Talentship, talent segmentation, and sustainability: A new HR decision science paradigm for a new strategy definition

Boudreau, John W.; Ramstad, Peter M.

doi:10.1002/hrm.20054

Cited by 516 publications

(438 citation statements)

References 3 publications

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“…Becker and Huselid (2006) argue that the value of talented employees depends on the specific positions they occupy. Specifically, those positions for which small increments in improvement in quality or quantity result in an above-average return on strategic measures are seen as pivotal (Boudreau & Ramstad, 2005) and should therefore be allocated to high value, high uniqueness employees called 'A players' (Becker, Huselid & Beatty, 2009), making them the most pivotal talent of the organization (Boudreau & Ramstad, 2007;Cascio & Boudreau, 2011).…”

Section: Talent Through An Hrm Lensmentioning

confidence: 99%

“…Therefore, we advise organizational decision makers to carefully assess which specific talent domains are most valuable for their organizations, given their strategic direction, before implementing specific talentidentification tools and procedures. Boudreau and Ramstad (2005;, in their seminal work on 'pivotal positions', assert that all kind of employees, not only the ones holding leadership positions-as is often assumed in the HRM literature-can in fact be pivotal for guaranteeing the long-term success of an organization.…”

Section: Defining Talentmentioning

confidence: 99%

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A multidisciplinary review into the definition, operationalization, and measurement of talent

Nijs

Gallardo-Gallardo

Dries

et al. 2014

Journal of World Business

197

191

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Organizations report great difficulty in measuring talent accurately, reflecting the lack of theoretical foundations for talent-identification in the HRM literature. This multidisciplinary review aims to contribute to the establishment of a stronger theoretical basis for talent-management by presenting a conceptual framework of talent in which the definition, operationalization and measurement of talent and its relation to excellent performance is clarified. We systematically introduce 11propositions into the framework, building on fragmented insights from the literature-from the fields of HRM, gifted education, positive psychology, and vocational psychology respectively-that will guide readers in understanding and applying the proposed framework. Starting from the HRM perspective on talent, we systematically incorporate insights from the divergent literature streams, which counteract some of the limitations inherent to the HRM literature and therefore can help establish better conceptual foundations for talent-management. The relationship between talent and excellent performance functions as a general framework within which issues of predictive and construct validity are addressed, across 11 research propositions. With the future research directions, we shed light on how talent-management scholars might further capitalize on the cross-fertilization between insights from different disciplines so as to gradually establish the theoretical foundations needed to transform talent-management into a legitimate field of academic study. By discussing managerial implications in the concluding part, we provide practical guidelines for designing talent-identification practices grounded in sound theory. Search StrategyTo achieve a comprehensive multidisciplinary review of the literature on talentwhich could account for the evolutions within the field-we used 1993 as the starting point of our literature search, thus covering insights developed over the last twenty years. We took four different steps to establish the final body of peer-reviewed, academic articles considered in this review.Step 1: Clarifying the Talent ConstructIn order to find those articles that would be most informative for achieving conceptual clarity about talent, we first developed a general working definition of TALENT: A MULTIDISCIPLINARY REVIEW 3 talent based on the meaning contemporary English dictionaries ascribe to the term (Gallardo-Gallardo, Dries & González-Cruz, 2013). In the English language, talent is commonly understood as corresponding to an above-average ability that makes the individuals who possess, detect, develop, and deploy it, perform excellently in a given performance domain (Gagné, 2004;Tansley, 2011).Step 2: Selecting Search Terms We started our search by tracking articles that had 'talent' in their titles. As we were interested in talent and talent-identification in the context of the business world, specifically, we selected Business Source Premier as the database of departure. The use of talent as a search term resulted ...

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Section: Talent Through An Hrm Lensmentioning

confidence: 99%

Section: Defining Talentmentioning

confidence: 99%

A multidisciplinary review into the definition, operationalization, and measurement of talent

Nijs

Gallardo-Gallardo

Dries

et al. 2014

Journal of World Business

197

191

View full text Add to dashboard Cite

show abstract

“…Attraction and retention of skilled and motivated HR has been one of the promises for organizations that actively implement sustainability initiatives as it is confirmed in earlier studies (e.g. Hoeppe, 2014;Wagner, 2011;Boudreau & Ramstad, 2005;Zaugg et al, 2001;Wehling et al, 2009).…”

Section: Responsibilities Is That Our Company and Our Employees Are Amentioning

confidence: 66%

“…Health and safety of HRs was the third theme that was also affirmed by past studies including Kira and Lifvergren (2014), Boudreau and Ramstad (2005), Mariappanadar (2003Mariappanadar ( , 2014, Ehnert (2009a; and Zink (2014). Health and safety at work and investments to maintain and improve it are concerned as a basis of sustainability of organizations.…”

Section: Stakeholders Perspectivementioning

confidence: 84%

“…According to Losey, Meisinger, and Ulrich (2005), the way the world is changing puts HR in the spotlight. HR could guide organization's leaders on their way to sustainability as Boudreau and Ramstad (2005) assert that sustainability improves understanding organizational success by going beyond the traditional focus on financial results. Sustainability can be integrated in management of people in organizations and sustainable HRM can be considered as a design option for employment relationship, and a contribution to sustainable corporate development (Zaugg et al, 2001;Gollan, 2005;Ehnert, 2006;Ehnert, 2009a, Ehnert et al, 2014a.…”

Section: Introductionmentioning

confidence: 99%

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Presenting Sustainable HRM Model Based on Balanced Scorecard in Knowledge-based ICT Companies (The Case of Iran)

Tabatabaei

Omran

Hashemi

et al. 2017

Economics &Amp; Sociology

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ABSTRACT. This qualitative study attempts to ground the value-added contribution of sustainable HRM in accomplishing the organization's mission using Balanced Scorecard (BSC). For this purpose, semistructured interviews were conducted with HR and sustainability experts of three knowledge-based ICT companies and university professors, and the obtained data was analyzed using thematic analysis technique. Critical success factors were identified in each four BSC perspectives regarding sustainability strategy in HRM. The results obtained and conclusions drawn suggest that sustainable HRM and BSC provide more opportunities to attain long-term organizational and business success, especially in today's complex and dynamic business context. This paper could enable practitioners gain better understanding of key requirements to sustainability goals in the 21st century via effective integration of sustainable HRM and Balanced Scorecard.

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The Psychology of Training, Development, and Performance Improvement

Kraiger¹,

Passmore²,

Santos³

et al. 2014

The Wiley Blackwell Handbook of the Psychology of Training, Development, and Performance Improvement

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Talentship, talent segmentation, and sustainability: A new HR decision science paradigm for a new strategy definition

Cited by 516 publications

References 3 publications

A multidisciplinary review into the definition, operationalization, and measurement of talent

A multidisciplinary review into the definition, operationalization, and measurement of talent

Presenting Sustainable HRM Model Based on Balanced Scorecard in Knowledge-based ICT Companies (The Case of Iran)

The Psychology of Training, Development, and Performance Improvement

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