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Integrated talent management
... Вместе с тем в научном сообществе до сих пор нет единства в понимании персональных характеристик талантов [Nieto, Hernández-Maestro, Muñoz-Gallego, 2011;Tansley, 2011;Ulrich, 2011;Gallardo-Gallardo, Dries, González-Cruz, 2013;Meyers, Van Woerkom, Dries, 2013] и особенностей влияния этих параметров на трудовое поведение [Pfeffer, 2001;Gallardo-Gallardo, Dries, González-Cruz, 2013]. ...
The article discusses the use of personal characteristics of talented employees in assessing the likelihood of their voluntary turnover. Despite a growing number of publications on talent management issues, most of the works focus on studying institutional conditions or corporate management practices. At the same time, a scant attention is paid to the peculiarities of talented employees’ labor behavior, including a critical problem for organizations in talent management — voluntary turnover. The paper aims to investigate the influence of the personal characteristics of talented employees on their decision to resign voluntarily. The theoretical part of the work is based on the model of an objective view on understanding qualified employees as those who have a particular set of characteristics that can determine their behavior regardless of the organizational context. In addition to the main socio-demographic and professional aspects of talents, the work uses non-cognitive personality parameters described by the “Big Five” model. The empirical part of the study is based on the data from a survey of 180 employees which was included in the talent management program of Sheremetyevo Airport. The results confirmed the influence of socio-demographic and non-cognitive characteristics on the likelihood of talented employees’ voluntary turnover. Also, some of the parameters, in contrast to the previous studies, have the opposite effect, and talent management programs do not retain talented employees. Despite its novelty, the conclusions of the work are limited because the empirical data was obtained from one though a heterogeneous company by its labor characteristics and the research was conducted during the crisis of 2020. The extension of the sample along with the set of non-cognitive traits can serve as a direction for further studies.
... 'War for talent' declared by (Michaels et al. 2001), then the word 'talent' has been widely used, but its meaning appears to be in some doubt. (Ulrich 2011) argued that depending on the phrase talent encompasses, talent should describe and use the way people want their ideas. Over the 2000s, it was inevitable that any concerns regarding the organizations' recruiting, training, growth, and career management of employees would come under the heading of human resources management. ...
Improving employee engagement in an organization has become a priority concern as committed employees follow their jobs' vision, principles, and intent. Employee engagement is seen as a significant indicator of good results in organizations. Considering the value of employee engagement, this paper discusses possible talent management practices scenarios in Indian public sector banks and how they improve employee engagement. Additionally, it explores how talent management practices and employee engagement in Indian public sector banks could affect employee retention and performance. This research indicates several verifiable theories that talent management approaches are impacting the productivity and success of employees. This further demonstrates that talent management practices affect firm results. This research suggests validating these hypotheses on the survey focused on employees' data from the top four banks of the public sector in Rajasthan, India. The study would add to the literature on talent management by analyzing how talent management practices influence organizational outcomes, including employee retention and employee performance.
... The term talent signifies different notions to different people across the world. It seems that the term talent can mean whatsoever an organization or a manager wants it to mean, depending upon his or her understanding of what the term includes and does not include (Ulrich, 2011). As a matter of fact, several description and interpretation of talent can be retrieved from researches and studies done in the past. ...
... Distribution of tasks related to processing of talent management functions in an organization may be varied considerably depending on the size of the organization. TM is usually placed in an organizational structure within the scope of activity of the HR department, however, in practice there are many entities that participate in the performance of the HR functions (Ulrich, 2011). The human resources department is responsible for the organizational, control and planning functions within the whole process. ...
Acquisition and retention of talented employees is still a challenge for many organisations. Therefore, the processes improving management of best individuals are of particular importance during the difficult times on the labour market. The paper presents research findings concerning the internal conditioning of talent management (TM) in large enterprises. The following conditions are taken into consideration: defining TM, placement of TM in an organizational structure, interconnections with the corporate strategy, and the
significance of TM for the organizations under examination.
... Talent is rewarded through financial incentives, training and development and fast-track promotions (Osman-Gani and Paik, 2016; Appelbaum et al., 2000), which have improved retention rates. Though much research is reported in and around talent construct, there is no single clear definition of the term (Tansley et al., 2007;D Ulrich, 2011). As already stated, talent is a core construct (Maxwell and MacLean, 2008) and any ambiguity in the definition will have an adverse impact on talent management research too (Garrow and Hirsh, 2008;Lewis and Heckman, 2006;Reilly, 2008;Tansley et al., 2007). ...
Purpose
The aim of the current study was to develop and validate a measure for identifying talent in the workplace. This is a gap long identified by researchers in this field.
Design/methodology/approach
Hinkins methodology was adopted for the establishment of a psychometrically sound measure. A 16-item scale for assessing the construct was developed. The reliability and validity were established by analyzing content adequacy, convergent validity, divergent validity and external validity. Primary data were collected from employees signaled as talent by their organization.
Findings
The study yielded a six-factor structure scale for the construct. These factors accounted for 66.8 percent of observed variance. All six dimensions, namely, calling orientation, critical insight, continuous learning, collaboration, cohesiveness and challenge drive established acceptable reliability and validity.
Social implications
The research provides a precise definition of the talent construct. Identification and retention of individuals with a high talent quotient is a critical challenge to organizations. Identifying talent is made possible through this measurement scale.
Originality/value
This research made an attempt to develop a reliable and valid measurement scale for the talent construct. The scale provides a precise definition of the talent construct. This simple sound scale could be useful at both the individual and organizational levels. It helps individuals to identify and focus on critical areas for achieving talent status. Organizations benefit through better human resource management practice. Identification and retention of talent are essential to career management. Overall, it also satisfies the urgent need in talent management research for a clear definition of the talent construct.
... Since the "war for talent" was declared by Michaels et al. (2001), the term talent has gained widespread use, but there does seem to be some confusion and variation in its meaning and use. A decade later, some would argue that talent can be defined and used in any way people want based on their ideas on what the term talent covers (Ulrich, 2011). However, there are some discernible patterns in evidence. ...
Purpose
This paper seeks to show appreciation for the collective endeavour of work practices based on varying degrees of dependence, interdependence and mutuality between at least two people. Such dependencies have to be concerned with how talent is used and how this use is an interaction between people, a process called talenting. The aim of this paper is to provide a method to explore talenting.
Design/methodology/approach
The paper provides a brief overview of recent debates relating to talent management (TM). This paper argues that TM seldom pays attention to work practices where performance is frequently a collective endeavour. A mapping method is explained to identify work practices and obtain narrative data. This paper provides a case to explore talenting in West Yorkshire Police.
Findings
In total, 12 examples are found and 3 are presented showing the value of various forms of dependency to achieve outcomes.
Research limitations/implications
TM needs to move beyond employment practices to work practices. There is a need to close the gap between traditional TM employment practices, usually individually focused, and work practices which are most likely to require a collective endeavour.
Practical implications
There needs be ongoing appreciation of talenting to add to TM activities.
Social implications
This paper recognises a more inclusive approach to TM based on work performance.
Originality/value
This paper, to the best of the authors’s knowledge, is probably the first enquiry of its kind.
... It appears that talent can mean whatever a business leader or writer wants it to mean, since everyone has his or her own idea of what the construct does and does not encompass (Ulrich, 2011). In fact, many different definitions of talent can be found in the academic human resource management (HRM) literature (see Table 1). ...
a r t i c l e i n f o a b s t r a c t The ongoing confusion about the meaning of 'talent' within the world of work is hindering the establishment of widely accepted talent management theories and practices. The aim of this paper is to contribute to the literature on talent management by offering an in-depth review of the talent concept within the specific context of the world of work, and proposing a framework for its conceptualization. We group different theoretical approaches to talent into 'object' (i.e., talent as natural ability; talent as mastery; talent as commitment; talent as fit) versus 'subject' approaches (i.e., talent as all people; talent as some people) and identify dynamics existing within and between them, as well as implications for talent management theory and practice. Finally, we discuss different avenues for further research aimed at developing the talent—and consequently, the talent management—construct further.
This study analyzes the mechanisms and conditions of functioning for strategic talent management. Strategic talent management is a theoretical concept based on strategic human resource management. It focuses on key positions that contribute to the competitive advantage of a company and on developing a talent pool of high potential and high performing incumbents.
The study investigates 11 foreign-owned companies and one Japanese company and its primary findings are as follows.
(1) The key components of the mechanisms and conditions of functioning for strategic talent management are "definition of the key positions," "talent review," "participation of executive team," and "visualization with talent chart (block chart) ."
(2) The involvement and participation of the executive team for talent development is essential.
(3) The fundamental rules of Japanese style human resource management are different from that of strategic talent management. Therefore, a Japanese company should choose the most appropriate method to implement either strategic talent management or Japanese style human resource management.
Local Government Authorities (LGAs) in Tanzania are expected to fuel growth respond timely to the demands of the community; they should, therefore, ensure that the working capital is ready to embrace changes and can functionally as well as behaviorally take on key roles as effective strategic leaders. This study investigated the effect of talent development practices on leadership quality in LGAs in Tanzania. The study collected data from seventy- two (72) respondents from three LGAs (Kigoma Municipal, Kasulu and Mkuranga District Councils) through questionnaires. Data were analysed, using SPSS and presented using descriptive and inferential statistics. The overall findings suggested that training and development, employee engagement, leadership development, and employee sourcing positively affect leadership quality in LGAs. The study maintained that LGAs should have a characterized talent development strategy, which can be executed adequately to enhance talent progression.
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