Understanding graduate recruitment, development and retention for the enhancement of talent management: sharpening ‘the edge’ of graduate talent

Abstract

Graduates are deemed to be a key source of talent within many organisations and thus recruiting, developing and retaining them is viewed as a logical talent management (TM) strategy. However, there has been little attention paid to university graduates as part of an organisation's TM strategy. Such a specific focus addresses the need for further research into the segmentation of talent pools and the specific challenges different talent pools are likely to create. This research, which utilised a qualitative data collection strategy, examined the experiences and practices of six large UK organisations in relation to graduate TM. Drawing from Gallardo-Gallardo et al.'s (2013) framework for the conceptualisation of talent, the findings from this research indicate and explain why graduate employers are frequently compelled to use the object approach (talent as characteristics of people) due to the unique characteristics that recent graduates possess, even though other studies have found that a subject approach (talent as people and what they do) is preferred by most employers. Ultimately employers conceptualise graduate talent by what they describe as "the edge" which needs to be "sharpened" to fully realise the potential that graduates offer.

Conceptualisation of a Graduate Employability Framework from a Malaysian Perspective

“…A new theme that emerged among the respondents is that of talent management and the role it plays in graduate employability. McCracken, Currie and Harrison, (2015) postulated that talent management is key, to postmodern business success where graduates are trained towards industry needs and that it is a viable strategy towards developing graduate talent to manage sophisticated consumer demands. Indeed, according to Tafti, Mahmoudsalehi and Amiri (2017), good talent management schemes across businesses within a sector, will ultimately enhance business practices and competitiveness.…”

Graduate Employment among Small and Medium Enterprises in Nigeria

“…Most new graduates do not see micro-small businesses as a natural source of job opportunity, and they are of the view that SMEs cannot offer them the appropriate salary (Denanyoh, Adjei, & Danso, 2018). Employers need to develop strategies which will allow both the graduate and organization to grow together, addressing the graduate's expectations for development and opportunity (McCracken, Currie, & Harrison, 2016). There is a need to improve graduate SMEs relationship in Nigeria (Holden, Jameson, & Walmsley, 2007).…”

“…. Graduates often lack the work experience to demonstrate their performance levels and the experience they do have may be insufficient for employers to judge appropriately (McCracken, Currie, & Harrison, 2016). Some small business owners believe that graduates are very expensive, and SME owners are also doubtful of whether these graduates meet their business operations needs (Denanyoh, Adjei, & Danso, 2018).…”

Untitled

“…The review of the literature revealed that the amount of research that has gone into talent management research can be categorised into four areas as following: USA, Canada, and Europe (Cappelli & Keller, 2014;Oladapo, 2014;McCracken, Currie, & Harrison, 2016;Meyers, Van Woerkom, & Dries, 2013;Thunnissen, 2015;McGettingan & O"Neill, 2009;Thunnissen et al, 2013;Tung, 2007;Dries, 2013;Krishnan & Scullion, 2017); Asia (Cooke, 2011;Hartmann, Feisel, & Schober, 2010;Iles et al, 2010); Africa (Amankwah-Amoah & Debrah, 2011;Debrah & Ofori, 2005;Kehinde, 2012;lyria, 2013, Mulyata, 2016, Oseghale, Mulyata, &Debrah, 2018; and Middle East (Abunar, 2016;Alferaih, 2015;Ali, 2011;Sidani & AL Ariss, 2014;Singh, Jones, & Hall, 2012).…”