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Future of Talent Managemen

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It has been forecasted, that in the face of environmental turbulence, globalization, demographic changes, the increasing role of technology, intellectualization of work the importance of talent management issues will continue to grow. In this context, to the rank of a specific symbol grows the title and content of the article written by V. Buckingham and R. Vosburgh “The 21st Century Human Resources Function: It's the Talent, Stupid.” (2001) In the research, conducted by The Conference Board in partnership with the House of Skills, as many as 94% of personnel managers from the surveyed enterprises stated that the issue of talent management in the coming years will gain in importance. It is already treated in terms of a very important success factor of the organization (see Chart 1).   Chart 1. Key internal success factors of an organization in the evaluation of managerial staff Source: self-elaboration based on: Aligned at The Top, Global Survey by Deloite Touche Tohmatsu...
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Strategic Talent Management

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  The business environment since the early 1990s has gone through a significant expansion with falling trade barriers and the globalization of business. For many companies, growth has come through global expansion, particularly into China and India. This expansion has put a premium on having the global talent needed to support these initiatives (McCall &Hollenbeck, 2002; Sloan, Hazucha, &Van Katwyk, 2003) and has provided great visibility to successful global leaders (Kets DeVries & Florent - Treacy, 1999). This has resulted in greater competition for the best talent (Michaels et al., 2001). The growing worldwide demand for talent, along with the shrinking availability of exceptional talent, has made talent acquisition, development, and retention a major strategic challenge in many companies (Silzer and Dowell 2010).   Effective talent management is not just about attracting, developing, and retaining the best talent; it is about organizing and managing peopl...
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Talent Management - Challenges

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In today’s rapidly moving, extremely uncertain, and highly competitive global environment, firms worldwide are encountering numerous global talent challenges (Schuler et al., 2011). Global talent challenges are significant (strategic and high impact) HR-embedded business issues that focus on managing a firm to ensure just the right amount of the right talent and motivation, at the right place, at the right price, during all economic and financial ups and downs in a very competitive world for the purposes of balancing the workforce with the needs of the firm in the short term, and positioning the firm to have the workforce needed in the long term (Schuler et al., 2011).   Talent management is a recent, practitioner-generated term covering a range of long-standing practices that aim at getting the right person in the right job at the right time and these include workforce planning, succession planning, employee development, and career management (Cappelli and Keller 2014). The ph...
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Why Employees Stay?

  Although numerous studies have been conducted on employee turnover (why people leave), according to some scholars, limited amount of literature addresses employee job embeddedness (why people stay) (Kilburn & Kilburn, 2008; Zhao & Liu, 2010). Later, Lawler III (2005) stated that in these days organizations are competing for talent rather than counting employees loyalty. In this shift, organizations must utilize those practices which are in favor of both employees and employers leading them towards higher performance levels. It is important to recruit strategy driven and shrewd employees because it creates sense of alignment between employee and organizational values and goals (Vignesh, Babu 2014).   Employee job embeddedness may be defined as employees who become part of a social web that connects them to an organization or social network, ultimately reducing turnover costs (Mitchell, Holtom, Lee, Sablynski, & Ezrez, 2001; Lee & Mitchell, 1994). Vos ...
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