Practical Application of Exclusive and Inclusive Talent Management Strategy in Companies

Savanevičienė, Asta; Vilčiauskaitė, Birutė

doi:10.3846/bme.2017.366

Cited by 18 publications

(14 citation statements)

References 27 publications

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“…Due to their emphasis on talents for key positions, we can discern STM and GTM as exclusive approaches. Conversely, FITM (an inclusive approach) is a new perspective that differs from STM or GTM (Swailes, Downs, and Orr 2014;Savanevičienė and Vilčiauskaitė 2017). FITM is defined as 'the recognition and acceptance that all employees have talent, together with the ongoing evaluation and deployment of employees in positions that give the best fit and opportunity (via participation) for employees to use those talents' (Swailes, Downs, and Orr 2014, 533).…”

Section: The Definition Of Tmmentioning

confidence: 99%

“…On the other hand, contenders to this exclusive approach have constructed what we call fully inclusive talent management (FITM), an approach that treats all employees as talented (Swailes, Downs, and Orr 2014;Savanevičienė and Vilčiauskaitė 2017). Facing these two contradictory approaches, Thunnissen, Boselie, and Fruytier (2013) argue that the concept of TM is too broad, while the majority of TM research wrongly deals with only organizational level variables.…”

Section: Introductionmentioning

confidence: 99%

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The impact of the talent management mechanism and self-perceived talent status on work engagement: the case of Japan

Ishiyama

2021

Asia Pacific Business Review

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This study uses a quantitative analysis to investigate the connection between the talent management (TM) mechanism and work engagement with a perceived moderating effect of the self-perceived talent status on work engagement. Using responses from 471 respondents in six Japanese firms, I propose and test hypotheses regarding the TM mechanism, work engagement and the moderating role of the self-perceived talent status between the TM mechanism and work engagement. The results demonstrate that the TM mechanism and the self-perceived talent status have mutually exclusive and positive effects on work engagement. This finding corroborates the previous studies that employed exclusive and inclusive approaches. However, this study failed to find any concrete evidence that supports the moderating role of the self-perceived talent status.

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Section: The Definition Of Tmmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

The impact of the talent management mechanism and self-perceived talent status on work engagement: the case of Japan

Ishiyama

2021

Asia Pacific Business Review

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“…The present study found that talent management is on its rise and most of the organisations across sectors are aware of or pay attention to talent development and know its importance. It is further connected to current context of lack of skilled and talented workers in the job market, as mentioned also by Savaneviciene and Vilciauskaite (2017).…”

Section: Discussionmentioning

confidence: 91%

“…Furthermore, Van Zyl et al 2017add that talent management is extremely important for private sector. In the context of current lack of skilled and talented workers in the job market noticeable preference of inclusive rather than exclusive talent management can be observed (Savaneviciene and Vilciauskaite, 2017). This can lead to a conclusion that the job position obtainedmanagerial or non-managerialdoes not play significant role or any role in placement of employee in talent programme.…”

Section: Employer Branding and Criteria Of Its Applicationmentioning

confidence: 99%

Building Employer Image Thanks to Talent Programmes in Czech Organisations

Vnoučková¹,

Urbancová²,

Smolová³

2018

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With regard to the fact that human resources have become the greatest competitive advantage of organisations, Czech organisations make efforts to create and continuously vary the talent programmes which they offer to their employees. When joining such programmes, employees can deepen their existing knowledge, acquire new knowledge and develop their abilities and skills. The goal of the article is to identify the approaches of using talent programmes in the Czech Republic, which lead to building of the employer image. The sub-goal is to test defined hypotheses in order to formulate recommendations of applicable approaches to work with talents. The results were achieved by the means of quantitative research (n=134) carried out among employees of organisations who take part in a talent programme. For the purposes of testing, the Pearson's chi-square test and the association test were employed. The results show that there exists a difference in the talent programme placement between managers and employees (p=0.027). The other characteristics are not significant for the selection of a talent programme. Additionally, multidimensional statistics were used to find two types of organisations related to the use of talent programmes to build employer's image. First type are the organisations focused on HR marketing, and the second typye-lacking transparency in employer branding. The outputs alow us to define crucial components of succesfull employer branding. The paper contains an in-depth discussion of the concept of building employer image as well as identifies the main determinants connected with it. Moreover, the paper presents new research findings by defining and validating the main attributes of the employer image. The limits of the article can be deemed to consist in a relatively small sample of respondents; however, with respect to the exclusive approach to the talent management in the Czech Republic, the sample can be described as sufficient.

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“…Nevertheless, 78 further definienda were also identified that expressed the subject of TM, for example: "A player" e.g., [18], "high flyer" [23], or "star employee" [24]. As 70 out of these 78 belonged to the two approaches of the exclusive subject talent approach in line with the well-known framework of talent approaches by Gallardo-Gallardo et al [8], the dominance of the exclusive subject talent approach was noticeable in these definienda.…”

Section: Resultsmentioning

confidence: 99%

High Potentials and High Performers in the Center of Talent Management

Daruka¹,

Pádár²

2020

Gradus

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Talent management (TM) has become a key area in HRM in the recent years. In the center of any TM program, there are talented employees themselves, even though currently there are significant differences in approaches to talents within TM. Socalled talent tensions exist, for example, the object-subject, the exclusive-inclusive, the high potential-high performer, to name a few. In this work, the focus on the last tension with the following question to be answered: How often and in what way(s) are high potentials and high performers defined in the peer-reviewed TM literature. Therefore, as part of this systematic literature review, we examined 507 English-only articles and reviews published before December 31, 2018 in the Web of Science database containing the phrase 'talent management' in the topic field (Title, Abstract, Author Keywords, Keywords Plus®) to identify and analyze the conceptualizations of high potentials and high performers. The results show that a remarkable portion of TM articles are concentrating on high potentials and/or high performers, however, regarding the conceptualization, some differences are noticeable, which have significant effects on the operationalization and success of TM programs.

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Practical Application of Exclusive and Inclusive Talent Management Strategy in Companies

Cited by 18 publications

References 27 publications

The impact of the talent management mechanism and self-perceived talent status on work engagement: the case of Japan

The impact of the talent management mechanism and self-perceived talent status on work engagement: the case of Japan

Building Employer Image Thanks to Talent Programmes in Czech Organisations

High Potentials and High Performers in the Center of Talent Management

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