Talent management is a powerful tool used as a guide to identifying the employee lifecycle with ease by providing the insight and instruments necessary to make effective changes to the staff of an organization and promote personal development and loyalty within an organization (Adamsen, 2016; Trost, 2014). Wide varieties of opinions on both the definition and the activities associated are present with the term Talent Management. Armstrong (2008, p. 168) defined it as “Talent management is basically about the identification and development of potential. It can be defined more elaborately as the process of identifying, developing, recruiting, retaining and deploying talented people. The term talent management may refer simply to management succession planning and management development activities, although this notion does not really add anything to these familiar processes except a new, although admittedly quite evocative, name”. According to Cappelli (2008, p. 1), talent management is referred to as “talent management is simply a matter of anticipating the need for human capital and then setting out a plan to meet it”. But Lewis and Heckman (2006) state that the exact definition of the term talent management cannot be specified since numerous authors have diverse versions of their own and instead, have been defined in three ways.
- The combination which consists of usual human resource practices or human resource areas which specialize in recruitment, selection and career development.
- Talent pool concepts in which employees are recruited to an organization using a defined process.
- Recruitment in general despite the position in the organization.
Therefore, a decent description of the term talent management is tough to state. Andrés Hatum (2010), articulates that a certain amount of features, which incorporates talent management must be conferred before presenting a description for talent management (Hatum, 2010). Table 1 and below provides a summary of these features.
Table 1, Attributes commonly used to characterize talent management
Table 1, (Continued)
(Hatum, 2010)
With reference to Table 1, Hatum (2010) splits the above features into three categories. The first approach narrates traditional HR practices such as recruitment, selection, training and performance measurement, the second approach narrates concepts such as HR planning, strategic HR management and succession planning and the third approach narrates a more overall interpretation linking talent management to various subjects such as leadership and talent pools.
Nevertheless, whichever the definition of talent management is, “It is not essentially different from human resource management or human resource development. Both are about getting the right people in the right job at the right time and managing the supply and development of people for the organization” (Iles et al, 2010, in Armstrong & Taylor, 2014, p. 264).
REFERENCES
Adamsen, B. (2016) Demystifying Talent Management: A Critical Approach to the Realities of Talent. 1st ed. Hampshire, Palgrave Macmillan.
Armstrong, M. (2008) Strategic Human Resource Management. 4th ed. London, Kogan Page.
Armstrong, M and Taylor, S. (2014) Armstrong's Handbook of Human Resource Management Practice. 13th ed. London, Kogan Page.
Cappelli, P. (2008) Talent Management for the Twenty-First Century, s.l., HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION.
Hatum, A. (2010) NEXT GENERATION TALENT MANAGEMENT - Talent Management to Survive Turmoil. New York, Palgrave Macmillan.
Lewis, R. E and Heckman, R. J. (2006) Talent management: A critical review. s.l.,Elsevier Inc.
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ReplyDeleteAdding on to your article .The viability of recruitment and selection and organisational performance has fundamentally been surveyed by inspecting the rates of turnover, work survival and job performance alongside organisational issues, for example, referrals by current personnel, in-house work postings, and the re-hiring of previous employees (Zottoli & Wanous, 2000). Bohlander, Snell & Sherman (2001) proclaimed that it is critical for managers to comprehend the objectives, approaches and practices utilized for selection. All the more essentially, those in charge of making selection
ReplyDeleteTalent management practices ensure that the right people want to join the company and effectively bring new, talented workers into the company. Moreover, talented workers are identified and valued, and incentives exist to retain them (Ringo et al., 2008; Brundage and Koziel, 2010, as cited in Langenegger, Mahler and Staffelbach, 2011). To attract and retain talent, the company needs to know what talents want and, consequently, have to set the incentive system in line with their needs. Subsequently, their esteem needs are fulfilled and, as a result, talents demonstrate higher job satisfaction and motivation (Maslow, 1954, cited in Langenegger, Mahler and Staffelbach, 2011). Furthermore, talents are valued and retained by specialised programmes existing within the company; they get meaningful work combined with special rewards. According to previous studies, this appreciation and recognition leads to higher commitment (Beechler and Woodward, 2009; DeConinck and Johnson, 2009, cited in Langenegger, Mahler and Staffelbach, 2011) and job satisfaction (Herzberg et al., 2008, cited in Langenegger, Mahler and Staffelbach, 2011). Furthermore, the quality of work ought to be enhanced through the use of this strategy in view of the fact that experience is an essential source of learning (Kolb, 1984, cited in Langenegger, Mahler and Staffelbach, 2011). The longer the talents stay in a company, the higher the level of company-specific knowledge and qualification remains (Evans and Jack, 2003, cited in cited in Langenegger, Mahler and Staffelbach, 2011).
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