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Smart Talent Management: On the Powerful Amalgamation of Talent Management and Knowledge Management
... Some authors have attempted to define it, According to (Byham, Smith, & Paese, 2002) talent management is a combination of different procedures used by human resource departments, including hiring, selection, deployment, development, retention, career advancement, and succession planning. According to (Vance & Vaiman, 2008) talent management is the process of estimating how much human capital a company will require at their organizations _____________________________________________________________________________________ Volume: 2, No: 2 October-December, 2024 1319 and then creating a plan to meet those needs. Talent management in this context does not refer to the management of performers. ...
Talent management has drawn significant consideration across the globe. However, talent management has remained underexplored in developing business sectors, especially, in the banking area. This exploration expects to fill the gap by investigating TM practices in the banking area of the developing country Pakistan. This study was conducted in the Khyber Pakhtunkhwa province Pakistan in private banking sector. For this study quantitative research methodology was used. The main purpose of this study was to examine the direct relationship amongst TM activities and organizational commitment. While, mediating role of employee emotional intelligence was also examined amongst TM Practices & organizational commitment. For sampling Taro Yamane formula was used to choose the total sample size of 341 employees who were working as managers, supervisors, senior officers and officers. For measurement already adopted instruments were used. The Cronbach's alpha value of TM practices (.956), organizational commitment (.880), and emotional intelligence (.906) determine strong reliability. The study finding indicated that there is positive significant relationship amongst TM practices and organizational commitment, while, emotional intelligence partially mediate the relationship between these two variables. So, if Talent management practices are properly implemented, it will increase organizational commitment & employee’s emotional intelligence amongst various categories of employees. Furthermore, this study also add possibly valued implications for theory, practice, and future research.
... The first trend is the shift toward career self-management due to the demise of the life-long, paternalistic employment relationship. The second trend is the increased view of employees as a genuine and sustainable source of competitive advantage (Vance & Vaiman, 2008). Employability is viewed in the former as a contemporary form of job security and in the latter as an emerging and viable means for strategically managing talent. ...
Employability, which is commonly conceptualized as one's ability to realize job opportunities within and between employers over time, has attracted considerable attention from diverse academic disciplines for decades. Research in these disciplines has largely evolved independent of other fields, thus limiting the accumulation , validation, advancement, and utility of employability. Two central stakeholders in much of this research are employers and employees, yet the vast majority of studies since the year 2000 have failed to explicitly consider this interdependence, instead being characterized by an overwhelming emphasis on the employee and individual agency. Conversely, the comparatively limited research examining the employer perspective has often excluded consideration of the employee. Our review highlights these characteristics, along with outlining other common critical issues and recommendations for overcoming them. We also articulate how social exchange theory can serve as an underlying mechanism to integrate research within and between disciplines, and we present the strategic employ-ability architecture framework based on strategic human resource management to facilitate integration of employer and employee perspectives.
... The second question involves what constitutes talent and who has it (Gallardo-Gallardo et al., 2013). When organizations focus on description (what is talent?), they tend to practice management by competences (Vance & Vaiman, 2008), whereas focusing on the individual (who has talent?) aims primarily to find the individual differences between people who do and do not have talent (Ulrich & Smallwood, 2012). ...
... It involves promoting a comprehensive approach to talent management that is widely recognized and embraced throughout the company. In this essay, we will explore the importance and benefits of the talent mindset from the HRM perspective, drawing on academic journal articles to support our arguments (Vance and Vaiman, 2008). ...
This study highlights the concept of the talent mindset, which emphasizes the importance of identifying, developing, and retaining high-performing employees to achieve organizational goals. The study explains how a talent mindset differs from traditional HR approaches that view employees as a cost to be minimized and explores the benefits of adopting this approach, such as better alignment of organizational objectives with talent management strategies, increased employee engagement and retention, and support for diversity and inclusion initiatives. It also suggests future research areas and highlights the policy implications of adopting a talent mindset in organizations.
... Heckman's third perspective as talents were considered according to loyalty, company commitment, trustworthiness and consistencies in performance. Thunnissen et al. (2013) Vaiman et al. (2015) defines both talent and TM on the basis of a combination of the articles of Tarique and Schuler (2010) and Vance and Vaiman (2008). ...
Talented citizens build a strong nation with right human resources and are the gateways to success and prosperity. In this regard, governments worldwide have embarked aggressively in building their internal talent pipeline for multiple reasons such as to avoid dependency on foreign labours, to stimulate local talent development and to support the achievement of knowledge-based society goals. In its Shared Prosperity Vision (SPV) 2030, Malaysia aspires to uplift the bottom 40% (B40) household income group by addressing wealth and income disparities. By 2030, the nation seeks to eradicate poverty via provision of employment opportunities and career progression plans. However, a grey area exists between the nation’s aspirations and the nation’s actions towards poverty eradication. Despite umpteen efforts aimed at the upliftment of the B40 group, the nation lags behind its targeted outcomes in spite of various policies being drawn out. This delay is attributable to the mismatch between government policies with that of organisational practice and industrial requirements in regard to B40 youth’s knowledge, skills, abilities and attitude. Past studies have attested to the notion of increased employability as a result of skillset development. However, talent development practices globally have been catered towards exclusive, ‘A’, ‘star’, or ‘high-performing’ employees instead of an inclusive approach. This research sets to address the gap mentioned above by studying the effectiveness of talent development as a key talent management tool in creating an inclusive equitable society within the context of Malaysia’s B40 group. From a pragmatic perspective, a sequential mixed methodology approach is used in the study. Focus group interview sessions and one-to-one semi-structured interviews were conducted online with a total of 11 representatives from multi-stakeholder groups. Findings from the qualitative study and literature were then jointly utilised in developing a testable research framework. The quantitative methodology had a final sample size of 373 consisting of Malaysian B40 youths that have undergone training. The mixed methodology found three key insights. (1) Training is important in uplifting the B40 youth in line with Malaysia’s SPV goal of poverty eradication, as inclusive talent development via training was found to enhance B40 youth employability in Malaysia. (2) Pre-training checks or assessments and post-training follow-ups are imperative. (3) Proactive measures by multi-stakeholders are crucial in the success of B40 youth training towards enhanced employability. The study provides a framework in which the mismatch of resources acquired by the unemployed B40, also known as the less privileged in talent management literature, and the resources required by the industry can be curtailed. Effectively, the findings could potentially contribute to the Ministry of Human Resources and other relevant authorities who aim to regulate, govern and provide jurisdictions to parties involved. The findings could help them improve the management of B40 talent in Malaysia while bridging the gap between the high- and low-income group towards an equitable inclusive nation.
In the present business scenario, attracting and then retaining the highly skilled and talented employees is very crucial. The strategies of the human resources department should be in synchronization with the upcoming demand of the Generation Z. The purpose of this research is to identify the antecedents of employer branding which are capable of alluring the prospective employees in the information technology industry of India. One important aspect of mindful leadership is understanding and addressing the needs of employees varying gender wise. As more and more women are entering the information technology industry, the employers should keep in mind the preferences of the females at the workplace. The difference in opinion has been studied gender wise with the help of 352 prospective employees. The importance of this research work is that it is one of the initial researches for identifying the factors of employer branding which will help to understand the changing preferences of the female employees in the IT industry leading towards a more mindful leadership.
This article seeks to examine the views and ideas of the Supreme Leader on the management of intellectual capital in the armed forces of the country To use the content analysis approach to extract the management factors of intellectual capital from the point of view of the Supreme Leader, and with the help of the AHP method, it will prioritize the extracted components. This applied research used descriptive-analytic method. The results showed that from ten extracted factors (futurism, the need for attention to research, scientific independence, sientific ethics, human resources, knowledge-based economy, the tendency of intellectual capital to needs, incorporating knowledge, recognizing the enemy, and jihadi work) the factors of jihadi work, recognizing the enemy, elite human resources have had the highest importance in views of Imam Khamenei.
This chapter explores the practice of executive coaching as an instrument of accelerated talent development in organizations. With ever-changing organizational needs, employees need to embrace new job requirements and master new types of responses to external stimuli much quicker than before. Executive coaching has become a popular stand-alone developmental intervention or an enhancer in other efforts to develop employees. This chapter considers coaching as an intervention guiding an individual executive’s efforts in obtaining tacit knowledge, turning implicit organizational knowledge into explicit for the executive concerned, and developing insights into reasons for things happening in the organization. The chapter also touches upon coaching as a means for executives to obtain knowledge about themselves. The chapter provides an opportunity to look at a particular coaching intervention example by exploring coaching notes from an accelerated development intervention. It further elaborates on how coaching helps an executive develop knowledge about job expectations, stakeholder landscape, organizational culture, self and identity, and group functioning.
Cite this article: Daruka, E., Pádár, K. (2019). Talent Management of Academics: A Systematic Literature Review and Implications for Further Research in Hungary. Deturope. 11(3), 110-137
Abstract: Talent management (TM) has become a key business issue recently, while finding and keeping talents
are also crucial in higher education (HE). However, no study summarizes the knowledge on TM of
academics. Hence, we conducted a comprehensive systematic literature review searching for existing
knowledge about and common processes of TM in HE, and the specialties of TM of academics. We
searched for all publications on TM related to academia in Web of Science and Scopus. Non-English
and non-article items were excluded resulting in 68 and 108 items, respectively. Eventually, 26 articles
were found relevant for a deeper analysis. Besides descriptive statistical analyses, we reviewed the
articles in light of our suggested new process-based TM model, which is based on Gagné’s work.
Findings advance the field by enhancing its theoretical bases, summarizing current knowledge, and
posing important questions for future research, while also offering a model as an underlying structure
This article develops the first resource-based analysis of telework impacts on large organizations. We adopt an ‘integrative’ approach that goes beyond the immediate and easily quantifiable effects of telework adoption. This approach takes into account both top-down considerations (managerial preoccupations with strengthening the organization’s competences) and bottom-up demands (employee needs). We identify several telework impacts on a variety of resource-domains, including effects on the strategic development and operational functioning of the human capital resource-base, the organization’s broader productive efficiency, the external linkages of the organization, and finally, a number of externalities. We observe that the teleworkers themselves do not experience the negative effects on job satisfaction observed in earlier research, with the exception of a reduction in professional interaction. Broader human resource management practices appear to have adjusted well to the specific requirements of telework adoption.We also observe a strong divergence between the views of adopters and non-adopters, with the latter having less positive expectations across the board, as compared to the former. We thus demonstrate that broader strategic considerations, beyond immediate impacts on the bottom-line, do influence the choice to adopt this practice. The difference in employee perceptions between adopters and non-adopters suggests that the latter lack confidence in their firm’s broader HRM practices to adapt appropriately to the requirements of effective telework implementation.