Talent management : a decade of developments / edited by David Collings, Vlad Vaiman, and Hugh Scullion.

Format:

Book

Contributor:

Vaiman, Vlad, editor.

Scullion, Hugh, editor.

Collings, David, editor.

Series:

Talent Management

Language:

English

Subjects (All):

Management.

Personnel management.

Physical Description:

1 online resource (198 pages)

Place of Publication:

London, England : Emerald Publishing Limited, [2022]

Summary:

This book contains an Open Access chapter. Aimed at researchers, postgraduate students, and professionals in the field, Talent Management: A Decade of Developmentscharts the evolution of talent management, illustrating the progress, prospects, and challenges that have transpired over the last ten years.

Contents:

Intro

Half Title Page

Series Page

Title Page

Copyright Page

Contents

About the Contributors

Foreword

Preface

Chapter 1-Talent Management: A Decade of Developments

Introduction

Scoping the Field

International

Understanding Context

TM in the Public Sector

TM in SMEs

Toward a Critical Perspective

Contemporary Issues

The Chapters in this Volume

References

Chapter 2-What's Your Talent Philosophy? Talent as Construct Versus Talent as Phenomenon

Chapter Outline

The "Talent Management" Construct Versus Phenomenon

Talent as Construct

Talent as Phenomenon

Exclusive/Innate Talent Philosophy. The construct that best fits the exclusive/innate talent philosophy - both in research and in talent management practice - is giftedness. Admittedly, this is a construct that is more often used in reference to gifted ch

Exclusive/Developed Talent Philosophy. The construct that best fits the exclusive/developed talent philosophy is talent. In this approach, the focus lies on an élite subset of employees who are seen as having high potential and are being further developed

Inclusive/Innate Talent Philosophy. The construct that best fits the inclusive/innate talent philosophy is potential. Note that I am not talking about "high-potentials" here (which is an exclusive construct

see, for instance, the work by Finkelstein, Cos

Inclusive/Developed Talent Philosophy. Finally, the construct that best fits the inclusive/developed talent philosophy is strength. Again, this construct implies very different underlying assumptions about "talent" (Nijs et al., 2014), as well as a very d

Discussion

Contributions to Theory

Chapter 3-The Quest for Relevant Talent Management Research

A Brief Overview of TM Research.

The Dimensions of Relevant Research

The Research-Practice Gap from the Scholars Side

The Research-Practice Gap from the Practitioners Side

How Relevant is TM Research?

Concern 1: TM Research is Interesting But is Offered at a Delayed Pace

Concern 2: TM Research Lacks a Body of Evidence

Concern 3: Not Only the Readability, But the Transfer to Application in Practice is Weak

Concern 4: Practitioners are Interested in Research Findings, But Experience Outweighs Evidence

Concern 5: Scholars are not Tuned into the Information Channels of Practitioners

Concern #6: TM Academic Research Has Turned Inward

Concluding Thoughts

Chapter 4-Potential: The Forgotten Factor in Talent Management Research

Defining Potential

Disaggregating Potential from Performance

Potential for What?

Measuring Potential

Gender and Assessments of Potential

Culture and Assessments of Potential

Summary - What We Know

Future Research Directions

Chapter 5-Shining a Light on Star Scholarship: Progress and Prospects

Revisiting the Multiple Conceptualizations of Stars

Definitions of Stars Based on Exceptional Task Performance

Definitions of Stars That Specify Additional Bases of Value Creation

Definition of Stars Based on Perceived Individual Qualities

Back to Basics: Defining Stars Based on Exceptional Value Creation

A Brief Review of Recent Progress in Star Scholarship

The Lights and Shadows of Stars: Progress in Understanding Stars' Complex Influences at Work

Stars as Employees and People: Progress in Understanding Stars' Professional Experiences

Prospects for Future Research on Stars

Following Stars Over Their Careers

Managing Stars and Their Work Environments

Adding Practical Value in Research on Stars

Who Do We See as Stars?.

Prioritizing Refinement and Accuracy in Understanding Stars' Contributions to Value Creation

Conclusion

Chapter 6-HR Professionals and Talent Management: Navigating the Dynamic Macro Context

Five TM Challenges and HR Responses

TM in Times of Crisis

Macro (Global/National) Environment. To understand how macro crises affect organizations, we (unfortunately!) have several examples from which to draw. Crises may originate from varied sources, ranging from natural environmental disasters such as hurrican

Organizational Challenge/Opportunity. Such extreme events occurring external to organizations in the global or national macro environment can have a fundamental effect on how corporate leaders can manage their internal operations. These events create chan

Operational/Managerial Reality. For the day-to-day activities of managers needing to maintain operations and rebuild organizational success, their focus lay on changing the governance and risk management culture inside the organization to ensure the organ

HR Professionals' Role. The HR function can not only help organizations respond to crises but also prepare them for future crises. One approach is to be a strong champion of processes to match the increased focus on compliance and risk management. In othe

TM During a Globalization Pause

Macro (Global/National) Environment. Globalization "on pause" (Petricevic &amp

Teece, 2019) or deglobalization (Witt, 2019) are terms that have emerged as the consequence of a series of protectionist policies of governments of major economies during the las.

Organizational Challenge/Opportunity. Firms have, therefore, been faced with the challenge of adapting their TM strategy to recruit, develop, and retain talent. In particular, firms in developed economies seeking locally scarce high-tech talent often turn

Operational/Managerial Reality. Organizations, or rather managers within organizations, have choices regarding how to react to the challenges highlighted. For example, the extent to which immigration laws are seen as impeding, helping, or neutral can depe

HR Professionals' Role. What can HR do to help firms through the challenging effects of the globalization pause on global talent pools? A primary role that HR can play here is network leadership. Network leadership requires HR to be aware of both the orga

TM for Remote and Hybrid Workers

Macro (Global/National) Environment. Following the logic of the need for increased flexibility as national or global crises affect organizational activities, and the constraints around being able to operate on a truly global platform, the macro environmen

Organizational Challenge/Opportunity. On the other side of the pandemic, many employers are focused on welcoming their employees back to in-person presence (De Smet, Dowling, Mysore, &amp

Reich, 2021). However, although around 83% of CEOs prefer that their e

Operational/Managerial Reality. There are advantages of remote and hybrid work in terms of tapping into valuable talent pools that were previously unavailable. However, there are also disadvantages in terms of the challenges involved in managing the perfo

HR Professionals' Role. To assist management in addressing these challenges, the HR function can operate as process champions, supporting virtual and dispersed teams through appropriate TM practices plus training for managers. However, to support the orga.

The Emergence and Strengthening of the Fluid Workforce

Macro (Global/National) Environment. The COVID-19 pandemic has caused a near-unprecedented level of human suffering, death, and devastation. If there is a silver lining to this tragedy, it is that the current COVID-19 crisis has hastened the arrival of th

Organizational Challenge/Opportunity. Organizations use a fluid workforce to address a specific need (Lau, 2020) when it comes to specialized skills (when it is easier to find skilled talent for a certain project/task than to develop talent internally

th

Operational/Managerial Reality. The emergence and rapid expansion of the fluid workforce (and the fact that it is most likely here to stay for the foreseeable future) will pose new challenges to organizations: from information security to intellectual pro

HR Professionals' Role. To help organizations deal effectively with the talent of fluid workers, HR professionals can take on the role of a champion of processes (Farndale et al., 2010). HR experts can first learn as much as possible about the fluid workf

Translating TM Strategies Globally

Macro (Global/National) Environment. The macro challenges described here have focused on specific events or trends at the industry, national, or global level that have stimulated change in the operating environment of organizations. The final challenge th

Organizational Challenge/Opportunity. What we are referring to here is path dependency (Sydow, Schreyögg, &amp

Koch, 2009). In other words, national culture values and institutions combine to create a system that prevents quick or radical change (Farndale, M.

Operational/Managerial Reality. The operational reality that pertains is that although there may be a corporate TM strategy, it is the manager at ground level who must act as a translator of that strategy to the local workforce. Strategy developed by corp.

Notes:

Description based on print version record.

Includes bibliographical references and index.

Other Format:

Print version: Collings, David Talent Management

ISBN:

1-80117-834-8