Talent orchestration and boomerang talent: seasonally employed chefs’ evaluation of talent management practices

Abstract

Purpose The aim of this study is to shed light on the talent management practices in the unique context of seasonal work in professional kitchens. Acknowledging that in the context of seasonal work in the hospitality industry it is rather difficult to rely on mainstream strategic talent management practices (e.g. training and development), the authors draw on resource orchestration, an extension of the resource-based view and propose a conceptual model of talent management tactics that could potentially increase seasonal employees’ likelihood of returning to the same employer. Design/methodology/approach Given the uniqueness of the context of this study and the dearth of prior relevant research, this study uses a grounded theory approach. Specifically, this study analyses and draws conclusions from 25 interviews with employees in commercial kitchens. Findings This study develops a “talent orchestration model”, which places emphasis on management of talented employees across three dimensions: structuring, leveraging and developing talent. Research limitations/implications Extant literature in human capital management focusses mostly on the development of human capital, but the results place more emphasis on using or leveraging human capital. Originality/value This study moves beyond the well-researched context of hotels and focusses on talent management behind closed doors as in the case of kitchen chefs and, drawing on resource orchestration, this study further examines talent management practices with shorter time frame targeted on seasonal employees.

Towards the conceptualization and the operationalization of the construct of talent management

“…As an extension, Tahmasebi and Nijs (2023) explored the “Paradox Perspective” to unravel the complex nature of talent management while identifying six prime paradoxes, namely, opportunities vs pressures; positive vs negative effects of talent management programs on employees; talent as objective reality vs socially constructed; exclusiveness vs inclusiveness; transparency vs ambiguity; and standardization vs customization. Correspondingly, Magrizos et al (2023) developed the “Talent Orchestration Model” which emphasizes managing “Talents” across three dimensions of structuring, leveraging and developing talents while potentially increasing the prospect of returning hotel sector seasonal employees to their mother company. Hence, the recently established models, frameworks and paradoxes offer a divergent perspective for effective organizational talent management linked to the contemporary business setting.…”

Analisis penerapan manajemen talenta di Hotel Soliga Kota Gunungsitoli

“…Penelitian Magrizos et al (2023) fokus pada evaluasi praktik manajemen talenta, khususnya bagi koki yang bekerja secara musiman di industri perhotelan, menyoroti tantangan khusus dalam manajemen talenta dalam konteks hotel. Sementara itu, Budhiraja et al (2022) mengeksplorasi indikator keseimbangan kehidupan kerja dalam manajemen talenta di hotel mewah di India, menekankan pentingnya keseimbangan antara kehidupan kerja dan pribadi.…”