Talent Management Research Articles

The Influence of Talent Management Development, Recruitment, and Competence on Employee Performance Through Job Training

This research focuses on the employee performance of the Sungai Penuh City Government. The study adopts a quantitative causality approach, using data collected through questionnaires. The analysis was conducted using multiple linear regression techniques with the SmartPLS program, and a saturated sample of 50 respondents was used for the study. The results indicate that talent management has a positive and significant effect on job training, and recruitment also shows a positive and significant impact on job training. However, competency does not significantly affect job training. Furthermore, talent management has a positive and significant effect on employee performance, while recruitment and competency do not significantly influence employee performance. Additionally, job training itself does not significantly impact employee performance. It is also concluded that job training does not mediate the relationship between talent management and employee performance. However, job training mediates the effects of recruitment and competency on employee performance.

Talent management in the hospitality and tourism industry: the role of societal and organisational culture

Purpose The purpose of this paper is to examine the role of societal and organisational culture on talent management (TM) within the Greek hospitality and tourism (H&T) industry. Specifically, this study tests societal culture’s effect on TM approaches and the mediating role of organisational culture. Design/methodology/approach In this quantitative study, the questionnaire sample included employees of all hierarchical levels from three hotels located in northern, central and southern Greece (n = 188). Data analyses were carried out by using the PROCESS Version 4 macro in SPSS. Findings The results show that neither societal nor organisational culture are decisive factors in impacting the perceived TM approach. This might be due to the organisations imitating other firms without pre-establishment of societal and organisational fit. Practical implications This study emphasises TM’s alignment with both societal and organisational culture. Given the context-specific nature of TM, achieving culture fit can enhance talent acquisition, retention and engagement, ultimately leading to improved talent and overall organisational performance. Originality/value This study integrates more centrally a cultural lens into the TM discourse. It provides empirical evidence of TM approaches in the Greek H&T industry, drawing on a multi-stakeholder sample including managers and talents.

Implementation of Artificial Intelligence on Personnel Management in a Dynamic Society

The bedrock of this study is Implementation of Artificial Intelligence (AI) on Personnel Management in a Dynamic Society.. The rapid development and advancement of the digital environment, the increase in computing power, the processing of huge amounts of data and advanced algorithms have not only made AI exceptional and indispensable, but also emerged as a key tool in talent management. Methodologically, the study used secondary data collection sources such as textbooks, magazines, newspapers, journals, and periodical reports. The study found, among other things, that the development of AI leads to errors caused by machines due to programming errors and persistence of discrimination/preferential treatment in recruitment. Therefore, AI is not able to recognize corporate culture and values when evaluating applicants. The paper recommends that companies should focus on updating and training their current employees to avoid job losses due to the emergence of AI and adapt to the current framework conditions, etc. Thus, the paper concludes that the increasing use of AI will have a social and economic impact in this millennium, as it aims at digitalization and development by utilizing AI-inspired decision-making and integrating advanced information systems into multidimensional areas of activity, with a significant impact on various sectors around the world.

Talent Management in The Era of Digitalization: A Conceptual Study on Global HR Strategies

Talent Management in The Era of Digitalization: A Conceptual Study on Global HR Strategies

The Changing Ambitions of Workers: Adapting Leadership for Today's Reality

Recent research suggests workers' career ambitions are changing, with fewer aspiring to top executive roles like CEO. This article explores the implications of shifting ambitions for organizational leadership strategies. Research from McKinsey and others finds only 3 in 10 workers today want C-suite careers, down from previous generations where climbing the corporate ladder was standard. Societal factors like economic instability and greater valuation of work-life balance, as well as generational preferences for meaningful work and flexibility over prestige roles, help explain changing priorities. To optimize talent management amid these trends, the author recommends companies realign leadership strategies, talent practices, and culture. Distributed leadership models, non-linear career paths focused on skills development, and culture emphasizing purpose, learning, and well-being can better engage modern workers who prioritize autonomy, growth, and impact over rigid hierarchy. Industry examples demonstrate how redefining success and expanding career definitions can boost retention, diversity, and collaboration.

Why I'm Careful About Encouraging My Best Employees to Consider Outside Job Offers

This article examines the complex issue of encouraging top employees to consider external job opportunities and provides a strategic perspective on retaining high-performing talent. Drawing from academic research and professional experience, it explores why high-caliber employees represent strategic assets deserving proactive retention efforts. The brief discusses the full costs of turnover, importance of loyal commitment, and balancing internal versus external mobility. It emphasizes crafting fulfilling career paths through development opportunities, mobility channels, and individualized career discussions. Additionally, the article advocates balancing traditional retention tactics with flexible, motivation-harnessing approaches to engage today's workforce. Overall, it argues the savviest talent management thoughtfully weighs open career coaching against organizational needs through attentive, long-term relationships with each employee.

The Effect of Talent Management on Employee Satisfaction and Performance in Manufacturing Companies in Indonesia

This study investigates the impact of talent management on employee satisfaction and performance in manufacturing companies in Indonesia. A quantitative approach was adopted, involving a sample of 150 employees from various firms. Data were collected using a structured questionnaire based on a Likert scale (1-5) and analyzed using Structural Equation Modeling-Partial Least Squares (SEM-PLS 3). The results reveal that talent management significantly and positively influences both employee satisfaction and performance. Additionally, employee satisfaction mediates the relationship between talent management and performance, further enhancing the positive impact. These findings highlight the importance of comprehensive talent management strategies for improving employee outcomes in the manufacturing sector. Practical implications for human resource management and organizational competitiveness are discussed, with a focus on employee development, recognition, and performance improvement.

The Evolution of Talent Development Programs in Academic Literature: A Bibliometric Review

This study conducts a comprehensive bibliometric analysis of the evolution of talent development research, mapping its key themes, influential authors, and geographic collaborations from 1952 to 2024. Using data from Google Scholar and VOSviewer, the analysis identifies central themes such as "development programs," "talent management," and "training," highlighting their sustained importance in both corporate and educational contexts. The study also reveals the increasing interdisciplinary nature of the field, with growing interest in youth sports and gifted education. Collaboration networks show the United States and United Kingdom as central hubs in global research, while countries like India and China are emerging contributors. However, geographic imbalances remain, particularly in regions like South America and Africa. The findings suggest future research opportunities in interdisciplinary approaches, the integration of emerging technologies, and expanding global collaboration. This study provides a roadmap for researchers and practitioners looking to understand and contribute to the future of talent development.

Research on the Optimization Paths for Outstanding Agricultural Economics and Management Talents under the Background of Curriculum Ideology and Politics

The article aims to discuss how to cultivate outstanding agricultural economics and management talents to meet the needs of agricultural and rural economic development in the new era, within the context of ideological and political education. Through literature review and field research, a series of innovative talent training optimization paths are proposed, and specific suggestions are made for policymakers and educational practitioners.

Catalyzing green innovation in hotel and tourism businesses: Leveraging green talent management, green organizational citizenship behavior, and green values

Global corporations are grappling with a significant challenge in addressing the absence of green innovation. Therefore, this study presents a conceptual model that reveals the significant role of green talent management in fostering green innovation. The study strives to analyze the mediating effect of green organizational citizenship behavior on the impact of green talent management on green innovation. Additionally, the study tests the moderating role of green values on the relationship between green talent management and green organizational citizenship behavior and between green organizational citizenship behavior and green innovation. Data were collected from 330 employees at the middle-level management working at five-star hotels and travel agencies category-A operating in Egypt to test the proposed conceptual model using structural equation modeling. Findings show that GTM positively affects GI and GOCB. GOCB positively impacts GI. In addition, GV positively moderates GTM→GOCB and GOCB→GI relationships. Moreover, GOCB significantly mediates the GTM→GI relationship. Based on our research, useful guidelines for how GTM, GOCB, and GV could affect green innovation have been developed.

Bridging the Talent Divide: An Empirical Analysis of Certification Programs as a Tool for Strategic Workforce Development

In the face of persistent talent shortages in high-demand fields, organizations are increasingly turning to certification programs as a strategic tool for talent acquisition and development. This article investigates the efficacy of such programs in addressing critical skill gaps, focusing on their design, implementation, and measurable impact on workforce dynamics. Through a mixed-methods approach combining case studies from three industry-leading organizations and a large-scale survey of HR professionals (n=500), we analyze the key components of successful certification initiatives and their effects on recruitment metrics, including time-to-hire, quality of new hires, and long-term retention. Our findings reveal that well-designed certification programs can significantly reduce recruitment costs by up to 35% while improving the quality of new hires by 28% compared to traditional recruitment methods. Moreover, we identify best practices in program design, including the integration of cutting-edge learning technologies and alignment with organizational needs. This article contributes to the growing body of literature on strategic talent management by providing empirical evidence of the value of certification programs and offering a framework for their effective implementation in addressing skill shortages in rapidly evolving industries

Leveraging Artificial Intelligence to Optimize Talent Management in Higher Education Institutions

Leveraging Artificial Intelligence to Optimize Talent Management in Higher Education Institutions

Sustainability Practices of Small and Medium Enterprises (SMEs) in China: Basis for Strategic Plan

The study presents a comprehensive analysis of small and medium sized enterprises (SMEs) situated in Rizhao City, Shandong, China, focusing on their profiles, sustainability practices, challenges, and a proposed strategic plan. The respondents, SME managers, play a crucial role in shaping sustainability strategies. Among the key findings, 70% of surveyed companies adopt a corporate organizational structure, while 45% primarily operate in the manufacturing sector. SMEs in China exhibit a strong commitment to economic, social, and environmental sustainability practices, with notable percentages actively seeking cost reduction through sustainability, monitoring financial impacts, and investing in research and development for sustainable innovation. Economic challenges, including difficulties in securing funds for sustainable projects, dominate the SME landscape (88%). Social challenges emphasize meeting community expectations (80%), and environmental challenges center on reducing carbon footprints (90%). The proposed strategic plan advocates phased sustainability investments, diversification of funding sources, talent management, and a circular economy approach to address economic, social, and environmental challenges collectively. The study recommends internal reviews of organizational structures, cross-industry collaboration, exploration of alternative financing, and robust monitoring and evaluation systems to enhance SMEs' success in China's dynamic business environment. These recommendations underscore the importance of adaptive, innovative approaches to foster sustainability and resilience in SMEs while contributing to societal well-being and environmental conservation.

Research on Improvement of Employee Satisfaction Based on Career Management

As market competition intensifies, the demand for talent management among enterprises has escalated, with employee satisfaction increasingly emerging as a crucial driving force behind organizational success. Career management, as a pivotal component of human resource management, directly influences employees' professional growth and contentment by offering developmental pathways, training opportunities, and personalized guidance. However, numerous companies encounter challenges in implementing career management, often grappling with ambiguous paths, rigid mechanisms, and insufficient transparency. Therefore, investigating how career management can enhance employee satisfaction holds significant importance for the business sector. This study, grounded in a comprehensive analysis of the definition and elements of career management, explores its current practical applications within enterprises and proposes a series of specific measures aimed at elevating employee satisfaction. The objective is to assist organizations in effectively bolstering employee engagement and sense of belonging, thereby providing robust support for human resource management.

Recruiting ahead of the curve: a case of EduGorilla

Learning outcomes At the end of this case discussion, the students should be able to analyze the challenges of Strategic Talent Management in the expansion phase of a tech startup; analyze the strategic elements of “Recruiting ahead of the curve”; interpret the application of different employment nodes in creating a differentiated human resource architecture, particularly in the context of an ed-tech startup; recommend Talent Management interventions for Edtech startups. Case overview/synopsis The protagonist in the case Mr. Rohit Manglik started his EdTech startup EduGorilla in year 2020 in the state of Uttar Pradesh in India. His passion for transforming test preparation assistance for competitive examinations coupled with innovative AI and ML-driven testing portals has led to tremendous growth. He has received several rounds of funding, and the investor community is now expecting robust growth and returns. Manglik is now expanding in other states and has already started expanding in the Middle East to attain his ambitious growth targets. His current organization design, structure and talent management approach have worked so far, and he has managed to retain a productive workforce. To cater to its fast-growing client, base the company followed a novice hiring strategy where Manglik decided to overstaff his recruitment team to overcome the challenge of manpower deficit. He has been on a hiring spree primarily driven by anticipated projections. The operations team was hired primarily from the Tier II cities of Uttar Pradesh, which allowed him to balance cost and demand effectively. Manglik planned to expand into Tier-1 cities in India & Middle Eastern countries, but he wondered if his over-hiring approach to the recruitment team a tactic or a long-term strategy. The case will explore the talent management issues in the expansion phase of startups, particularly in the context of emerging markets. Will talent management and HR strategies have to be adapted in the context of different economies of emerging markets? The case explores the talent management strategies of an Edtech startup that is growing tremendously in an emerging market context. Hence, the case will augment the understanding of talent management approaches in a startup. Complexity academic level Postgraduate business management students enrolled in SHRM & Talent Management courses. Prior knowledge of the basic concepts of human resources is required for analyzing the case. The case can also be used in Management Development Programs for senior HR professionals and HR consultants. Supplementary material Teaching notes are available for educators only. Subject code CSS 6: Human Resource Management.

Exploring the Role of HR Analytics in Enhancing Talent Acquisition Strategies

Hiring and selecting the right candidate is a critical business process in today’s cutthroat competition. HR Analytics, also known as Human Resource Analytics, provides unique insights into talent acquisition and helps organisations to improve their strategies based on fact. This research paper aims to establish the use of the HR Analytics in improving the talent acquisition practices since this will help in identifying the different candidates sourcing, screening, selection, and onboarding processes. In doing so, the work employs the study of different techniques of HR Analytics including but not limited to the predictive analytics, data mining, and talent market analysis with the main view of understanding how different techniques can be used to give the organizations competitive advantage in talent management and attraction. The research will focus on a few real-world solutions such as the use of HR Analytics for social media talent acquisition, the use of prediction models for screening and the use of data analytics for selection. Also, the paper will discuss the problems and drawbacks that may be encountered while adopting HR Analytics in recruiting. In it, we will highlight the data quality issue, the privacy issue, and the need that HR professionals must have skills and knowledge to use the HR Analytics tools. Lastly, this research aims at contributing to the existing body of knowledge that seeks to help organizations that aim at increasing on their Strategic Human Resources Management Talent Acquisition approach based on the design and use of HR Analytics. Day by day organizations are becoming more rational and by using this technique organizations can arrive to better decisions about employer branding and, consequently, about attracting and retaining the best talent in today’s job market.

Research on the Cultivation Path of Public Management Talents under the Background of High-quality Development

Higher education is closely connected with national strategic needs and economic and social development. High-quality development in higher education is directly related to whether national strategy can be realized and the degree of support for economic and social development. With the continuous development of the country’s social economy, the social demand for high-quality public management personnel is also constantly improving, in this case, on ways to explore the effective public management personnel training path base on the goal of high-quality development, has also become the majority of colleges and universities public management majors and teachers need to think deeply. In this regard, this paper discusses and analyzes the effective path of public management personnel training under the background of high-quality development, only for the reference of the relevant people.

Toward sustainable smart agriculture in a developing country: An empirical analysis of green firms determinants

AbstractThe significance of green entrepreneurship in achieving socioeconomic and environmental goals has received widespread recognition in academic literature. However, despite this acknowledgment, the internal and external variables influencing the expansion and sustainability of green agricultural enterprises have not been thoroughly studied and explored in the literature. This research aims to test the theoretical Green Agriculture Support Framework (GASF), suggesting internal and external support elements that, when strategically aligned, foster the growth of green agriculture enterprises, particularly those leveraging technologies and tools associated with Agriculture 4.0. To this end, we utilized survey data collected from managers and employees of green enterprises located in Pakistan. The collected data was analyzed using the structural equation modeling (SEM) method, incorporating the partial least squares (PLS) approach through SmartPLS software. The findings imply that external variables (formal Institutions, Government Support, Culture) have significant impacts on the development of green enterprises and that internal factors (Technology, Talent Management) have somewhat limited impacts. Consequently, policymakers must concentrate on creating strategies and measures to enhance the external environment of an organization, that is, intensive government support, less rigid formal institutions and their policies, entrepreneurial culture, and overall improved economic condition of the country, and be cautious about the internal factors like rigid and outdated technology and talent management policies, that may hinder the development of such enterprises. As a result, using the organismic integration theory (OIT) theoretical lens, this research contributes to the literature by providing empirical evidence on the various internal and external factors that significantly affect the growth of innovative green agriculture enterprises. A thorough understanding of green determinants assists in identifying the areas that require attention of policymakers for the effective growth of the green agricultural sector in an economy, leading to valuable implications for green policies.

Human resources management in the age of artificial intelligence

Today's businesses are operating in a complex environment, marked by the emergence of a digital culture that is transforming space and time, as well as relationships at work. These various transformations have given rise to a new concept: artificial intelligence. With the introduction of artificial intelligence, work is being transformed, creating new challenges for organizations and leading to new HR practices in terms of recruitment, training, compensation, talent management and so on.For all these reasons, the mobilization of collective intelligence is ultimately becoming a priority for HR, insofar as it makes it possible to support transformation within organizations by means of agile methods. Against this backdrop of changing organizational practices, a number of questions arise:-What is artificial intelligence and how does it impact organizations? -What role can collective intelligence and artificial intelligence play in the evolution of the HR function?The aim of this theoretical research is to underpin the various concepts linked to these notions. We will also try to understand what is at stake in collective intelligence for HR, and how artificial intelligence can impact organizational practices.

CEO compensation risk and pay for luck asymmetry

Purpose This study aims to examine the effect of CEO compensation risk, as measured by the proportion of equity-based pay (option and stock awards) relative to total compensation and pay sensitivity to stock volatility, on CEO pay for luck asymmetry. This paper also empirically examines CEO compensation risk as a mediating variable between the regulatory changes and CEO pay for luck asymmetry. Design/methodology/approach This paper test the proposed two hypothesis that CEO compensation risk is positively associated with the degree of CEO pay for luck asymmetry; and the pay related regulations implemented around 2006 could mitigate the degree of CEO pay for luck asymmetry using the fixed-effects regression models. Findings Consistent with the managerial talent retention hypothesis, this paper finds that CEO compensation risk, as measured by the equity-based pay as a proportion of CEO total compensation and CEO pay sensitivity to stock volatility, is positively associated with the degree of CEO pay for luck asymmetry. In addition, this paper find that CEO pay for luck asymmetry is significantly reduced by the major regulatory changes on executive compensation implemented around 2006. Research limitations/implications This study is among the very few studies exploring the impact of CEO compensation risk on pay for luck asymmetry in the literature. While the major purpose of the widely used stock options is to align executive interests and shareholder values, it also tends to increase the risk level of CEO compensation. So, a well-designed CEO pay package should protect risk-averse CEOs from bad luck for the retention purpose, which is also beneficial to shareholder wealth maximization. Therefore, future research on executive compensation needs to examine the issue from various perspectives. Practical implications For board of directors who is responsible for the compensation of CEOs, it is necessary to consider a broad range of factors when designing an optimal CEO pay package. Social implications The findings on the impact of regulations on CEO pay for luck asymmetry suggest that the executive-pay-related regulations around 2006 have indeed achieved some of their intended goals to significantly lower pay for nonperformance asymmetry, whereby CEO pay sensitivity to stock volatility has been identified as a major mediating variable. Originality/value This study contributes to the literature on executive pay for luck asymmetry in several perspectives. First, this paper finds that CEO compensation risk has a positive impact on the degree of CEO pay for luck asymmetry. Second, this paper finds that the CEO pay for luck asymmetry has been mitigated after 2006 when various regulatory changes on executive compensation began to be implemented in the USA. To the best of the authors’ knowledge, this study is among the very few studies investigating these issues in the literature.