insight into how neuroscience can be applied to business practice in order to aid talent management and development

Analysis of the status quo of key medical disciplines and talent strategy in Jiangsu Province and the future development planning

Data of key medical disciplines and talented personnel training in Jiangsu Province were analyzed,and a plan for their future development is proposed. Key words: Key medical disciplines; Talented person; Jiangsu Province

The Optimization of Chain of Talents on the Development of Large Aircraft

The aviation industry is a typically high-tech industry, which rallies a large number of high-tech achievements of mankind. Its distinct features are the high investment, long period and strong pulling function to industry. The development of large aircraft has currently become an important economic development project to promote the successful combination of technology and economy. The resources of talents are an important guarantee for this industry. First, this article studies the meaning of the talents and the chain of talents, on this basis, analyzes the chain of talents by means of SWOT, further explores optimization strategies of the chain of talents in order to serve for the large aircraft design talent strategies of our country.

The Optimization of Chain of Talents on the Development of Large Aircraft

The aviation industry is a typically high-tech industry, which rallies a large number of high-tech achievements of mankind. Its distinct features are the high investment, long period and strong pulling function to industry. The development of large aircraft has currently become an important economic development project to promote the successful combination of technology and economy. The resources of talents are an important guarantee for this industry. First, this article studies the meaning of the talents and the chain of talents, on this basis, analyzes the chain of talents by means of SWOT, further explores optimization strategies of the chain of talents in order to serve for the large aircraft design talent strategies of our country.

The Definitive Guide to Talent Mobility

A systematic talent mobility strategy enables organizations to more effectively acquire, align, develop, engage, and retain high performing and potential talent by implementing a consistent, repeatable, and global process for talent rotation. This report explores the importance of a talent mobility strategy, considerations for approaching and deploying the strategy and supporting technology, and the significant business benefits that it affords.

China’s New Talent Strategy: Impact on China’s Development and its Global Exchanges

China has undergone enormous economic changes in the past thirty years. It now faces important decisions as it considers how best to sustain this unprecedented level of growth. China’s population is aging rapidly and the 225 million migrant workers who have fueled China’s economic miracle for the past three decades are now demanding better payment for their work. Further complicating the situation are the growing numbers of college graduates entering the job market.

Talent Management in HR

Managing talent in a global organization is more complex and demanding than it is in a national business—and few major worldwide corporations have risen to the challenge. The current business and economic environment is exposing a host of weaknesses in the talent management practices of many organizations, as well as the lack of a comprehensive understanding of skills, capabilities, key workforces and top talent. Talent strategy is, in fact, as important as any other part of an organization’s overall strategy, regardless of the business conditions. Unfortunately, the harsh glare of the downturn has exposed the fact that the talent planning and management capabilities of many organizations are not equal to the challenges that lie ahead. Smart companies will also keep an eye out for skilled workers who in good times may have been too difficult or expensive to attract but who are now available thanks to workforce reductions in other companies. It is easy enough to say that companies that can rally their people will have a better chance to thrive during and after the economic downturn. But effective talent management is not simply a matter of exhortation or charisma. Close, comprehensive and scientific analysis of the capabilities needed to achieve high performance is vital. Talent management is a process that emerged in the 1990s and continues to be adopted, as more companies come to realize that their employees’ talents and skills drive their business success. These companies develop plans and processes to track and manage their employee talent, including, attracting and recruiting qualified candidates with competitive backgrounds, managing and defining competitive salaries, training and development opportunities, performance management processes retention programs, promotion and transitioning. The objective of this paper is to retain the employees by managing their talent in organization.

Next Generation Talent Management-Perceptions

The term “talent management” refers to managing the entire employee lifecycle, from attracting and hiring to promoting and finding a successor upon retirement.clear understanding of the organization’s current and future business strategies. Identification of the key gaps between the talent in place and the talent required to, drive business success A sound talent management plan designed to close the talent gaps. It should also be integrated with strategic and business plans Accurate hiring and promotion decisions .Connection of individual and team goals, to corporate goals, and providing clear expectations and feedback to manage performance. Development of talent to enhance performance in current positions as well as readiness for transition to the next level. A focus not just on the talent strategy, itself, but the elements required for successful, execution. Business impact and workforce effectiveness measurement during and after implementation. Management Leaders are Making Inroads There's no doubt about it - the struggle for top talent has gotten more intense 2009.As a result, more and more leading-edge companies are looking to identify, foster and develop better performance from within. And they're making huge inroads towards winning the war. The Success Stories section of the report will explore several specific examples of these changes at work. India is well known for its entrepreneurial and highly-educated talent base, and is the third largest pool of scientists, engineers and technicians, after the US and Russia. More and more attention is being paid to how it will continue to develop its intellectual and managerial talent and management practices in order to achieve an international standard that will take it into the future. The country’s centuries-old history of entrepreneurship across almost every industry sector has been founded on its people’s sound business fundamentals and passionate commitment to success.

Benchmarking Industry Talent Needs

Talent & Technology Since 2004, Schlumberger Business Consulting (SBC) has produced the SBC Human Resources (HR) Benchmark to assess the global supply and demand for petrotechnical professionals (PTPs; covering geosciences and petroleum engineering disciplines) and highlight best practices in talent management. This annual survey has become the reference point for industry professionals who seek talent strategies that have a measurable impact on business results. The survey has found its place within the SPE Talent Council,* whose members, some of whom participate in the survey, use the results as a basis for discussion to identify potential areas of industry collaboration to improve the quantity and quality of talent available. The SBC copyrighted The Supply Chain of Talent (Fig. 1) is the cornerstone of the SBC HR Benchmark. This framework was established by SBC to provide a holistic and systemic way to understand and address overall HR challenges in the industry. Many SBC clients today adopt The Supply Chain of Talent in their HR planning and management processes to address difficult HR issues that have proven complicated in the past. Addressing all these HR components in an integrated way has resulted in a higher impact than a piecemeal approach. The 2009 Benchmark results were presented during the annual SBC HR Forum in December. More than 20 global companies comprising national oil companies (NOCs), majors, independents, and 70 universities, which offer geosciences and petroleum engineering programs, participated in the survey. Three major observations were made based on the survey findings: In the recent economic downturn, international oil companies (IOCs) decreased their recruitment targets more than NOCs, putting university oil- and gas-related programs at risk and possibly creating future talent gaps. Oil and gas companies have taken steps to adjust their demographic profiles. Coaching is a valuable tool to reduce the time to autonomy for PTPs. *The SPE Talent Council was formed in 2007 to provide a forum in which industry, academia, and nongovernmental organizations could collaborate on initiatives to increase the quantity and quality of talent available to the industry.

A Study on the Development Strategy of China’s Clothing Industry at the After-Quota Age

Textile clothing is an important backbone industry in China. China is the No.1 in the production and export of clothing in the world. Its gross clothing export accounts for one fourth total global clothing trade. After a period of development, the general industrial structure is composed of the fashionable dress industry, the clothing-processing industry, and the clothing industry. In 2005, the quota for textile products was canceled for the first time. The quota system that has restricted the export of textile clothing products for a long period retreated from the history forever. World textile clothing industry enters a brand-new age. The development trend of China’s clothing industry will focus on: scale, information, brand, and fashion. Confronting with favorable and unfavorable factors, we should hold five countermeasures: brand development strategy, technique talent strategy, total costs superiority strategy, supply chain advantage strategy, and standard qualification strategy.

Beyond HR: the new science of human capital

Is your talent strategy a unique competitive advantage? As competition for top talent increases, companies must recognize that decisions about talent and its organization can have a significant strategic impact. Beyond shows how organizations can uncover distinctive talent contributions, strategically differentiate their practices and metrics, and more optimally allocate talent to create value. Illustrations from companies such as Disney, Boeing, and Corning describe a new decision science called Talentship, that reveals opportunities by identifying strategy pivot points and the optimal talent and organization decisions that address them. A unique framework helps readers identify their own distinctive strategic pivot points and connect them to talent decisions, showing how today's HR can evolve to fulfill its potential as a source of strategic advantage.

Talent management: making it real

PurposeTo explore ways in which organizations can take a systemic stance on talent management.Design/methodology/approachThe article is based on work done in a variety of organizations plus research in HR functions.FindingsThe need is for a systemic approach to talent management. Just focusing on talent acquisition is misguided and unhelpful.Practical implicationsThe article has real practical implications for leaders/managers and learning and development professionals in setting up a functional strategy for talent management.Originality/valueThe article will be of value to managers and learning specialists who are involved in talent management strategy.

CEO’s influence on talent management

Lucy McGee, director of consultancy DDI UK, discusses how HR can best engage and deploy the CEO in the execution of talent strategies.

Build a talent strategy to achieve your desired business results

Successful companies make their talent strategy part of their strategic planning process and integrate it into daily operations. They strive for the alignment of their talent with the organization’s vision, goals and business strategy. When combined with the alignment of the tools and systems used by employees, these organizations are positioned to effectively compete and win in the marketplace. However, positioning your organization for success is one thing, while making it happen is quite another.

Winning the Battle for Superkeepers

What makes a reward or talent strategy businessvaluable? How does a company get beyond slogans and generalizations to substance? The most logical way is to make the talent and reward strategies critical to business success. This article suggests that practical talent strategies and ensuing reward solutions must focus on the most critical employees in the company. These people not only have essential skills but additionally the demonstrated ability over time to translate what they know into business-critical outcomes. These are the superkeepers of the business and require a selective reward strategy supported by valid pay, reward, and other human resource tools to convert statements of strategy into practical tactics. This places a new premium on the willingness and ability of organizations to truly pay for performance.

Infusing Talent Development Strategies into the Regular School System in Nigeria: Enrichment Clusters as a Starting Point

Developing talents has been a great concern in education. New conceptions of intelligence are revolutionizing educational practices. Because giftedness can occur in certain people at certain times and under certain conditions, (Renzulli & Reis, 1985), it is necessary to extend the pedagogy for the gifted to regular classrooms. The enrichment cluster was chosen for this study for multiple reasons. This study used qualitative case study design to investigate the use of enrichment clusters as a starting point to infuse talent development strategies into the school system in Nigeria. The sample was made up of 27 boys and 33 girls between the ages of 13 and 19 years in Senior Secondary School (grades 10 to 12) drawn from different socio-economic backgrounds but from educated parents. Their common denominator was their interest in the cluster topic — an essential ingredient in any pupil programme. The study found that a lone enrichment specialist in a regular school without programmes for the gifted and talented can expose students to high-order thinking skills and high-end learning through the use of Renzulli's Type I, II & III enrichments in an enrichment cluster. Parents and members of the community were found to be very helpful in conducting the enrichment cluster. The possibility of these people being advocates for programmes for talent development and mentors is discussed. Based on the findings, recommendations were made for further research.