Talent on Demand - Managing Talent in an Age of Uncertainty

Cattell, Alan

doi:10.1108/ict.2008.03740gae.002

Cited by 42 publications

(6 citation statements)

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“…The concept on talent management Talent management has become a central component of corporate human resource strategies and has recently gained increasing interest in the area of HRM/HRD research (Berger and Berger, 2003;Burbach and Royle, 2010;Capelli, 2008).…”

Section: Introductionmentioning

confidence: 99%

Employability and talent management: challenges for HRD practices

Nilsson

Ellström

2012

European Journal of Training and Development

145

125

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this conceptual paper is to illuminate the problems that are associated with defining and identifying talent and to discuss the development of talent as a contributor to employability. Design/methodology/approach -The world of work is characterised by new and rapidly changing demands. Talent management has recently been the target of increasing interest and is considered to be a method by which organisations can meet the demands that are associated with increased complexity. Previous studies have often focused on the management of talent, but the issue of what exactly should be managed has generally been neglected. In this paper, the authors focus on discussing the substance of talent and the problems associated with identifying talent by using the following closely related concepts: employability, knowledge, and competence. Findings -Employability is central to employee performance and organisational success. Individual employability includes general meta-competence and context-bound competence that is related to a specific profession and organisation. The concept of employability is wider than that of talent, but the possession of talent is critical to being employable. In this paper, the authors suggest a model in which talent includes individual, institutional, and organisational-social dimensions. Practical implications -The illumination of different meanings of talent management and the substance of talent is crucial to the practical implication of central human resource development practices, such as training and development. Originality/value -The paper shows that clarification of the conceptual boundaries and the presentation of a typology that is relevant to the understanding of talent are central to the creation of valid talent management systems that aim to define and develop talent.

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Section: Introductionmentioning

confidence: 99%

Employability and talent management: challenges for HRD practices

Nilsson

Ellström

2012

European Journal of Training and Development

145

125

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“…Posteriormente, los autores empiezan a incluir tres procesos de la GT (Dries, 2013;Tarique y Schuler, 2010;Collings y Mellahi, 2009;Lewis y Heckman, 2006;Pascal, 2004). Finalmente, trabajos posteriores ya recogen los cuatro procesos (Capelli, 2008;Scullion, Collings y Calligiuri, 2010;Kehinde, 2012).…”

Section: Dimensión Relacionada Con Las Personasunclassified

“…Según Capelli (2008) existen dos formas principales de dotarse de talento a través de la captación externa: 1) contratar talento senior procedente de otras organizaciones, cuyo potencial se estima en función de su historial; 2) hacer contrataciones sistemáticas de un número determinado de personal cualicado con el que ir surtiendo las necesidades de talento de la empresa.…”

Section: Dimensión Relacionada Con Las Personasunclassified

“…La identificacióndel talento supone tanto la captación del talento externo a través de procesos de reclutamiento y selección, como los procesos especícos para reconocer el talento dentro de la organización (Capelli, 2008;Scullion et al, 2010;Kehinde, 2012). Esto último se realiza a partir de la evaluación del desempeño y el análisis del potencial de los propios empleados.…”

Section: Dimensión Relacionada Con Las Personasunclassified

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Análisis de la gestión del talento en función de sus dimensiones y procesos. Un estudio de casos

2020

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La gestión del talento es, hasta la fecha, un campo de estudio ambiguo donde coexisten cuatro vías de enfoque diferenciadas: la primera la considera como un proceso similar a la gestión de personal cualificado; la segunda, básicamente, relaciona la gestión del talento con la planificación y sucesión de empleados; la tercera, defiende el desarrollo del personal de mayor rendimiento; y la cuarta, vincula dicho desarrollo con los puestos clave. El objetivo de este trabajo es analizar las dimensiones y los procesos de la gestión del talento, y estudiar su relación con dichas vías de enfoque. Para ello, fue realizado un estudio de casos de cuatro empresas que operan en España, lo que nos ha permitido concluir que las vías de enfoque no son excluyentes.

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“…Dismissal as part of labour turnover can disrupt organizational strategic planning to achieve its objective when critical employee is lost (Capelli, 2008;Oluwafemi, 2010). Dismissal apart from its cost implication can cause leakage of vital information to competitors by the departing staff as one of the consequences of labour turnover (Ubeku, 1975).…”

Section: Introductionmentioning

confidence: 99%

The Effect of Wrongful Dismissal on Organisational Performance

Ezeabaogu¹,

Chukwu²,

Aguwamba³

2019

TR1010

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This study examined the effect of wrongful dismissal on organizational performance Dismissed employees institute court action against employer when dismissal fail to follow laid down procedure in contract arrangement. There must be grounds for dismissal and dismissal must be fair otherwise the employee will seek retribution in court. Dismissal without laid down procedure has costed industries in Nigeria huge sum of money in financing litigations. Litigations has negative impact on the financial status and performance of organizations. This study adopted a survey research design. It involves collection of data from respondents through questionnaire to test hypotheses. Multiple regression technique was used to test hypotheses. The research findings show that a significant and negative relationship lies between the independent variables, instituting court action, stress in initiating dismissal, financial losses from litigation, cost of training replacements and dependent variable organizational performance. All the independent variables have no statistically significant t-ratio and have negative relationship with organizational performance. The result is consistent with the literature. The study recommended that there should be compliance to contract arrangement stated by the employer when effecting dismissal, otherwise the dismissal will be deemed unfair and employee will seek retribution in court. And that decision to dismiss should be reviewed by the person responsible for appraising employee, next higher authority and a human resource manager before any action is taken.

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Talent on Demand - Managing Talent in an Age of Uncertainty

Cited by 42 publications

References 0 publications

Employability and talent management: challenges for HRD practices

Employability and talent management: challenges for HRD practices

Análisis de la gestión del talento en función de sus dimensiones y procesos. Un estudio de casos

The Effect of Wrongful Dismissal on Organisational Performance

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