In the war for talent: just who is worthy of development? Talent development in organizations

Garavan, Thomas N.; MacKenzie, Clíodhna; Darcy, Colette

doi:10.4337/9781802202717.00010

Cited by 3 publications

(2 citation statements)

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“…While talent development has been affirmed as an HRD concept and practice by HRD scholars and practitioners (Garavan et al, 2012, 2023; Hedayati Mehdiabadi & Li, 2016; Kareem, 2019), there is however a confusion on the use of talent management by HRD and HRM researchers and practitioners (Alagaraja, 2013; Haslinda, 2009). The inability for HRD, management, and other social science scholars to have a distinct definition for talent management, has resulted in the confusion (Ansar & Baloch, 2018; Gallardo-Gallardo et al, 2013), which has led to a mix-up in the use of talent management in various HRD literature (Alagaraja, 2013; Haslinda, 2009).…”

Section: Challenges Encountered By Scholars and Organizations In Dema...mentioning

confidence: 99%

“…For example, the disruptions created by the COVID-19 pandemic required organizations to rely upon and utilize the talents of its workforce to minimize the impact on organizational performance. A valuable lesson learned from the pandemic was the role of talent development in reinventing and repositioning itself to remain relevant to the organization (Garavan et al, 2023).…”

Section: Hrd As a Critical Asset For Demarcating The Lines Between Ta...mentioning

confidence: 99%

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Talent Development versus Talent Management: Unblurring the Lines for Workforce and Organizational Performance

Osolase,

Mohd Rasdi,

Mansor

2023

Advances in Developing Human Resources

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The Problem In reference to workforce development for organizational performance, the blurry lines between talent development and talent management have resulted to several HRD scholars interchangeably using talent management in replacement of talent development. However, talent development as an HRD function supersedes talent management. Therefore, to demarcate the existing lines which exists between both, it is important that HRD practitioners develop the required awareness. The Solution Talent development is a necessity for efficient management of people. To bring about a fundamental change on the need to clearly differentiate between talent development and talent management, the expertise of HRD practitioners in collaboration with industry professionals, is required to develop new knowledge and models for workforce and organizational performance. The Stakeholders Scholars and practitioners of human resource development and other fields within the management discipline, in addition to managers and the workforce across all sectors in various industries.

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Section: Challenges Encountered By Scholars and Organizations In Dema...mentioning

confidence: 99%

Section: Hrd As a Critical Asset For Demarcating The Lines Between Ta...mentioning

confidence: 99%

Talent Development versus Talent Management: Unblurring the Lines for Workforce and Organizational Performance

Osolase,

Mohd Rasdi,

Mansor

2023

Advances in Developing Human Resources

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Performance management in a rapidly changing world: implications for talent management

Maley,

Dabić,

Neher

et al. 2024

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PurposeThis conceptual work examines how, in times of post-COVID-19 paradigm shift, the employee performance management (PM) process can help multinational corporations (MNCs) strengthen their talent management and, at the same time, meet their future needs.Design/methodology/approachWe take a conceptual approach and present our perspective on what we see as the most critical trends shaping PM and talent management. Contingency theory and Volatility, Uncertainty, Complexity, and Ambiguity (VUCA) theory provide a sound theoretical framework for understanding and responding to the complex and rapidly changing business context post-COVID-19.FindingsDrawing on these theories, we create a framework providing a means of understanding why and how MNCs can maintain talent and, at the same time, develop new talent through the PM process.Practical implicationsImportantly, our study emphasizes the critical role that project management and talent management techniques play for both practitioners and scholars. In order to gain and sustain a competitive edge in the ever-changing VUCA (Volatility, Uncertainty, Complexity, and Ambiguity) landscape, these processes necessitate ongoing reassessment and adaptation. As Plato eloquently stated, “Our Need Will Be the Real Creator,” encapsulating our vision for the proactive and dynamic nature of effective project management and talent management practices.Originality/valueThe study establishes the benefits of an agile and flexible PM approach to help develop talent and pave the way for future research in this increasingly critical area

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Development of Research Talent in Clinical Nurses: A Combined Approach

Mirchi,

Vedadi,

Gholamzade

2024

Nursing and Midwifery Journal

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In the war for talent: just who is worthy of development? Talent development in organizations

Cited by 3 publications

References 0 publications

Talent Development versus Talent Management: Unblurring the Lines for Workforce and Organizational Performance

Talent Development versus Talent Management: Unblurring the Lines for Workforce and Organizational Performance

Performance management in a rapidly changing world: implications for talent management

Development of Research Talent in Clinical Nurses: A Combined Approach

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