Everyone Is Equal, but Some Are More Equal Than Others

Yost, Paul R.; Chang, Glenna C.

doi:10.1111/j.1754-9434.2009.01171.x

Cited by 36 publications

(35 citation statements)

References 21 publications

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“…In contrast to inclusive approaches, which assume that individuals with different talents add value (e.g. Buckingham, 2005;Yost & Chang, 2009), the exclusive approach prioritizes the identification and retention of high performers (Beechler & Woodward, 2009). High performers are expected to outperform their peers in terms of legal skills and managerial competencies, thus contributing disproportionately to the firm.…”

Section: High Performers' Competencies and Abilitiesmentioning

confidence: 94%

High performers are not superheroes: bridging exclusive and inclusive talent management approaches for law firm sustainability

Lopes

2016

International Journal of the Legal Profession

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This paper elucidates findings in relation to bridging exclusive and inclusive approaches to talent management at law firms that could promote the revision of the up-or-out career model. We explore the competencies required for career success, and we describe high-performing lawyers and their peers' profiles. We surveyed 358 lawyers and stakeholders of the lawyering role in 12 European and Latin American countries. The stakeholders noted that high performance in an array of competencies is necessary for a lawyer's career success, but they still valued legal skills the most. Debunking the superhero myth, we argue that high performers have a narrow focus on legal skills as the driver for innovative solutions for clients, but lack strength in interpersonal competencies. In contrast, their peers have more adaptable mindsets and are more relational and focused on quality. Rather than challenging the up-orout career model, which overvalues the role of high performers, we propose that the talent management exclusive approach is a good fit, and therefore promotes only a minimum of change. For talent management that ensures business sustainability, we support a more inclusive approach linked with strategic talent mapping and assessments that use several competency profiles and present several possible career paths.

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Section: High Performers' Competencies and Abilitiesmentioning

confidence: 94%

High performers are not superheroes: bridging exclusive and inclusive talent management approaches for law firm sustainability

Lopes

2016

International Journal of the Legal Profession

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“…Consequently, potential is considered the ability for workers to adapt and evolves in functions and complex contexts [32], and can be found anywhere in the organization, depending on the core competencies of it [28]. We are talking about Talent perceived as high potentials [25] [33], defining this as the unobservable structures [34] that allows workers to develop themselves to a higher level of proficiency, manifesting it in an extraordinary way, present only in 10-15% of the population [35].…”

Section: Macro-indicators For Internal Talent Identificationmentioning

confidence: 99%

Business Intelligence: An Essential Tool in the Identification of Organizational Internal Talent

Caracol

Dias

2015

New Contributions in Information Systems and Technologies

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Abstract.Although the rampant importance in Human Resources Management often Talent remains operationally just by having a connotation of organizational forefront. However, given the huge and increasingly investment in the development of Talent programs, the goal of this paper is to provide a tool for the design and implementation of indicators that allows organizations identifying their talented one's, in a more proficient manner, using Business Intelligence systems. Through the match between specific strategies, processes and practices, this paper will set up theoretical and managerial contribution, mainly in the Human Resources domain.

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“…The second approach is the inclusive approach, where every employee has the potential to have a strategic impact on organizational performances (Buckingham & Vosburgh, 2001;Yost & Chang, 2009). This approach is based on the premise of equality rather than differentiation of the workforce based on workforce value to the firm (Schuler et al, 2011).…”

Section: Inclusive Approach To Tmmentioning

confidence: 99%

To Explore the Effect of Talent Management Developments in Saudi Healthcare Sector

Dayel¹,

Debrah²,

Mulyata³

2020

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 Today, human capital at every level is considered more important than ever to organisations that hope to raise their competitiveness, both globally and locally, as organisations face a global, complex, dynamic, highly competitive, and extremely volatile environment. Nonetheless, organisations need to increase their attention to their human capital who owns unique qualities and greatest potential, and those who can sustain the competitive advantage of the organisation to stay on top. Notwithstanding the growing recognition of the importance of qualified employees, the main challenge facing most organisations is the shortages of managerial and professional talent. Shortage of talent is a major obstacle facing many companies in the implementation of their global strategies. Based on the increased need for basic skills and advanced skills level, talent management (TM) has emerged in many works of literature that emphasises the importance of human capital as a first step in gaining and sustaining a global competitive advantage. The McKinsey study was a turning point on how organisations today think about employees, where the change as an initial step in addressing the challenges of human capital. Talent management issues are becoming increasingly significant in a far wider range, not only for the private sector but also how it affected the public sector. The review of the literature revealed that the amount of research that has gone into talent management could be categorised in the following order: North America and Europe, Asia, Africa, and the Middle East at the bottom. From the above extant literature, it is evident that very little research has gone into talent management in the Middle East. Therefore, a gap has been identified, which provides an opportunity to conduct more research in talent management in the Middle East. This research will attempt to fill this gap by contributing to the body of knowledge in exploring the effect of talent management developments in Saudi Healthcare Sector. This study adopted a qualitative approach using a case study. Interviews will be conducted with a target of 80 respondents in Saudi public hospitals using a semi-structured questionnaire to gain an in-depth understanding. The data collected will be analysed using thematic analysis. However, from the literature, it is suggestive that there is a positive impact of talent management in the public health care sector in the developed countries.

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Everyone Is Equal, but Some Are More Equal Than Others

Cited by 36 publications

References 21 publications

High performers are not superheroes: bridging exclusive and inclusive talent management approaches for law firm sustainability

High performers are not superheroes: bridging exclusive and inclusive talent management approaches for law firm sustainability

Business Intelligence: An Essential Tool in the Identification of Organizational Internal Talent

To Explore the Effect of Talent Management Developments in Saudi Healthcare Sector

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