Evaporated talent? Problems with talent development during the career

Thijssen, Jo; Heijden, B.I.J.M. der van

doi:10.1504/ijhrdm.2003.002417

Cited by 17 publications

(22 citation statements)

References 15 publications

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“…Participants generally perceived many policies as obstacles for good performance and career progression, which both were seen as causes of a high workload in other research as well [5,6]. In order not to squander talent, organisations should offer appropriate conditions [37], which in the case of university employees may consist of help in steering efforts or offering time management. Another option may be training on job crafting which has been defined as self-initiated change behaviours that employees engage in with the aim to align their jobs with their own preferences, motives, and passions [38].…”

Section: Discussionmentioning

confidence: 99%

Perceptions of mental workload in Dutch university employees of different ages: a focus group study

et al. 2013

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BackgroundAs academic workload seems to be increasing, many studies examined factors that contribute to the mental workload of academics. Age-related differences in work motives and intellectual ability may lead to differences in experienced workload and in the way employees experience work features. This study aims to obtain a better understanding of age differences in sources of mental workload. 33 academics from one faculty discussed causes of workload during focus group interviews, stratified by age.FindingsAmong our participants, the influence of ageing seems most evident in employees’ actions and reactions, while the causes of workload mentioned seemed largely similar. These individual reactions to workload may also be driven by differences in tenure. Most positively assessed work characteristics were: interaction with colleagues and students and autonomy. Aspects most often indicated as increasing the workload, were organisational aspects as obstacles for ‘getting the best out of people’ and the feeling that overtime seems unavoidable. Many employees indicated to feel stretched between the ‘greediness’ of the organisation and their own high working standards, and many fear to be assigned even less time for research if they do not meet the rigorous output criteria. Moreover, despite great efforts on their part, promotion opportunities seem limited. A more pronounced role for the supervisor seems appreciated by employees of all ages, although the specific interpretation varied between individuals and career stages.ConclusionsTo preserve good working conditions and quality of work, it seems important to scrutinize the output requirements and tenure-based needs for employee supervision.

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Section: Discussionmentioning

confidence: 99%

Perceptions of mental workload in Dutch university employees of different ages: a focus group study

et al. 2013

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“…Occupational expertise and balance, however, appeared not to predict any of the three stages of innovative work behavior. A possible explanation might be that in order to innovate, employees predominantly have to invest in enlarging their competencies to foresee future demands for knowledge and skills and to further develop competencies to adjust flexible to labor market requirements [see also Thijssen and Van der Heijden (2003) on the problem of experience concentration, and Stein (1989) on the notion of functional fixation which might be disadvantageous in the light of innovative power]. The individual employee's domain-related knowledge and skills (occupational expertise) and his or her ability to balance conflicting goals, both as regards to their current job versus their career, and work-related versus private interests, and reaching personal versus employer objectives (balance) may be of lesser importance when venturing out with a new idea.…”

Section: Accepted Manuscriptmentioning

confidence: 99%

Development and validation of the short-form employability five-factor instrument

Heijden

Notelaers

Peters

et al. 2018

Journal of Vocational Behavior

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A 22-item short-form of the 47-item Employability Five-Factor instrument (Van der Heijde & Van der Heijden, 2006; Van der Heijden, De Lange, Demerouti, & Van der Heijde, 2009) was developed and validated across five empirical survey studies. The Short-Form Employability instrument has consistent and acceptable internal consistencies and a similar factor structure across all samples studied. The outcomes favor a five-dimensional operationalization of the employability construct over a one-dimensional higher-order construct, with good discriminant validity of the underlying employability dimensions. Moreover, since the five dimensions of employability all appeared to be significantly related to both objective and subjective career success outcome measures, the predictive validity of the shortened tool is promising. The Short-Form Employability instrument facilitates further scientific HRM and career research without compromising its psychometric qualities.

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“…The findings and ideas of reviewed articles show some contradictions in terms of employability criteria. For example, against what Lehmann (2009) suggests about the criteria of selection and the importance of generic competencies over specific skills for talents, Thijssen and Van der Heijden (2003) argue that the generic personal and behavioral characteristics are not necessarily able to guarantee the success in terms of employability in long run.…”

Section: Key Themes In Td Literaturementioning

confidence: 93%

“…Chami-Malaeb and Garavan (2013) found that TD practices affect the employees' intention to stay and their commitment. Turnover of talents not only creates costs for substitution of those who leave the company, but also as stated by Thijssen and Van Der Heijden (2003), disrupts other important outcomes such as innovation through damaging collaborations and culture of organization. Changing psychological contract between employee and employer has been discussed in some of articles (e.g., Holland et al, 2007).…”

Section: Key Themes In Td Literaturementioning

confidence: 99%

Understanding Talent Development and Implications for Human Resource Development

Mehdiabadi

2016

Human Resource Development Review

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As the topic of talent development (TD) gets more popularity in practice of organizations and among human resource development (HRD) professionals, the need for understanding the nature and the scope of TD activities increases. The aim of this article is to help this understanding through an integrative review of literature. As part of this article, the definitions of and the perspectives toward talent-related activities in TD literature have been analyzed and a comprehensive definition for TD is suggested. Moreover, four major themes within TD literature have been identified: (a) issues related to career development, (b) the influence of contextual factors, (c) the relationship between TD and attraction and retention of talents, and (d) issues of diversity in the context of TD. Based on our findings, some of the gaps in the literature are presented. The potential actions that HRD researchers and practitioners can take to address these challenges will be suggested and discussed.

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Evaporated talent? Problems with talent development during the career

Cited by 17 publications

References 15 publications

Perceptions of mental workload in Dutch university employees of different ages: a focus group study

Perceptions of mental workload in Dutch university employees of different ages: a focus group study

Development and validation of the short-form employability five-factor instrument

Understanding Talent Development and Implications for Human Resource Development

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