Introduction to Talent Management


Talent management seeks to draw in, identify, develop, engage, retain associated deploy people who are thought of as significantly valuable to an organization (Campbell & Wendy, 2013). It ought to align with business goals and strategic objectives (Hirsh,, 2015). By managing talent strategically, organizations will build a superior workplace, encourage a ‘learning’ organization, add value to their employer’s whole, and improve diversity management (Collings, et al., 2017). For these reasons, professionals think about talent management to be among their key priorities.

There are several definitions of the term ‘Talent’ and ‘Talent Management.

v Talent refers to people who will create a big distinction to organizational performance. this could either be through their immediate contribution or, within the long term, by reaching their highest levels of potential (Taylor, 2021).

v Talent management is that the systematic attraction, identification, development, engagement, retention, and readying of these people who are of explicit price to a corporation. this could be through their high potential or because of their fulfilling vital roles (Taylor, 2021).

Many organizations are broadening their definitions, viewing the ‘talents’ of all their workers, and dealing with ways that to develop their strengths (Turner & Kalman, 2014). At its broadest, then, the term ‘talent’ is also wont to embrace an organization’s whole personnel (Minbaeva & Collings, 2013).

The interpretations emphasize that it’s not enough simply to specialize in attracting proficient people (Collings, et al., 2017). Managing, developing, and holding them as a part of a planned talent strategy is equally necessary (Hirsh,, 2015).

Talent management programs will embrace a spread of activities like formal and informal leadership employment and or mentoring, secondments, networking events, and opportunities to fulfil board-level people or directors (Minbaeva & Collings, 2013).

Talent management has evolved from being associated alone with enlisting into essential management apply, covering several areas like structure capability, personnel and succession coming up with, individual performance, and development (Swailes , 2020).

Talent management is outlined because the methodically organized, strategic method of obtaining the correct talent on board and serving to them grow to their optimum capabilities keeping structure objectives in mind (Califonia, 2020).

The process so involves characteristic talent gaps and vacant positions, sourcing for and onboarding the appropriate candidates, growing them at intervals in the system and developing required skills, coaching for experience with a future focus, and effectively participating, retaining, and motivating them to realize long-run business goals (Campbell & Wendy, 2013). The definition brings to lightweight the overarching nature of talent management. However, it pervades all facets of human resource management at work, ensuring that the firm meets its objectives. It's all about bringing the right people on board and empowering them to change the firm (Minbaeva & Collings, 2013).

 

 

References

Campbell, V. & Wendy, H., 2013. Talent Management: A Four-Step Approach. 1st ed. Brighton: Institute for employment studies.

Collings, D. G., Mellahi, K. & Cascio, W. F., 2017. The Oxford Handbook of Talent Management. s.l.:Oxford Univercsty Press.

Hirsh,, W., 2015. Effective talent and succession: A framework for thinking about. 1st ed. Brighton: Institute for employments studies.

Minbaeva , D. & Collings, D. G., 2013. Seven myths of global talent management. The International Journal of Human Resource Management, 24(9), pp. 1762-1776.

 Swailes , S., 2020. Responsible talent management: towards guiding principles. Journal of Organizational Effectiveness: People and Performance, 7(2), pp. 221-236.

Taylor, S., 2021. Resourcing and Talent Management: The Theory and Practice of Recruiting and Developing a Workforce. 8th ed. London: CIPD- Kogan Page.

Turner, P. & Kalman, D., 2014. Make Your People Before You Make Your Products: Using Talent Management to Achieve Competitive Advantage in Global Organizations. Chichester: Danny Kalman.

 

 

Comments

  1. Armstrong (2010) Describes that Talent management process is similar to a pipeline which operates within the parameters of the strategy, starting with talent planning and the ultimate goal is to create a pool of brilliant individuals. As stated by Aina & Atan (2020), hiring talented employees is a very important start to get the maximum benefit of talent management process. Therefore, Talent Acquisition is also a significant part to be implemented before starting talent management process.

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    1. Thank you Gihan for your great explanation on Talent Acquisition. Yes, I agree with you also according to Miller (2018), The process through which organizations seek, track, and interview job candidates, as well as onboard and train new employees, is referred to as talent acquisition. The human resources (HR) department is normally in charge of this.

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  2. Hi Isuru, a great introduction to the topic. Talent management is a set of integrated activities to ensure that the organisation attracts, retains, motivates and develops the talented people it needs now and future. The aim is to secure the flow of talent, bearing in mind that talent is a primary corporate resource (Armstrong, 2006). The term ‘talent management refers to the activities related to recruitment, selection, development, and retention of employees. Ariss, Cascio, and Paauwe (2014) conceptualise Talent Management as “those activities and processes that enable identification of positions and talent pools that are critical to building and sustaining an organisation’s competitive advantage”.

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    1. Thank You Nirmika for your great explanation. Yes, I agree that Talent Management is defined by Ariss, Cascio, and Paauwe (2014) as "those actions and processes that enable the identification of jobs and talent pools that are crucial to the establishment and maintenance of an organization's competitive edge."

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  3. Fully agree with you Isuru. Furthermore, talent management cannot be understood as a stand-alone phenomenon since it is designed and implemented within a company, which, in turn, is part of broader operating context (Paauwe, 2004; Paauwe & Farndale, 2017). Thus, talent-related issues are a major concern of many CEOs (Bhalla, Caye, Lovich, & Tollman, 2018; Groysberg & Connolly, 2015), and more than 75% of CEOs highlighted the scarcity of essential skills and capabilities as a key threat to the growth of the company (PWC, 2017).

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    1. Thank you, Dileep for your great explanation. I also agree with you because according to Paauwe (2004),  talent management is developed and implemented within a corporation, which is part of a larger operating context, it cannot be understood as a standalone phenomenon.

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  4. Hi isuru, agree with you, adding your points, Talents are seen as unique strategic resources, central to achieving sustained competitive advantage (Dries, 2013a), Also organizations are use TM to capture, leverage and protect these resources (Sparrow & Makram, 2015).

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    1. Thank you Dineth for your comment on my post and yes I agree with you also that according to Dries (2013), Talents are viewed as one-of-a-kind strategic assets critical to establishing long-term competitive advantage.

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  5. Exactly Isuru, Talent management decisions help organizations improve their talent and increase the quality of their business design, which influences employee choices. Employee skills and career planning possibilities are enhanced by talent management. It assures businesses that qualified staff will improve the company's reputation and performance (Gandz, 2006).

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    1. Thank you Janakan for your comment on my post and yes I agree with you. also according to Taylor (2021), The forecast of required human capital for an organization and the planning to meet those needs are referred to as talent management.

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  6. Hi Isuru. I will add some point. One of the key challenges scholars have experienced over the past decade has been unanswered questions regarding both the definition and the goals of talent management. As Lewis and Heckman conclude, there is “a disturbing lack of clarity regarding the definition, scope and overall goals of talent management” (2006, p.139). This might be one reason why practitioners find its realisation quite challenging, but nonetheless extremely important, for the company’s future (BCG, 2008).

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    1. Thank you Indika for your great points on key challengers. and yes I agree with you also. According to Collings (2012), Companies must build a best-in-class recruiting, training, and retention plan to overcome talent difficulties. Supply chain leaders have the skills and knowledge to successfully design plans and make sensible investments in order to take control of talent.

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  7. Well explained isuru. Furthermore Talent management as the development and posting of employees or jobs who are critical to the success of the company - the exclusive approach or the strength - based approach (Cappelli and Keller,2014).

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    1. Thank you Upeksha for your great points and yes I agree with you also. According to Scullion (2012), Attracting and maintaining high-quality personnel, expanding their abilities, and consistently motivating them to enhance their performance are all part of talent management. The main goal of talent management is to develop a motivated staff that will stay with your firm for a long time.

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  8. Agreed your points Isuru, adding to that according to Armstrong & Taylor (2014) Talent management is ensuring that the organization has the talented people it requires to provide for management succession and meet present and future business needs.

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    1. Thank you Lakshan for your great points and yes I agree with you also because according to Scullion (2012), Taylor & Armstrong (2014) Talent management is the process of ensuring that a company has the talented people it needs to ensure managerial succession and meet current and future business requirements.

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  10. Agreed with your details Isuru, Further Armstrong(2006) explained Talent management is the use of an integrated set of activities to ensure that the organization attracts, retains, motivates and develops the talented people it needs now and in the future.

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    1. Thank you for your excellent remarks, Manoj, and yes, I agree with you. Attracting and retaining high-quality individuals, increasing their abilities, and continually motivating them to improve their performance are all elements of talent management, according to Scullion (2012). The primary purpose of talent management is to create a highly engaged workforce that will stay with your company for a long period.

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  11. Hi Isuru, well explained, further would like to add it is a process of recruiting the human capital and by looking at the organizational aspects setting out a plan for the employee can be define as the talent management. However current the scenario this challenge can be divided in to two as distinct and equality ineffective. Not only that but also this have been improved via conducting coaching sessions, 360 degree feedbacks and job rotation (Cappelli, 2008).

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    1. Thank you for your remark on my piece, and yes, I agree with you that talent is considered as a one-of-a-kind strategic asset important to generating long-term competitive advantage, according to Dries (2013).

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  12. All individuals possess some talents that can be improved on the job. However, some talented people are motivated and possess the skills and abilities that enable them to outperform others in their specialized work areas. Hiring and maintaining these talented people is expensive, so existing talent must be developed through training and mentoring by developing and executing talent retention strategies (Vaamonde et al., 2018). Talent audits can identify employees with high potential and provide the basis for benchmarking talent in terms of talent acquisition, talent development, and retention (Armstrong and Taylor, 2020; Aljbour et al., 2021).

    Armstrong, M. and Taylor, S. 2020. Armstrong's handbook of human resource management practice.

    Vaamonde, J.D., Omar, A. and Salessi, S. 2018. From organizational justice perceptions to turnover intentions: The mediating effects of burnout and job satisfaction. Europe's journal of psychology. 14(3), p554.

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    1. Thank you for your excellent points, Ravi, and I agree with you because, according to Scullion (2012), Taylor, and Armstrong (2014), talent management is the process of ensuring that a company has the talented people it requires to ensure managerial succession and meet current and future business requirements.

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  13. Well explained, Corporate requirements are an indispensable condition for this academic interest in Talent Management, and the discipline of Talent Management (TM) as a result has become a topic of interest for both practitioners and academicians (Gallardo-Gallardo, Thunnissen, & Scullion, 2017)

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    1. Thank you so much Surangi for taking the time to offer your insightful thoughts. Yes, I completely agree with you. When training and development opportunities are tied to performance goals, employees are more engaged in their work and stay with the company longer. Using talent management systems, employees can simply track their goals and be matched with the right opportunities to help them progress in their careers (Bibb, 2016).

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