Talent Management

Talent Management

Author:  Anushka K. Aher 

 

  1. Why Talent management and succession bench building aren’t working today: At least not as well as they could!

 ULRICH, D. et al, (2023) there was no TM/SP presence over some past period, and now the organization is floundering. When science and best practices are not followed in the past, there will be a decade-long gap in producing new leaders. The bench will be as empty as the talent management promises. Lots to combat. Lots to work against. He was sailing against the wind. 

They believe that TM Profession has many great, if often underutilized, professionals who are motivated to do better. They have the knowledge, the tools, and best practices. They need to signal confidence in the TM science. This need must be acknowledged and accepted by their top management customers. They need to be guided in the best practice how.All that’s left is to do it and do it well! they believe the best is always yet ahead, but they hope we can make progress against these resistors.

 

 

  1. Talent Management in the Hospitality Sector: Predicting Discretionary Work Behaviour.

The article by Edeh et al, (2022). Explains that Hospitality organisations have suffered a lot of setbacks, such as low performance caused by the COVID-19 pandemic, during which most management took drastic decisions to retrench talent, and these decisions have engendered low discretionary work behaviour and low emotional labour display amongst its talent. These maladies would have been averted if talent management practices were implemented effectively by hospitality organisations. It is based on this premise that this study investigates the effect of talent management on discretionary work behaviour in hospitality organisations in Nigeria using a survey research design. A sample frame of 820 was drawn from 60 registered hospitality organisations in the south-eastern part of Nigeria. A sample size of 263 was drawn from the sample frame. Linear regression was employed to analyse the formulated hypotheses with the aid of IBM statistical package for the social sciences version 20.0. The findings of the study show that talent management dimensions have significant effects on discretionary work behaviour in hospitality organisations in Nigeria. The study concludes that talent management measured in terms of talent attraction, talent development and talent retention have significant effects on the indicators of discretionary work behaviour. The study recommends that human resource professionals and organisational leaders should utilize talent management as a strategy to enhance discretionary work behaviour in their respective organisations.

 

 

 

  1. Talent management in turbulent times

D’ARMAGNAC, et al, (2022) states that, the evolution of TM is not well documented in the academic literature, a fact that seems problematic given that its purpose is typically to ensure the dynamic articulation of human capital and corporate needs. The authors approach, based on Emirbayer and Mische  (1998)  framework,  focuses  on  the  role  of  the  talent  manager in articulating the changing needs of business with the adaptations TM needs to make in response—and the agency he or she exercises in doing so.  TM remains a system or ensuring the dynamic adjustment between a company’s needs and the capabilities of its workforce, but it is one that evolves as it emerges from the temporal agency of managers.  They argue that talent managers implement and reframe TM through strategies of adaptation, nego-tiation and exploration in relation to the talents it identifies. Focusing on talent managers’ temporal orientations allows us to typify the different TM options open to them. The strategies for the evolution of TM indicate that managers are not only improving TM but are also developing the talent itself: the mean-ing of talent and talent processes is being configured and reconfigured as managers exercise their agency in relation to their particular situations on the ground.

 

  1. War for talent

LATUKHA, M. et al (2022) states, the study aimed to understand what influences talented Russian graduates’ intentions to migrate, focusing on both individual and industry-level factors such as family ties and international experience. It found that firm-level Talent Management (TM) practices play a crucial role in shaping these migration intentions by making local firms more attractive to graduates, thereby potentially mitigating brain drain. By addressing macro-level challenges like talent retention, TM practices contribute to human capital accumulation at the country level. The study highlights the importance of globally competitive salaries, career development opportunities, and collaboration between universities and local firms to attract and retain young talents, ultimately improving the country’s talent system. However, the study acknowledges limitations and suggests further research directions including gender, educational background, and longitudinal analysis to fully understand migration intentions and the impact of TM practices.

 

  1. Talent Management in Banking sector

THEODORSSON, et al (2022) states, This study delves into Talent Management (TM) within the banking sector, aiming to fill the gap in academic literature on the topic, which has primarily been addressed in popular literature. Conducting a systematic literature review, it seeks to understand how TM is implemented in banking and financial sectors and explores future talent demands. Key findings emphasize the importance of managerial qualifications, organizational support, and alignment of TM strategies with overall company goals for attracting and retaining skilled employees. Furthermore, it highlights the link between transparent TM practices and organizational innovation, suggesting that understanding and addressing the diverse motivations of talented employees are crucial for enhancing performance. However, it acknowledges limitations such as potential exclusion of relevant non-English publications. Overall, the study contributes by identifying TM themes, research gaps, and future prospects, shedding light on the evolving landscape of TM in banking.

 

  1. Do global talent management programs help to retain talent?

BONNETON, D. et al (2022) States, This study focuses on the importance of career aspects in Talent Management (TM) for retaining talent within organizations. It introduces a novel conceptual framework that elucidates the connection between TM practices and employees’ intention to stay, incorporating factors such as knowing-whom career capital and objective and subjective career success. Through empirical testing within a multinational organization via quantitative surveys and additional information, the study provides firsthand evidence of how TM influences employees’ intention to stay. Notably, it contributes to the literature by offering empirical insights from Europe, expanding beyond the predominantly US-centric discourse on TM, and addressing the call for more high-quality empirical research in this domain. Additionally, it sheds light on the returns on investment in TM activities for multinational corporations and enhances understanding of TM at the individual level. Furthermore, the study introduces a specific index to measure the perceived intensity of global TM practices, facilitating future quantitative research and comparisons in the field. Overall, this research offers valuable insights into TM’s impact on talent retention and provides tools for further exploration and analysis in the realm of TM.

 

  1. Navigating Talent Management System Selection: Bridging Business Needs and HR Priorities

CREELMAN, D. HR (2015) states that ,The process of selecting a Talent Management System (TMS) starts with understanding the business needs and their impact on the workforce. HR departments need to step up and become true partners in the business, bridging the gap between business, HR, and IT languages to ensure everyone is on the same page. Key questions to ask include identifying business problems, anticipating changes, assessing performance, and determining future leadership needs. HR should translate these concerns into HR-related implications and demonstrate how talent management processes can address them. While leveraging technology and data analytics is important, it’s crucial not to lose sight of the organization’s priorities amidst the rapidly changing tech landscape. HR should focus on critical competencies and performance management before diving into advanced technology implementations. The role of HR is to anchor the process, keeping the focus on essential priorities and preventing unnecessary distractions.

Top of Form

 

 

  1. Embracing Change: Talent Management in Industry 4.0 Supply Chains

VAN HOEK, R.; GIBSON, B.; JOHNSON, M.(2020) states that, Building upon the theme of digitization, industry 4.0 is widely expected to impact the future of work in supply chains. The WEF points at the growing relevance of lifelong learning and the augmentation of jobs with industry 4.0 capabilities. While certain roles are expected to disappear, other will change and certain new roles will be created (WEF, 2018). If the future of work implies change, triggering a need to continue to learn, then the focus on talent management only becomes more important. Executives will have to create learning opportunities and make failure safe. It will also mean that executives will have to develop a “learning style” to managing; they will not know all the future of work holds but with their teams they can work together to create the future of work.

 

COVID‐19 may have provided additional impetus for industry 4.0. With the move to working from home and social distancing, technological augmentation has become increasingly valuable and managers may have “jumped” the learning curve. Question will be to what degree managers will be tempted to revert back to “old ways” or if they will find themselves building upon new capabilities and skills, accelerating the transformation.

 

  1. The Crucial Role of Organizational Culture in Talent Management

 

MAHAJAN, A. (2019) states that, Organizational culture plays a pivotal role in talent management processes, especially in the context of today’s competitive business landscape where skilled employees are in high demand. While traditionally associated with human resource activities, talent management now encompasses a broader range of practices to ensure a holistic approach. Leaders are tasked with fostering a culture aligned with the organization’s values and beliefs, which in turn influences talent management practices. The integration of organizational culture with talent management is vital for gaining a competitive edge, and organizations must prioritize it alongside business strategy. The support of managers in crafting strategies facilitates effective talent management, ultimately leading to employee retention and preference for organizations with positive cultures.

 

  1. IKEA’s Innovative Talent Management Strategies

 

NAYEEM, M. A.; FAHEEM, H.(2021) states that, IKEA prioritizes talent management through innovative recruitment and selection methods. Rather than focusing solely on academic credentials and skills, IKEA screens candidates based on shared values and cultural fit. This approach ensures that new employees align with the company’s ethos. Additionally, IKEA emphasizes internal development through initiatives like ‘Open IKEA’, promoting job openings internally before seeking external talent. The company leverages technology with tools like the ‘Enterprise’ application tracking system to streamline global recruitment processes. Communication is key at IKEA, with platforms like IKEA Radio and the intranet facilitating employee engagement and idea sharing. Initiatives like ‘Why Sayers’ encourage employees to contribute ideas for improvement, fostering a culture of innovation and collaboration.

 

 

 

 

Conclusion

 

 

 

 

 

Navigating Talent Management: Challenges, Strategies, and Innovations

 

Anushka K.A (2024) stated that, These summaries highlight various aspects of talent management across different industries and contexts. They underscore the challenges organizations face in talent management and succession planning, emphasizing the importance of scientific approaches and confidence in talent management practices. Furthermore, they explore the impact of talent management on organizational performance, particularly in navigating turbulent times such as the COVID-19 pandemic. Additionally, they delve into the significance of organizational culture in shaping talent management strategies and the role of global talent management programs in retaining skilled employees. Through innovative recruitment methods, internal development initiatives, and transparent communication channels, organizations like IKEA are paving the way for effective talent management in today’s competitive landscape.

 

 

 

 

 

 

 

 

 

                                                                      Reference

  

  1. BONNETON, D. et al. Do global talent management programs help to retain talent? A career-related framework. International Journal of Human Resource Management, [s. l.], v. 33, n. 2, p. 203–238, 2022. DOI 10.1080/09585192.2019.1683048. Disponível em: https://research.ebsco.com/linkprocessor/plink?id=b63ed8e9-8564-3c0d-883f-54dfa1fa2327. Acesso em: 23 fev. 2024.
  2. CREELMAN, D. HR in the Middle (Hot) Seat: Implementing the Right Talent Management System. Workforce Solutions Review, [s. l.], v. 6, n. 5, p. 15–18, 2015. Disponível em: https://research.ebsco.com/linkprocessor/plink?id=bfc205d0-ee60-366d-baa4-2913effb180b. Acesso em: 25 fev. 2024.
  3. D’ARMAGNAC, S.; AL ARISS, A.; N’CHO, J. Talent management in turbulent times: Selection, negotiation, and exploration strategies for talent management in the aeronautics and space industries. International Journal of Human Resource Management, [s. l.], v. 33, n. 13, p. 2767–2799, 2022. DOI 10.1080/09585192.2021.1879205. Disponível em: https://research.ebsco.com/linkprocessor/plink?id=522eceae-ea63-3c95-88e2-c958326d33bb. Acesso em: 23 fev. 2024.
  4. EDEH, F. O. et al. Talent Management in the Hospitality Sector: Predicting Discretionary Work Behaviour. Administrative Sciences (2076-3387), [s. l.], v. 12, n. 4, p. 122, 2022. DOI 10.3390/admsci12040122. Disponível em:https://research.ebsco.com/linkprocessor/plink?id=54ae2082-c969-35d7-bd85-9c7d3934a443. Acesso em: 23 fev. 2024.
  5. 6LATUKHA, M. et al. From brain drain to brain gain: the agenda for talent management in overcoming talent migration from emerging markets. International Journal of Human Resource Management, [s. l.], v. 33, n. 11, p. 2226–2255, 2022. DOI 10.1080/09585192.2021.1949374. Disponível em: https://research.ebsco.com/linkprocessor/plink?id=5afdabbe-151a-3821-ae92-9bc126813872. Acesso em: 23 fev. 2024.
  6. MAHAJAN, A. Relationship of Talent Management with Organizational Culture: A Discussion Paper. Indian Journal of Industrial Relations, [s. l.], v. 54, n. 3, p. 471–481, 2019. Disponível em: https://research.ebsco.com/linkprocessor/plink?id=6359239e-16ed-3654-ab29-73b0d00648dd. Acesso em: 25 fev. 2024.
  7. NAYEEM, M. A.; FAHEEM, H. IKEA’s Talent Management and Corporate Culture. IUP Journal of Organizational Behavior, [s. l.], v. 20, n. 4, p. 482–501, 2021. Disponível em: https://research.ebsco.com/linkprocessor/plink?id=746be0b6-317a-31b1-b8d1-45866da79701. Acesso em: 25 fev. 2024.

 

  1. THEODORSSON, et al. Talent Management in the Banking Sector: A Systematic Literature Review. Administrative Sciences (2076-3387), [s. l.], v. 12, n. 2, p. N.PAG, 2022. DOI 10.3390/admsci12020061. Disponível em: https://research.ebsco.com/linkprocessor/plink?id=0068b852-774d-3865-9296-9c620d64cda7. Acesso em: 23 fev. 2024.

 

 

  1. ULRICH, D. et al. Why Talent Management and Succession Bench Building Aren’t Working Today: At Least Not as Well as They Could! Workforce Solutions Review, [s. l.], p. 33–37, 2023. Disponível em:https://research.ebsco.com/linkprocessor/plink?id=1780d56d-ca16-34a6-9ec8-9f8c0e58a745. Acesso em: 23 fev. 2024.

 

  1. VAN HOEK, R.; GIBSON, B.; JOHNSON, M. Talent Management For a Post‐COVID‐19 Supply Chain—The Critical Role for Managers. Journal of Business Logistics, [s. l.], v. 41, n. 4, p. 334–336, 2020. DOI 10.1111/jbl.12266. Disponível em: https://research.ebsco.com/linkprocessor/plink?id=c39594a5-e338-377a-b6bd-adc6d7ab963e. Acesso em: 25 fev. 2024.

 

 

 

 

 

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