Competency-Based Talent Management: Three Perspectives in an Academic Library

Rutledge, Lorelei; LeMire, Sarah; Hawks, Melanie; Mowdood, Alfred

doi:10.1080/01930826.2015.1105051

Cited by 17 publications

(12 citation statements)

References 15 publications

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“…During the systematic literature review on TM in HE we found that several authors (Mohan et al, 2015;Peet et al, 2010;Rutledge et al, 2016) were concerned about competency management and/or certain competencies of talents, but they didn't define talents by their competencies.…”

Section: Talent Potentialsmentioning

confidence: 99%

Talent Management of Academics: A Systematic Literature Review and Implications for Further Research in Hungary

Daruka¹,

Pádár²

2019

DETUROPE

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Talent management (TM) has become a key business issue recently, while finding and keeping talents are also crucial in higher education (HE). However, no study summarizes the knowledge on TM of academics. Hence, we conducted a comprehensive systematic literature review searching for existing knowledge about and common processes of TM in HE, and the specialties of TM of academics. We searched for all publications on TM related to academia in Web of Science and Scopus. Non-English and non-article items were excluded resulting in 68 and 108 items, respectively. Eventually, 26 articles were found relevant for a deeper analysis. Besides descriptive statistical analyses, we reviewed the articles in light of our suggested new process-based TM model, which is based on Gagné's work. Findings advance the field by enhancing its theoretical bases, summarizing current knowledge, and posing important questions for future research, while also offering a model as an underlying structure.

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Section: Talent Potentialsmentioning

confidence: 99%

Talent Management of Academics: A Systematic Literature Review and Implications for Further Research in Hungary

Daruka¹,

Pádár²

2019

DETUROPE

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“…Focus on the specialised competencies of human resources in banking and finance will align the recruitment system with organisational goals; using specialised competencies and talents will be followed by organisational plans and competitive advantage (Egeberg et al, 2017). Prospection in the recruitment system makes it possible to provide human resources with minimal cost and to provide the necessary cost to meet all goals of human resources management (Murray et al, 2017: Rutledge et al, 2016.…”

Section: Resultsmentioning

confidence: 99%

“…Currently, organisations must be able to identify competent personnel, provide them with the training and experience they need, and recruit and consequently retain the human resources required (Rutledge et al, 2016). Recruiting competent human resources has recently become one of the biggest challenges for organisations; organisations, both private and public, regard the development and retention of their talented employees as vital.…”

Section: Introductionmentioning

confidence: 99%

Identification and ranking of competency-based recruitment system criteria: an empirical case study

Karimi

Teimouri

Shahin

et al. 2019

IJLIC

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This study aimed to identify and rank criteria of competency-based recruitment system in an empirical case study. The studied population was experts in human resources management and network administrators of Saderat Bank of Iran as an empirical case study. The study was conducted in two general phases based on qualitative methods (interviews and Delphi) in two stages and quantitative methods for assessing validity and ranking. The results showed that criteria of competency-based recruitment system could be categorised in 5 criteria and 22 sub-criteria. The identified criteria included competence, prospection, integrity, justice and flexibility. Second order factor analysis was used to examine construct validity of the extracted criteria and their questions; Cronbach's alpha was used to check its reliability. The results indicated good validity and factor loading of each component as a criterion of the competency-based recruitment system. Among the identified criteria, competence, prospection, flexibility, integrity and justice, respectively, were more important in the competency-based recruitment system.

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“…To develop a competitive advantage in organizations, many researchers argue that strategic talent management (STM) is a mechanism to help organizations achieve objectives.This is why many organizations and managers are seeking to develop a talent management strategy (Naulleau 2018). The talent mind-set has helped organizations in recruiting the best talents (Rutledge et al 2016; Sharma and Bhatnagar 2009).However; talent competencies proved very difficult to incorporate across the institution without significant administrative support and commitment to longterm sustainability (Rutledge et al 2016).Human capital management can be used to promote the majority of employees' talents through attraction, development, deployment, and retention practices (M. Christina Meyers, van Woerkom, and Dries 2013).In fact, talent management includes a complete set of processes in order to identify, employ and manage individuals to implement business strategy successfully (Tafti, Mahmoudsalehi, and Amiri 2017).…”

Section: Strategic Talent Management In Organisationmentioning

confidence: 99%

The Role of Strategic Talent Management (STM) to Enhance Jobs Performances in Oil & Gas Companies in the UAE: A Conceptual Framework

2019

IJITEE

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Workforce related issues have sustained to fuel the war for talent in Oil & Gas sector, in which the UAE is one of the main players in this industry globally. Most of the local companies are heavily depending on the knowledge and skills of foreign experts for its competitive advantage. In this case, jobs roles localization (Emiratization) has become an imperative and efforts need to be done to lure the local workforce to be part of the local companies. Therefore, there is a need to propose a Strategic Talent Management (STM) so that the local employees can contribute productively to the economic growth of the country. This study aims to address the issues of the shortage of the skilled domestic workforce by proposing a STM practices to enhance job performance among local employees for achieving the competitive advantage of the Oil & Gas companies in the UAE. As the initial stage of the investigation, this paper presents the conceptual framework, highlighting the constructs of the variables to be investigated in this study. Drawn from the analysis of the existing literature, this study is framed by four concepts, which are the STM, job motivation, job retention and job performance. Positioned within a positivist paradigm, eight hypotheses have been formulated in the study. It is expected that the development of the conceptual framework of this study will guide the investigation of the role of strategic talent management that can enhance the job performance of the local employees in the oil and gas companies at the UAE.

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Competency-Based Talent Management: Three Perspectives in an Academic Library

Cited by 17 publications

References 15 publications

Talent Management of Academics: A Systematic Literature Review and Implications for Further Research in Hungary

Talent Management of Academics: A Systematic Literature Review and Implications for Further Research in Hungary

Identification and ranking of competency-based recruitment system criteria: an empirical case study

The Role of Strategic Talent Management (STM) to Enhance Jobs Performances in Oil & Gas Companies in the UAE: A Conceptual Framework

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