Investigating employee perceptions: Association between recognized individual talents and social wellbeing

Abstract

BackgroundOrganizations worldwide increasingly adopt inclusive talent management, and this approach appears to rhyme particularly well with the Nordic welfare model. Questions about its value remain understudied, however. The inclusive approach is rooted in positive psychology and focuses on recognizing each employee's individual talents and assessing whether they fit the long-term needs of the organization, since a fit is assumed to be associated with employees' wellbeing. In the present study, we test this assumption focusing specifically on a key talent management practice, talent identification, and the social dimension of employee wellbeing.MethodData were collected through an employee survey conducted within the Finnish units of four international manufacturing organizations and analyzed using logistic regression (n = 618).ResultsWe found that the recognition of individual talents for long-term deployment by the organization is positively associated with social wellbeing in terms of supervisor support and social climate in the work unit, as perceived by the employees.ConclusionOur results tentatively suggest that inclusive talent management creates value through the identification of employees' individual talents as this practice can be associated with their enhanced wellbeing.

Talent identification research: a bibliometric study from multidisciplinary and global perspectives

“…However, if such an end goal is not achieved, are the resources allocated to TI wasted? In this regard, critical views of TI have promoted a debate on the necessity of revising TI goals and practices while negotiating stakeholders’ priorities ( Pankhurst et al, 2013 ; Brouwers et al, 2015 ; McDonnell et al, 2020 ) and individual well-being ( Parry, 2012 ; Galabova and McKie, 2013 ; Bjork et al, 2022 ). To help resolve this debate, Pankhurst and Collins ( Pankhurst and Collins, 2013 ) argue that coherence is needed between research behind TI goals, TI systems and process, and talent development.…”

“…However, if such an end goal is not achieved, are the resources allocated to TI wasted? In this regard, critical views of TI have promoted a debate on the necessity of revising TI goals and practices while negotiating stakeholders' priorities Brouwers et al, 2015;McDonnell et al, 2020) and individual well-being (Parry, 2012;Galabova and McKie, 2013;Bjork et al, 2022).…”

Social Wellbeing in the Workplace: HR Activities and Impact

“…Whereas physical wellbeing (health) and psychological wellbeing (happiness) are focused on the individual, social wellbeing is focused on interactions (Van De Voorde, Paauwe & Van Veldhoven 2012). Social wellbeing is thus defined as the experienced quality of employees' interpersonal relationships, perceived trust and social support which is provided in the work community (Björk, Bolander & Forsman 2022). It can also be seen as the ability to communicate, develop relationships which are meaningful, and maintain a support network (Strout & Howard 2012).…”

Examining the influence of talent management on organizational performance: A comprehensive overview

“…Within the context of strategic renewal, talent management's task is to establish a situation that requires self-initiative, the identification of potential change agents, and the development of skilled staff members to perform this role. Identifying the "battles to be won" that can have a greater influence on change should be the initial phase in the strategic renewal process in regard to adopting talent management (Björk et al 2022). Next, upper management needs to support and motivate gifted staff members who can volunteer to assist with the company's overall transformation.…”