Over the past decades, organizations have faced challenges in retaining good employees due to market competition and talent scarcity, thereby forcing leaders to improve their human resource ...strategies. Organizations often source exclusive talent development instead of nurturing talent inclusively. Exclusive refers to organizations' tendency to hire top talents outside their organization when needs arise, or if they have to look for candidates within the organization, only those identified as performers within their elite pool are selected. Literature suggests that inclusive talent development (i.e., career development via training for all employees regardless of individual performance) can complement management for employee retention. The present study carries out a systematic review of articles published from 1997 to 2020 pertaining to talent development, particularly inclusive nurturing, to enable frugal human resource management, i.e., developing human resource inclusive talent development (ITD) in a resource constrained environment. We address three major questions: to what degree is talent development (TD) represented in the wider talent management (TM) literature?; how does ITD contribute to individual talent growth and organizational performance?; and what are the limitations of current research on ITD? A total of 48 articles on TD, with 13 articles on ITD, are analyzed to provide theoretical and practical insights. This review presents research gaps on inclusive TD, and highlights future research directions, such as wider coverage to develop a more comprehensive scope, TD for low performers to improve their individual growth and organizational performance, application of frugal innovation through ITD, and association with resource-based view – valuable, rare, inimitability, and organized model (RBV-VRIO). While ITD coupled with other TM activities has significant effect on individual growth and organizational performance, the evidence for and discussion of this concept remains scarce. The research contributes to existing HRM literatures: (1) TD is a limited area of research and has minority representation within TM literature; (2) ITD is becoming increasingly crucial for individual talent growth and organizational performance towards a sustainable competitive advantage as primed by the RBV – VRIO model; and (3) key limitations of research on TD include one-sided perspectives to TD, lack of balance between individual talent growth and organizational performance, and other methodological weaknesses.
•Systematic literature review on talent development in talent management literatures.•Inclusive talent development for individual talent growth and firm performance.•Inclusive talent development only represents 2.7% of talent management literatures.•Resource-based view – valuable, rare, inimitable, and organized model as overarching framework for sustainable advantage.•Current research on inclusive talent development lacks a 360° view.
The need for multinational firms to be as competitive in the global marketplace as possible has increased dramatically over the past twenty years. For international human resource management this has ...meant many strategic opportunities to international human resource management. An excellent example of such an opportunity is that which exists regarding the management of talent. This opportunity began to develop in the late 1990s with the advent of the challenge of “global talent management.” During the past few years this opportunity has expanded to include challenges dealing with talent shortages, talent surpluses, locating and relocating talent, and compensation levels of talent. Together, these conditions are all “global talent challenges”. In this article we describe these several global talent challenges and the strategic opportunities they present to firms and propose the implications of these for firms and for the field of international human resource management.
Well-designed talent programmes in sports with a focus on talent identification, orientation, development, and transfer support the engagement of young individuals and the pursuit of elite ...performance. To facilitate these processes, an analysis of task, environmental and individual characteristics per sport is much needed. The aims of this study were to 1) analyse whether unique profiles per sport could be established by generic characteristics and 2) to discuss similarities and differences for the potential application in talent development and transfer. By means of a validated survey, 1247 coaches from 34 sports ranked 18 characteristics on importance to their sports (0 = not important - 10 = very important). To discriminate the responses per sport a Discriminant Analysis (DA) was carried out. To refine the DA-classification, Uniform Manifold Approximation and Projection (UMAP) with CatBoost classifier was performed. To test the performance of the CatBoost classifier-algorithm, a confusion-matrix was generated. The cross-validated DA showed that 70.2% of the coaches were correctly classified to their sport. The UMAP/CatBoost technique revealed 75.1% accuracy with correctly predicted responses per sport ranging from 18.2% (sailing) to 98.2% (soccer). With varying precision, the algorithm was able to differentiate sports by importance of its characteristics indicating similarities and differences per sport.
The banking industry and the desirable performance of banks have a significant impact on the country's economic development. The environmental factors affecting the industry, such as the complex ...global economy, the economic climate of the country influenced by economic sanctions, as well as the growth of private banks and financial and credit institutions, have led banks to attract, cultivate and sustain people in order to sustain its growth and survival and to gain superior competitive advantage. Therefore, the design of a system that allows banks to attract, develop, and maintain a talented personnel is one of the needs of this industry. Therefore, the present study amid to design a talent management model in the banking industry. The present research has interpretive philosophical foundations and its orientation is developed and applied. The approach of this research is inductive and a qualitative method for its implementation is used. The field study method and the strategy of the grounded theory were used. The method of data collection was interview and to select a sample, a combination of purposeful or judging methods and snowball method and theoretical sampling were used. In the present research, the paradigm model of talent management was identified in the role of causal, subjective, interventional, main phenomena and outcomes, design and development, and the dimensions of planning talent, acquire talent,, talent development, applying talent, retaining talent, for the main phenomenon have been identified
Addressing the research question of what influences the likelihood of an individual being labeled as ‘talent’ in MNCs, this paper seeks to understand the decision processes involved in the ...identification of MNC-internal talent. We develop a framework suggesting that the decision to include an employee in a corporate talent pool is a two-stage decision process in which mostly experience-based (on-line) performance appraisal evaluations are used as an input in largely cognition-based (off-line) managerial decision making. Consequently, talent pool inclusion is determined not only by performance appraisal evaluations, but also a number of factors that influence the decision making in the second stage of the talent identification process. Using empirical insights from an in-depth case study as illustrations, we identify three such factors—cultural and institutional distance between the locations of a potential member of the talent pool and the decision makers; homophily between the individual and the decision makers; and the network position of the person in question.
•“Talent” is an increasingly popular yet inconsistently defined term.•“Talent” is more semantically ambiguous than its most common synonym, “skill”•Mindsets about talent are more fixed than mindsets ...about skill.•Talent terminology can lead to pessimism about persistence and development.•The effects of talent terminology are partly explained by mindsets.
Over the last 20 years, “talent management” has become an increasingly popular descriptor of activities previously referred to as “human resources.” Across five studies (total N = 9,966), we investigate this terminological shift and its organizational consequences. We find that contemporary human resource professionals prefer “talent management” to prior terminology, deeming it more optimistic and motivating. Nevertheless, “talent” is semantically ambiguous. Lay definitions of talent vary in the degree to which it is defined as innate versus learned, and these definitions correspond to differences in growth versus fixed mindsets. By contrast, “skill”—a common synonym for “talent”—more unambiguously signals that ability can change. In decision making scenarios, we found that replacing the word “talent” with “skill” more uniformly evokes a growth mindset about ability, which in turn leads to more optimistic attitudes about persistence after failure and an inclination to direct organizational resources toward employee development. Collectively, these findings show that synonyms for ability differ in the mindsets they evoke and illuminate the trouble with talent terminology in the workplace.
Talent development addresses important components and stages of domain trajectories from childhood through adulthood, with the goal of providing opportunities for achieving creative productivity for ...those with abilities and aspirations to pursue that goal. The talent development megamodel (TDMM) identifies the interaction of domain specific abilities, learning, mentoring opportunities, and psychosocial skills as central features of the model. We discuss domain specific abilities, both physical and cognitive (e.g., spatial reasoning), that drive possibilities for fulfilling talent in STEM, dance, and sport. A deeper look at these domain abilities introduces concerns for needed research especially as fields transform and evolve over time.
The environment for most organizations today is global, complex, dynamic, highly competitive, and extremely volatile, and is likely to remain so for years to come. In addition to these external ...conditions, most organizations are also facing several global challenges including those related to: talent flow; the managing of two generations of employees, viz., older or mature workers and younger workers; and a shortage of needed competencies. One major result of these challenges for organizations is that they have to be global and that they have to be systematic in managing their human capital if they wish to have any hope of gaining and sustaining a competitive advantage in the years ahead. Many human resource practitioners and consultants (HR professionals) are now recognizing this, especially those that operate globally, the multinational enterprises. Academics are also showing a strong interest as evidenced by their work in the new area referred to as “global talent management”. In this article we review that academic work and attempt to organize that literature by creating an integrative framework for understanding and advancing further research in global talent management. To guide this research our framework highlights several selected challenges in global talent management, and several drivers of those challenges. It also highlights the potential role of IHRM activities in addressing those selected challenges. A discussion of possible criteria of global talent management effectiveness completes the framework. Hopefully this integrative framework may guide further academic research on global talent management and might also inform the work of HR professionals.
This commentary has two key aims. One aim is to offer a dynamic, iterative conceptualization of talent, which recognizes that an organization's understanding of talent profiles can change over time, ...between cultures and across individuals. A second aim of the present commentary is to move beyond an internal, organization-centric focus on evaluating talent contribution to an interactional focus that integrates external, macrolevel factors, such as talent supply and demand, into the discussion about talent valuation.
