Winning the Talent Wars

Tulgan, Bruce

doi:10.1002/ert.1013

Cited by 44 publications

(40 citation statements)

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“…The most impactful was the disavowal by employers of "their obligation to employees with respect to job security and sent a loud and clear message that individuals must take personal responsibility for their own careers (Tulgan 2001)." According to Tulgan, in the current phase, this dynamic between employers and individuals is driving a change from a feudal relationship to one that is market driven.…”

Section: Market Oriented Organizations and Talent Workersmentioning

confidence: 99%

“…Top-performing environments attract top talent. Market oriented organizations are focused on results and profitability-organizations that focus on results achieved rather than elements such as time worked, tenure, ratings are more appealing to high-performers, the talents (Tulgan 2001).There is a view market orientation is a social learning process in whichworkers develop their individual-level market orientation through learned behavior from top managers. These workers then become formal and informal role models ofindividual-level market orientation behavior to frontline employees (Lam, Kraus et al 2010).…”

Section: Market Oriented Organizations and Talent Workersmentioning

confidence: 99%

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Market Orientation and Worker Type: Knowledge Workers vs. Talent Workers and Their Influence on the Organization

Mueller¹,

Gopalakrishna²

2016

JMM

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Much information exists on market oriented organizations and their links to profitability and performance. There is a paucity of information on the composition of the workforce in market oriented organizations, specifically the ratio of "talent workers" to "knowledge workers." This study analyzed the types of workers that comprise a market-oriented organization versus non-market-oriented organizations such as a federal government agency. A convenience sample of workers in a market oriented organization and non-market oriented organization were surveyed. The data supported the hypotheses that market-oriented organizations have a greater percentage of talent workers than knowledge workers; market-oriented organizations have a greater percentage of talent workers than non-market oriented organizations.

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Section: Market Oriented Organizations and Talent Workersmentioning

confidence: 99%

Section: Market Oriented Organizations and Talent Workersmentioning

confidence: 99%

Market Orientation and Worker Type: Knowledge Workers vs. Talent Workers and Their Influence on the Organization

Mueller¹,

Gopalakrishna²

2016

JMM

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“…This was more acceptable when knowledge was "relatively static", and these "just-in-case" stories could be applied at some unknown future date. However, likely redundancy has removed any justification for the "just-in-case" approach beyond core concepts which can act as frameworks for knowledge sourced on a "just-in-time" basis in response to a specific challenge (Tulgan, 2001;Shetzer & Warschauer, 2000). Hand in hand with "just-in-time" sourcing is "just-in-time" application.…”

Section: S Johnson 1709-1784 Quoted In Boswell's Life Of Johnsonmentioning

confidence: 99%

Scaffolded Active Learning: Nine Pedagogical Principles for Building a Modern Veterinary Curriculum

May¹,

Silva‐Fletcher²

2015

Journal of Veterinary Medical Education

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Veterinary discipline experts unfamiliar with the broader educational literature can find the adoption of an evidence-based approach to curriculum development challenging. However, greater societal and professional demands for achieving and verifying Day One knowledge and skills, together with continued progress in information generation and technology, make it all the more important that the defined period for initial professional training be well used. This article presents and discusses nine pedagogical principles that have been used in modern curricular development in Australia, the United Kingdom, and the United States: (1) outcomes-based curriculum design; (2) valid and reliable assessments; (3) active learning; (4) integrated knowledge for action; (5) tightly controlled core curriculum; (6) “just-in-time” rather than “just-in-case” knowledge; (7) vertical integration, the spiral curriculum, and sequential skills development; (8) learning skills support; and (9) bridges from classroom to workplace. Crucial to effective educational progress is active learning that embraces the skills required by the modern professional, made possible by tight control of curricular content. In this information age, professionals' ability to source information on a “just-in-time” basis to support high quality reasoning and decision making is far more important than the memorization of large bodies of increasingly redundant information on a “just-in-case” basis. It is important that those with responsibility for veterinary curriculum design ensure that their programs fully equip the modern veterinary professional for confident entry into the variety of roles in which society needs their skills.

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“…Lack of qualified work force in ICT areas often forces companies to poach talent from other corporations with attractive offers (Racz, 2000;Tulgan, 2001;Perry, 2001;Loane, 2004) and the high turnover of professional employees has been a daily issue in Asia (Khatri et al, 2001 Research methods and measurement used in this study will be discussed next. Subsequent discussion on the results from the survey will attempt to answer the research questions raised above.…”

Section: Development Of Research Questionsmentioning

confidence: 99%

Recruitment and retention of ICT skills among MNCs in Taiwan

Zheng

Lamond

2007

Chinese Management Studies

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Purpose -The existing research on multinational companies (MNCs) tends to emphasise the diffusion of knowledge and skills in information, communication and technology (ICT) from the more advanced industrialised nations to less-developed or latecomer countries.Few studies have examined the ICT work force supply and development of local ICT skills among MNCs' overseas subsidiaries. This paper aims to fill the gap by evaluating the issues relating to the host country's ICT work force planning and supply and the recruitment and retention of ICT skills among MNCs at their local subsidiary.Design/methodology/approach -A survey of 100 MNCs in Taiwan, Republic of China was used for analysis. The self-administered questionnaire was designed to examine the extent of difficulty experienced by multinational companies in recruiting high, medium and low levels of ICT skills in the manufacturing and service sector. Attrition rate of the ICT skilled workers in Taiwan was also examined. Practical implications -The results provide some insights especially for the emerging economy such as China, which also tends to heavily impose government intervention in developing strategic industries. By strong intervention, the host country government must work closely with firms to identify skills needs. For those MNCs who are allured by attractive, incentive and supportive governmental programs in the emerging economies must be aware, when making investment decision, that some of these support programs may not necessarily address firms' specific skill needs.

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Winning the Talent Wars

Cited by 44 publications

References 0 publications

Market Orientation and Worker Type: Knowledge Workers vs. Talent Workers and Their Influence on the Organization

Market Orientation and Worker Type: Knowledge Workers vs. Talent Workers and Their Influence on the Organization

Scaffolded Active Learning: Nine Pedagogical Principles for Building a Modern Veterinary Curriculum

Recruitment and retention of ICT skills among MNCs in Taiwan

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