Employability and talent management: challenges for HRD practices

Abstract

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this conceptual paper is to illuminate the problems that are associated with defining and identifying talent and to discuss the development of talent as a contributor to employability. Design/methodology/approach -The world of work is characterised by new and rapidly changing demands. Talent management has recently been the target of increasing interest and is considered to be a method by which organisations can meet the demands that are associated with increased complexity. Previous studies have often focused on the management of talent, but the issue of what exactly should be managed has generally been neglected. In this paper, the authors focus on discussing the substance of talent and the problems associated with identifying talent by using the following closely related concepts: employability, knowledge, and competence. Findings -Employability is central to employee performance and organisational success. Individual employability includes general meta-competence and context-bound competence that is related to a specific profession and organisation. The concept of employability is wider than that of talent, but the possession of talent is critical to being employable. In this paper, the authors suggest a model in which talent includes individual, institutional, and organisational-social dimensions. Practical implications -The illumination of different meanings of talent management and the substance of talent is crucial to the practical implication of central human resource development practices, such as training and development. Originality/value -The paper shows that clarification of the conceptual boundaries and the presentation of a typology that is relevant to the understanding of talent are central to the creation of valid talent management systems that aim to define and develop talent.

The Effect of Recruitment, Selection and Development on Talent Management in IKCO Company in Iran

“…Often, mostly the organizations expend their trying on level and excellence in its line of talent management and comparison with other group of expert labour. The companies allocated their money and time for better general managers and help them to improve their hierarchy situation than expenditure it for the talent required for individual client's relationship development, suppliers [21]. Also talented labours are incentive by rewards of the line management and effort to find the chance in line than professional management.…”

The Value of an HR Professional Group for Organizational Learning

“…This aligns with the concept of generic talent as the potential of all employees (Nilsson & Ellström, 2012) and fits Wenger's definition of "social communities and constructing identities in relation to these" (1998, p. 4). As an approach it has the potential to be adaptable, collaborative, and responsive to the work context.…”

Adult learning, education, and the labour market in the employability regime

“…Employers strive to recruit and develop knowledgeable and well-prepared employees to meet these demands and to increase efficiency and productivity. The competition among organisations for the most competent workers is intensifying, and the competition among workers for the most attractive positions in the labour market is becoming increasingly fierce (Nilsson & Ellström, 2012;Moreau & Leathwood, 2006). Many organisations have downsized and outsourced numerous functions.…”