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What is talent and how does talent management help the
organization?
1Hae Won Yon, Department of Accounting & Management, SKM Institution, South Korea*
Email: haewon.yon@gmail.com
2Bahar Sadraei, Department of Commerce & Management, Kar University, Qazvin, Iran
Email: Sadraei.b2019@gmai.com
Corresponding author*
INTRODUCTION
Talent is the relative measure of one's progress in an activity. If different people are in the same
situation for the skill in an activity, we will find that different people show differences in the
amount of skill they acquire. Some people are better and more efficient in one area of learning and
faster than others, while others may be more efficient in their ability, skills, and speed. In fact,
such a difference is due to the difference in their talents. Everyone is talented, but the only people
who decide on their talent and invest in it are talented.
Talent management is about describing the concept and integrating HRM activities with the goal
of recruiting and retaining the right people for key positions at the right time. Providing and
retaining talent is more important for the following reasons: 1) knowledge-based economy 2) fierce
competition 3) staff transfer and relocation. Organizations are driven by individuals, and it is the
talent of individuals that determines the success of organizations. So talent management is at the
core of management.
Talent management is one of the skills that companies and managers today need to hire the right
fit for any organization's job opportunities. The program enables managers to invest faster and
more successfully in the process of finding a skilled workforce and save time by investing in the
development of their talents and teaching them the skills they need. This is because there are many
job applicants, but their skills are sometimes not commensurate with job opportunities in
organizations. A comprehensive talent management program can benefit both groups: job seekers
and organizations looking for new hires. Undoubtedly one of the best times for managing talent is
these days because these days the process of hiring labor has become much more difficult than
keeping good employees. Talent management means having a consistent hiring strategy that will
bring good employees to your company and help them grow and develop with a great experience.
Strategic factors underpinning talent management when identifying the talent management
approach and focusing on specific people with regard to key organizational positions, one should
consider the things that point to the success or failure of talent management in the organization. as
an organization's strategic decision focuses on introducing a talent management strategy into the
organization, it is necessary to consider the factors that drive the success or failure of the project.
various articles and models in related sites have provided various dimensions for this purpose,
which, after investigations include 1) organizational strategy 2) role of managers 3) strategic
human resource management 4) organizational culture
Organization strategy
The role and support of managers is the key to the success of talent management in the organization
that all managers at every level have an effective role to play. The success of the organization in
achieving its goals depends on how effective management and leadership styles are implemented.
Managers with the right leadership style can enhance their employees' job satisfaction,
organizational commitment, and productivity.
Research has shown that the leadership style of managers is related to the effectiveness, efficiency,
and productivity of organizations. In addition, there is a clear relationship between managers'
leadership style with job satisfaction and organizational commitment of employees. As already
mentioned, successful organizations in the field of talent management are those whose top
executives have the necessary support and require all subordinate managers to comply. This is
mutual support. That is, talent management supports the decision making and thinking of managers
by appointing the right people in key jobs.
But what style should managers consider in doing so? While some researchers, such as Blake and
Mutton and McGregor, believe that the best leadership style is a style that maximizes productivity,
satisfaction, growth and improvement in all situations, most of the research has been done in the
past few decades. Accepted clearly supports the position that there is no best style. Successful and
effective leaders can adapt their style to the needs of the situation.
Organizational Culture
A review of the writings of management executives illustrates the fact that organizational culture
shapes employee behavior in the organization. Given that corporate culture has a significant impact
on the behavior of managers and employees at all levels of the organization, they can strongly
influence a company's ability to change its strategic orientation. Organizational culture is a system
of values (what matters and what does not matter) and beliefs (how individuals act and how
individuals do not) that interact with human power, It is the organizational structure and the control
system and therefore it establishes behavioral norms within the organization.
The cultural approach to talent management has been put forward by Kellman (1) who believes
that the mindset or mindset of talent is the key to organizational success. A talent management
mindset is a deep belief that talent is best understood at all levels so that the organization performs
better than its competitors. Managers are believed to have the potential to pool their talent and dare
to do extraordinary things.
Strategic human resource management for decades, the task of selecting, training and offsetting
staff has been a core area of personnel management. these tasks evolved with the advent of human
resource management in the 1980s and human resource management became a holistic approach
to managing the organization's key human resources.
Strategic human resource management for decades, the task of selecting, training and offsetting
staff has been a core area of personnel management. These tasks evolved with the advent of human
resource management in the 1980s and human resource management became a holistic approach
to managing the organization's key human resources. Management theorists have identified the
most important areas of human resource management: hiring, deploying, expanding, or leaving
workforce planning, controlling, or supervising workforce management.
In recent years, with the evolution of the role of human resource management, there has been
another definition of human resource management that is called human resource management
effectiveness. Many even consider the effectiveness of human resource management as one of the
factors affecting the performance of the organization. Haslid is among those who discuss the
effectiveness of human resource management. He divides effectiveness into two areas: technical
effectiveness and strategic effectiveness. The technical concept of effectiveness usually refers to
human resource management activities or services that are common to all companies.
These traditional HRM activities such as (recruitment, training, deployment, safety, and health,
employment relationship regulation, performance appraisal, human resource planning, etc.) are
introduced as technical. In contrast to these activities, human resource management activities are
strategic (talent management, knowledge management, organizational learning, etc.) that
incorporate human resource management innovations. Many authors argue that strategic
effectiveness has added a new dimension to human resources that makes human resource
management aligned with the organization's strategic goals, but this has not been seen in traditional
or technical human resource management (HRM).
Final word According to Michael et al. (2001), who studied 27 companies over a 5-year period, it
is believed that the HR department is responsible for creating the talent pool and managers are the
heirs of the talent pool. To succeed in the implementation of talent management, the HR
department will not go anywhere with a traditional and technical approach and on the other hand
it will not be able to implement talent management in the organization alone.
Sandler (2003) still believes that many HR units still hold the key to organizational talent.
However, Michael and his colleagues (2001) argue that HRM alone cannot do this. For success,
talent management requires the involvement of all units and needs the help of all units. For this
reason, human resources units need to shift from the traditional approach to the strategic approach
and different units of the organization must also recognize and recognize this fact. Therefore,
effective talent management is not about improving the HR process, but about a concept. And it's
a different approach with the HR department.
REFERENCES
1. Amiri, Mohammad, and Najmeh Safariolyaei. "Talent Management among IT
employees." International Journal in Management & Social Science 5.4 (2017): 86-89.
2. Amiri, Mohammad. "Talent Management: A Case Study of IT Organizations." Indian Journal
of Fundamental and Applied Life Sciences 5 (2015): S4.
3. Pagheh, Behzad.” Review Literature of Talent Management”. International Journal of
Management Studies, Vol. VI, Issue. 5, (2019): 1-6.
4. Rostam, Fatemeh Azizi. "A Review of Talent Management as a Key in any Organizations." The
International Journal of Indian Psychology 7.3 (2019): 78-83.
5. Rostam, Fatemeh Azizi. "A Review of Talent Management among Employees: in IT and
manufacturing organizations." (2019): 1-5.
6. Rostam, Fatemeh Azizi. "TALENT MANAGEMENT AT WORKPLACE."
7. Rostam, Fatemeh Azizi. "IMPORTANCE OF TALENT MANAGEMENT TERM."
