Sunday 4 December 2022

TALENT MANAGEMENT 

Das, S.P. and Parikh, Prema (2007) defined talent management as “The managerial, and of creating and maintaining an atmosphere that supports people working together to accomplish, a mutually-agreed vision, mission and set of goals using minimum time, money and materials using their talent”.

Burkus and Osula (2011) believe that talent is innate and as such it can be identified and developed at an early stage. Garg and Rani (2014) affirm that talent management highly motivates the employee and cause him or her to be committed to the organization. As asserted by Garg and Rani (2014) talent management begins with identification and recognition of individuals for their unique strengths.

One distinction between HRM and talent management may be drawn based on the work of (Barney, 1991). Barney explains that Talent Management (TM) relatively focuses more on the human side of the work and considers talented workers as a competitive advantage of organizations while HRM takes all of organizational function into consideration. Talent Management (TM) aims at developing human talent of the organization whereas HRM is more technical and uses transactional approach. Blass (2009) developed a diagrammatical model of territory of Talent Management (TM) and how it is composed of different factors as given in the figure 01. 

Figure 01


(Source: Blass, 2009)


Tarique and Schuler (2012) have compiled a summary of the TM definitions mostly appearing across the spectrum of TM literature and the salient highlights of those definitions include:  

a. TM is merely an extension of the HR sub-functions, and the term is used interchangeably with HRM.  

b. TM is more strategic in nature, and it focuses on the future requirement in the workers’ capabilities that will meet future needs of the business.  

c. TM is selective and focuses on key positions, which are perceived by the management as vital for developing long term competitive edge for any business. 

d. TM is based on a capability and capacity building approach to strategic HRM.

Talent Management (TM) thus, emphasizes development and effective employment of corporate strategies for effective utilization of the talent pool to ensure a continuous supply of talent to meet its short / long term objectives, and overall activities of the organization are in harmony with its TM processes (Garavan et al., 2012).

As per the below video 01, Talent Management is a systematic cycle of activities that attract, retain, and engage talented employees. There are a wide variety of opinions on the definition and activities associated with talent management. The Talent Management model represents the cycle of the core activities (found in each of the pie-shaped segments) of talent management. The cycle (as indicated by the four arrows) is centered on learning and begins with recruiting, and moves through interviewing, selecting and onboarding. Represented by the large gray circle, these key talent management activities ensure organizations attract, retain, and engage talented employees.

Video 01


(Source: GreggU, 2018)


Example: In my current organization, led by digitalization, the WNS Open Talent Model creates a true boundaryless and collaborative workplace – building communities of domain experts and enabling enterprises to access best-in-class talent on demand. The WNS Open Talent Model is powered by the trifecta of open workforce, open workflow and open workspace.


Reference
  • Blass, E. (2009). Defining Talent Management (pp. 24-36): Springer.
  • Barney, J.  (1991).  Firm resources and sustained competitive advantage.  Journal of management, 17(1), 99-120.
  • Burkus, D., & Osula, B. (2011). Faulty intel in the war for talent: Replacing the assumptions of talent management with evidence-based strategies. Journal of Business Studies Quarterly, 3(2), 1-9.
  • Das, S.P. and Parikh Prema (2007). Concept and Best Practices Relating to Talent Management, Human Resource Management, Mohanty, R.P. (Ed.) Excel Books, New Delhi.
  • Garavan, T.  N., Carbery, R., & Rock, A. (2012).  Mapping talent development: definition, scope and architecture. European Journal of Training and Development, 36(1), 5-24.
  • Garg, D., & Rani, K. (2014). Talent management: Empirical research results. International Journal of Management and Commerce Innovations, 2(1), 289-295.
  • Tarique, I., & Schuler, R. (2012). Global talent management literature review.  White paper: SHRM Foundation.

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8 comments:

  1. Manomi Hettiarachchi4 December 2022 at 20:06

    Agreed, also talent management strategies are more useful for changing employee attitudes and satisfaction other than what is associated with enhanced organizational results (Dixit and Arrawatia, 2018). Hence TM is a substantial factor for the increase of employee Job satisfaction. TM dimensions such as Training and Development are used to boost employee motivation to a higher level which directly affects the employees' behavior and Job satisfaction and also the career development opportunities which are used to lead to the
    improvement of JS (Latif and Sher, 2013).

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    1. Ishara De Silva10 December 2022 at 08:34

      Thank you for adding valuable feedback on my blog. Performance management process is a HR process increasingly popular since 1980s basically concerned with getting the most out of individuals and teams in the organizations which ultimately increases the overall organizations’ performance (Amerstrong & Baron, 1998).

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  2. Ranga J5 December 2022 at 21:00

    Agreed. All employees should be included in talent management, according to inclusive practices. Every employee of a company is viewed as having strengths that could potentially offer value to the company. Contrarily, exclusive approaches emphasize the importance of a small number of people or jobs (Gallardo-Gallardo et al. 2013, p. 295).

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    1. Ishara De Silva10 December 2022 at 08:36

      Thank you for commenting on my blog Ranga. Talent management is defined as the methodically organized, strategic process of getting the right talent on board and helping them grow to their optimal capabilities while keeping organizational objectives in mind (Lewis, 2006).

      Delete
  3. Romeda Wijewardene6 December 2022 at 00:51

    Agreed Ishara, Further, Talent management is a highly intentional, conscious strategy used by the company to recruit, develop, and keep individuals who have the necessary skills, dispositions, and aptitudes to achieve the business's strategic goals (Stockley (2007). Talent management is the application of integrated strategies or systems designed to increase workplace productivity by developing improved processes for attracting, developing, retaining, and utilizing people with the required skills and aptitude to meet current and future business needs (Lockwood, 2006).

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    1. Ishara De Silva10 December 2022 at 08:38

      Thank you Romeda for your valuable feedback. Talent attraction is a term used in the Human Resources and Talent Acquisition field to describe the most desirable passive candidates to a specific employer and incentivize them to apply for work with implied and envisioned benefits (Antonucci, 2005). The main objective of talent attraction is to attract the most suitable prospect candidates to the organization. In the current business context majority of business, entities are considering human resources as the most valuable resource. Due to the uniqueness of human characteristics organizations can capture a competitive advantage within the relevant industry (Antonucci, 2005).

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  4. Kandeepan7 December 2022 at 18:50

    Agreed Ishara. Further, Peter Cappelli (2013)’s view in the context of the twenty-first century is, Talent Management is not a goal in and of itself. It is not about training personnel, making succession plans, reducing turnover rates to a certain level, or attaining any other tactical goal. Its primary purpose is to further the organization's ultimate goals, which in the world of business essentially boil down to producing money.

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  5. Ishara De Silva10 December 2022 at 08:39

    Great feedback Kandeepan. According to Armstorng’s classification, talent planning organizations can attract people from within and outside the organization. (Internal external resourcing). As internal talent attraction methods, many organizations are using internal job notices, and meetings/ recommendations. External talent attraction methods are newspaper advertisements, Employee referrals, Headhunting, social media, and job fairs (Armstrong’s, 2012 p.258).

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