Avant-garde talent strategy: Moving talent management to the forefront of business strategy

2009 ◽  
Author(s):  
Kathryn Meyer Gettleman
Keyword(s):  
Business Strategy ◽  
Talent Management ◽  
Avant Garde ◽  
Talent Strategy

The talent climate

2017 ◽  
Vol 4 (4) ◽  
pp. 298-314 ◽  
Author(s):  
Karin A. King
Keyword(s):  
Business Strategy ◽  
Management Practice ◽  
Human Resources Management ◽  
Talent Management ◽  
Psychological Climate ◽  
Content Type ◽  
Strategic Human Resources ◽  
Strategic Human Resources Management ◽  
Talent Strategy ◽  
Level Model

Purpose Navigating a dynamic global landscape, businesses must not only define talent strategy but apply it effectively in practice. By intentionally establishing consistent talent practices, discernible to employees, organisations signal priorities for talent, establishing a psychological “climate for talent” to sustain talent development over time. The strong talent system and talent climate are introduced. The purpose of this paper is to introduce the importance of organisational context to talent management. Design/methodology/approach A strategic climate for talent and strong talent system are theorised with “strong situation” specifications: distinctiveness, consistency, consensus and context. Findings A strategic climate for talent is defined. Empirical study is required to develop and validate the talent climate construct. Practical implications Employees’ interpretations of talent practices as signals of organisational priorities will influence the effectiveness of talent strategy implementation. This paper highlights the importance of a contextually relevant, consistently implemented talent system which signals the organisation’s invitation to employees to develop their potential in alignment with business strategy, enhancing career outcomes and supporting employees’ perceptions of inclusion and procedural fairness in talent management (TM). It supports management practice in an increasingly dynamic context to implement sufficiently distinct, consistent and contextually relevant talent practices. Originality/value The strategic climate for talent, perceivable by individual employees and resulting from a strong talent system, is introduced. This paper extends strategic human resources management, TM and climate literatures introducing a cross-level model of strategic organisational climate which examines proximal employee outcomes of TM practices.

scholarly journals Designing integrated Conceptual Model of Talent Management Using Meta-Synthesis Approach

2020 ◽  
Vol 17 (2) ◽  
pp. 51
Author(s):  
Mohammad Koohi Khor ◽  
Amin Raza Kamalian ◽  
Nour Mohammad Yaghoubi ◽  
Aliasghar Pourezzat
Keyword(s):  
Business Strategy ◽  
Talent Management ◽  
Economic Downturn ◽  
Quantitative And Qualitative Research ◽  
Strategic Approach ◽  
Proposed Model ◽  
Talent Strategy ◽  
Research Findings ◽  
Synthesis Approach ◽  
Research Studies

It is widely accepted that in the recent economic downturn, there are many demands for talent, and thus many organisations employ talent management systems to create a competitive advantage. The lack of an integrated talent management process, as a strategic approach, leads to a waste of time, effort, and money. The present study aims to provide an integrated model of talent management using the meta-synthesis approach. This study falls within the category of applied research in terms of purpose and meta-synthesis in terms of methodology. The researchers in this study, in a meta-synthesis way, have carefully scrutinised the topic and combined the findings of both quantitative and qualitative research studies. In this regard, 3615 research studies in the field of talent management and integrated talent management were selected by searching in Web of Science (2008-2018), Magiran, University of Tehran’s magazines, and international databases of papers and books; and finally, based on 106 studies underwent content analysis, dimensions and codes were extracted, and the significance and priority of each one were determined using the Shannon entropy. Based on research findings, management and planning codes for succession, learning, and talented employee involvement; organisational acceptance; and talent strategy relationship with business strategy, progression management, and organisational culture had the highest impact. Finally, according to the extracted components, the proposed model was presented.

The Future: RAND, Brand and Dangerous to Know

2016 ◽  
Author(s):  
John Beck
Keyword(s):  
Cold War ◽  
Business Strategy ◽  
Rand Corporation ◽  
Global Business ◽  
Avant Garde ◽  
Futures Research ◽  
Interdisciplinary Field ◽  
The Future ◽  
History Of ◽  
Whole Earth Catalog

The interdisciplinary field of futures research is now at the heart of policy-making and business strategy, but the serious study of the future has its roots in Cold War strategy, led by Hermann Kahn at the RAND Corporation and the Hudson Institute. The migration of futures research into business was accompanied by a burgeoning countercultural futurism, most vividly embodied in Stewart Brand’s Whole Earth Catalog. The founding of the Global Business Network in 1987 brought together many of the key players from business futurism and the avant-garde wing of futures studies, forging a high-powered consultancy that went on to provide services for multi-national corporations and government agencies. As pressing contemporary issues such as global security and climate change prompt futures researchers to develop scenarios intended to deal with potentially extinction-level catastrophes, can an interrogation of the recent history of the future contribute to the release of a critical engagement with the future that is not beholden to the lockdown of its Cold War legacy?

What Kind of Talent Do We Have Here?

2019 ◽  
pp. 397-406
Author(s):  
Christine Corbet Boyce ◽  
Beth Linderbaum
Keyword(s):  
Pharmaceutical Company ◽  
Business Strategy ◽  
Behavioral Data ◽  
Personality Assessments ◽  
Business Goals ◽  
360 Feedback ◽  
Talent Strategy ◽  
Short And Long Term ◽  
Feedback Data

This chapter describes a global pharmaceutical company that used 360 Feedback and other talent assessments to address critical strategic challenges in its business. The company collected behavioral data on approximately 400 sales leaders as part of a system-wide talent assessment that allowed a newly appointed leader to craft a talent strategy that would support his business strategy. By linking 360 Feedback data, personality assessments and sales results, the organization’s senior leadership team was able to critically examine its system-wide talent profile in the context of its ambitious commercial strategies. This system-wide profile was then used to shape short- and long-term plans for developing talent and shifting the culture at all levels to better align with business goals.

scholarly journals THE ROLE OF TALENT MANAGEMENT IN IMPROVING STRATEGIC PERFORMANCE OF SAUDI MANUFACTURING COMPANIES

2021 ◽  
pp. 103-108
Author(s):  
Feryal Abdullah Abdulrahman Al-Oumi ◽  
Dr. Majed Al Doubi
Keyword(s):  
Survey Methodology ◽  
Statistical Tests ◽  
Management Strategies ◽  
Talent Management ◽  
Manufacturing Companies ◽  
Strategic Performance ◽  
Long Run ◽  
Talent Strategy ◽  
Research Population ◽  
The Impact

This paper aimed at investigating the impact of talent management strategies on improving the strategic performance of business organizations. To achieve the study objectives, a survey methodology was utilized using questionnaires for collecting data from seventy-six Saudi manufacturing listed companies which represents the research population. Statistical Package for Social Sciences (SPSS, V. 19) was utilized for data analysis using several statistical tests and methods including arithmetic Mean, Standard Deviation, Exploratory Factor Analysis, and Linear and step Regression. The main findings of the study indicate that talent management strategies dimensions together have a significant impact on strategic performance. However, individually, it was found that development and motivation were the only talent strategy dimensions that have a significant impact on strategic performance. In addition, the study reveals that talent management strategies were moderately implemented in Saudi manufacturing companies with a mean of (3.57) and that their strategic performance was also moderate with a mean (3.55). The study presented several recommendations for Saudi manufacturing companies including that importance of establishing specific section for talent management responsible for implementing talent management strategies according to scientific methodology that would enable these companies to achieve positive results in the long run. KEYWORDS: Talent management, Strategies performance, Manufacturing Companies.

Talent Management

2019 ◽  
pp. 145-174
Author(s):  
Thembinkosi Ngcobo ◽  
Ana Martins ◽  
Isabel Martins
Keyword(s):  
South Africa ◽  
Business Strategy ◽  
Quantitative Research ◽  
Research Question ◽  
Talent Management ◽  
Primary Data ◽  
Business Success ◽  
Executive Management ◽  
Management Turnover ◽  
Management Positions

Toyota South Africa Motors (TSAM) is the leading original equipment manufacturer in South Africa. Business strategy and talent management alignment is therefore the key for business success. For the past couple of years, there has been a frequent executive management turnover and several promotions to senior management positions. The research question was to ascertain the relationship between talent management strategy and the achievement of business objectives. The quantitative research study included a deductive approach. Primary data was collected using a questionnaire survey personally administered by the researchers. Results for two talent management pillars were positive but require some improvements. However, results for succession planning reveal this pillar requires urgent attention to maintain competitive advantage and realize the vision of becoming the mother plant in Africa.

Twitting for Talent by Linking Social Media to Employer Branding in Talent Management

2021 ◽  
Vol 12 (2) ◽  
pp. 1-12
Author(s):  
Deepika Pandita
Keyword(s):  
Information Technology ◽  
Social Media ◽  
Social Networking ◽  
Group Discussion ◽  
Talent Management ◽  
Employer Branding ◽  
Talent Strategy ◽  
Talent Acquisition ◽  
Information Technology Companies ◽  
A Current

This paper reconnoiters and gives importance to how social networking has been tactically applied as a current means by many companies for branding their companies and inventive talent acquisition approaches in India. This research backs to the arenas of the domain talent management and has crucial suggestions for industry practitioners concerning the practicality of social network websites (SNWs) to organizational branding, talent management. Interviews were taken, which was a qualitative way of getting responses from 78 focussed group discussion with HR professionals working in information technology companies (IT). Later the data was analysed to their talent acquisition techniques that endorse the increasing consumption of (SNWs) social networking websites as part of their talent strategy.

Talent Management As A New Concept Of Human Resource Management: Comparative Analysis Of «Best Practices»

2019 ◽  
Vol 8 (4) ◽  
pp. 74-82 ◽  
Author(s):  
Е. Берсенева ◽  
E. Berseneva ◽  
О. Бузань ◽  
O. Buzan' ◽  
Е. Лысенко ◽  
...  
Keyword(s):  
Human Resources ◽  
Business Strategy ◽  
Management System ◽  
High Performance ◽  
Management Practices ◽  
Human Resources Management ◽  
Talent Management ◽  
Efficient Production ◽  
Resources Management ◽  
Management Concept

This article is devoted to the consideration of talent management as a new, radically different from the traditional Human resources management concept of human resources management organization. The focus is on identifying and demonstrating the benefits and effectiveness of talent management practices over legacy management recipes in traditional management. When writing the theoretical part of the article, the aim was to present talent management as a constantly improving tool and the main key to a more meaningful, human and efficient production process, which is a comprehensive system of talent management processes of the organization. In the practical part of the article an attempt is made to describe and compare (search for common and distinctive features) talent management technologies in successful and successful organizations of our time. 10 large organizations actively using and developing the talent management system are taken as the object of analysis. Among them — companies from different countries with world names and unique reputation, leaders in their sectors of the economy (production): AMGen, Apple, Coca-Cola, General Electric, Google Inc. McDonald’s Corporation, Procter&Gamble, Samsung Group, Facebook, Gazpromneft. As parameters comparative evaluation of a dedicated “talent” and “attracting talent”, “use talent”, “talent development” “assessment of talent”, “motivated talents.” The results of the study allow us to conclude that talent management is currently actively developing, and the idea that talented staff is able to lead the company to success is becoming more obvious and undeniable. Talent management involves attracting and retaining the best employees, and using their potential for corporate purposes allows you to spend fewer resources, efficiently and leads to the highest performance and high performance. Talented staff is a competitive advantage of the business, and the ability to manage it correctly is the most important factor for ensuring leadership positions in the modern market. Therefore, the talent management system should be developed in the business strategy and implemented at all levels of the organization. The results of the study show that the heads of Russian companies need to pay attention to the experience of successful organizations in the field of talent management. All of the above proves that now the widespread introduction of talent management system is necessary.

scholarly journals Analysis of Human Capital in Talent Management Program, Training and Development to Improve Employee Competence Case Study in BSG Group

2020 ◽  
Vol 20 (1) ◽  
pp. 45
Author(s):  
Prastiyo Diatmono ◽  
Siti Mariam ◽  
Abdul Haeba Ramli
Keyword(s):  
Human Capital ◽  
Business Strategy ◽  
Participant Observation ◽  
Talent Management ◽  
Training And Development ◽  
Management Program ◽  
Balance Scorecard ◽  
Case Study Method ◽  
Job Productivity

<p><em>The purpose of this research was to understand human capital analysis to talent management program, training and development to improvement employees competency. It was a qualitative research with an case study method conduct at BSG Group (6 companies) in 2019. The data were collected through participant observation using interview, observation, document study, and recording. The data analysis to understand management program was run with the company to make strategic changes to improve employees competency approach to human capital, including: (1) talent management, (2) training and development, using balance scorecard as measurement quality. The findings lead to the recommendation to make change talent management program, training and development to enhancement employees competency in linking the company's business strategy that can create an increase  job productivity and company profits in accordance with the intended purpose the support and commitment of top management and empower to all employees synergistically.</em></p><p><em> </em></p>

Talent management, emotional labour and the role of line managers in the Scottish hospitality industry

2018 ◽  
Vol 10 (1) ◽  
pp. 57-68 ◽  
Author(s):  
John Bratton ◽  
Sandra Watson
Keyword(s):  
Business Strategy ◽  
Hospitality Industry ◽  
Talent Management ◽  
Formal Training ◽  
Line Managers ◽  
Content Type ◽  
Good Communication ◽  
Emotional Labour ◽  
The Uk

Purpose The purpose of this paper is to explore the role of line managers (LMs) in managing talent and emotional labour (EL) in the Scottish hospitality industry. Design/methodology/approach Data were generated from manager and HR practitioner interviews and a roundtable discussion with ten invited participants. In addition to obtaining an overview of approaches taken to managing talent and emotion, the authors also explored any challenges in implementing talent management (TM) in the industry and used an adapted model to rank the perceived importance of decisional, interpersonal, informational and developmental roles undertaken by front-LMs. Findings TM is seen as being of strategic importance, with structured and planned approaches in many of the organizations. Within these, LMs are given a great deal of responsibility. This requires organizations to provide time, resources and support to managers. It was evident that a caring and supportive culture is required. Highly significant differences are found on managing emotion. Although all managers highlighted that EL is important in the hospitality industry and managing it is challenging, most participants had an equivocal understanding of the concept and managers indicated that they had received no formal training to help manage emotion in the workplace. Research limitations/implications The scale of the paper is limited and restricted to the Scottish hospitality industry. Extending the research to other parts of the UK would be useful. Practical implications It is apparent that TM has to be linked to business strategy, with incentives and rewards for LMs. In addition, more formal training in the concepts of EL and emotional intelligence should be provided for senior and LMs. Also, good communication skills and support from top management for TM is important. Originality/value Previous research and commentary on TM mainly centres on relevant HR practices and policies. This paper focuses on the connection between managing talent and EL and identifies development behaviours as key factor affecting the performance of front-line employees.

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