Strategic talent development interventions: an analysis

Abstract

Purpose – The purpose of this paper is to attempt to test a model of talent development interventions and find out the various factors which actually impact the process in a manufacturing concern. Design/methodology/approach – Multiple regression analysis is used to analyse the data and find the extent to which the variables considered are significant predictors of talent development. Primary data are collected from the respondents (executives) of two manufacturing units with the help of a structured questionnaire. A sample size of 200 is considered for extraction of data for the study. Findings – The results of the study highlight that six of the independent variables significantly predict the dependent variable. This paper identifies the most important factors which are found to be pivotal for the development of talent in the organizations considered for the study. Practical implications – Managing talent in the present competitive business scenario is one of the most vital issues in which HR professionals/practitioners are involved. It becomes imperative for top management to know about the various ways which can aid in proper development of talent. This paper empirically identifies the various strategic interventions which aid in the proper development of talent in manufacturing sector. Originality/value – While there are many papers tracing the talent development process and the various strategic interventions, there is a dearth of empirical research being done in this field in the manufacturing sector. This paper attempts to explore the developmental interventions in the manufacturing sector and adds new insights on an empirical basis.

Reviewing the mediating role of work/life balance and motivational drivers of employee engagement on the relationship between talent management and organization performance

“…As mentioned earlier, one side of talent management is to externally attract the right people to fill the right jobs, but a more solid talent strategy is needed in the long run to overcome the talent shortage in the market and the accumulated cost of external hiring (Slavković, et al, 2015). Either externally or internally once talented employees are inside an organization, they must continuously be monitored and developed to prevent them from being absolute and harm organization performance (Bhattacharyya, 2015;Panda and Sahoo, 2015).…”

“…Talent development is a main part in the talent management strategy of any organization and the human resources strategy (Panda and Sahoo, 2015). Organizational approaches to develop talent can vary as follows; an exclusive approach which is more common to develop key players in organization, an inclusive approach that emphasize on all employees' capabilities or finally, a hybrid approach that combine both exclusive and inclusive and it is the preferred one (Garavan, et al, 2012).…”

“…Through talent development organizations will concentrate to develop what really matters for its success (Garavan, et al, 2012). Organizations will equip its employees with the knowledge and abilities to satisfy its future needs and conserve its loyal and "A" star employees (Panda and Sahoo, 2015). Panda and Sahoo (2015) assembled a comprehensive model to achieve talent development within an organization, starting with having a performance evaluation program that gives insights into what could be done properly in the future and in the benefit of organizations.…”

Talent development: status quo and future directions

“…Using an organizational perspective, Garavan et al (2012) provided a broader definition of TD which "focuses on the planning, selection and implementation of development strategies for the entire talent pool to ensure that the organization has both the current and future supply of talent to meet strategic objectives and that development activities are aligned with organizational talent management processes" (p. 6). Panda and Sahoo (2015) argued that TD is considered "a planned acquisition, development, retention, engagement and deployment of talent in an organization" (p. 16). The authors also presented a hypothesized model of TD which listed several TD practices such as performance appraisal, training programs and knowledge sharing.…”

Career Progression in Hospitality and Tourism Settings

“…Essentially, this widens the traditional requirement of talent management for the benefit of the organisation, to consider how talent management will also benefit individuals and enable them to better plan and manage their careers. While talent management is widely used by organisations' human resource departments to enable organisational goals for recruitment, retention and development of vital employees (Stahl et al, 2007), it is important to remember that individuals join organisations to develop and fulfil their own careers (Panda and Sahoo, 2015). In recognition of the duality of needs from both the organisation and the individuals, the narrow scope of talent management as purely organisational human resource practices is contested.…”