Inclusive talent development as a key talent management approach: A systematic literature review

Kaliannan, Maniam; Darmalinggam, Darshana; Dorasamy, Magiswary; Abraham, M. Manoj

doi:10.1016/j.hrmr.2022.100926

Cited by 84 publications

(77 citation statements)

References 89 publications

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“…This exclusive talent philosophy has triggered a “war for talent” and prompted HR managers to identify talented employees internally and to actively headhunt talented employees externally from competitors (Basco et al , 2021). The inclusive view, on the contrary, assumes that all individuals have the potential to become extraordinary performers via training, a better person-job fit, more and better accumulated experiences and on-the-job lessons learned (Kaliannan et al , 2022).…”

Section: Literature Reviewmentioning

confidence: 99%

“…This exclusive talent philosophy has triggered a "war for talent" Talent management practices and prompted HR managers to identify talented employees internally and to actively headhunt talented employees externally from competitors (Basco et al, 2021). The inclusive view, on the contrary, assumes that all individuals have the potential to become extraordinary performers via training, a better person-job fit, more and better accumulated experiences and on-the-job lessons learned (Kaliannan et al, 2022). However, recent empirical research in the hospitality sector has uncovered a third optiona hybrid approach (Stahl et al, 2012) where talent management practices are offered to all employees, but some further practises are bespoke to the ones recognised as more talented, stemming from the realisation that even at the exclusive approach, talent needs to be nurtured (Marinakou and Giousmpasoglou, 2019).…”

Section: Rq2mentioning

confidence: 99%

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Talent orchestration and boomerang talent: seasonally employed chefs’ evaluation of talent management practices

Μαγρίζος

Roumpi

Rizomyliotis

2023

IJCHM

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Purpose The aim of this study is to shed light on the talent management practices in the unique context of seasonal work in professional kitchens. Acknowledging that in the context of seasonal work in the hospitality industry it is rather difficult to rely on mainstream strategic talent management practices (e.g. training and development), the authors draw on resource orchestration, an extension of the resource-based view and propose a conceptual model of talent management tactics that could potentially increase seasonal employees’ likelihood of returning to the same employer. Design/methodology/approach Given the uniqueness of the context of this study and the dearth of prior relevant research, this study uses a grounded theory approach. Specifically, this study analyses and draws conclusions from 25 interviews with employees in commercial kitchens. Findings This study develops a “talent orchestration model”, which places emphasis on management of talented employees across three dimensions: structuring, leveraging and developing talent. Research limitations/implications Extant literature in human capital management focusses mostly on the development of human capital, but the results place more emphasis on using or leveraging human capital. Originality/value This study moves beyond the well-researched context of hotels and focusses on talent management behind closed doors as in the case of kitchen chefs and, drawing on resource orchestration, this study further examines talent management practices with shorter time frame targeted on seasonal employees.

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Section: Literature Reviewmentioning

confidence: 99%

Section: Rq2mentioning

confidence: 99%

Talent orchestration and boomerang talent: seasonally employed chefs’ evaluation of talent management practices

Μαγρίζος

Roumpi

Rizomyliotis

2023

IJCHM

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“…In fact, Zahidi et al (2020) find that skill gaps in terms of critical thinking, self-management and working with people are the number one barrier to the adoption of advanced technologies. Regardless of the type of skills needed in the future, it is essential that employers are cognisant of the negative effect skill shortages and mismatches will have on their business (Brunello and Wruuck, 2021) and for those organisations adopting AI systems, reskilling current employees is critical as it allows employees to develop the knowledge to work effectively with these new technologies (Chuang, 2021; Kaliannan et al , 2023; Morandini et al , 2023; Whysall et al , 2019; Wilkinson et al , 2021). Many blue-chip companies are ensuring the future success of new technologies by investing in technical and soft skills training while simultaneously developing AI-powered products and services (Jaiswal et al , 2021).…”

Section: Literature Reviewmentioning

confidence: 99%

Automation, artificial intelligence and future skills needs: an Irish perspective

Bukartaite,

Hooper

2023

EJTD

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Purpose This study explores insights from key stakeholders into the skills they believe will be necessary for the future of work as we become more reliant on artificial intelligence (AI) and technology. The study also seeks to understand what human resource policies and educational interventions are needed to support and take advantage of these changes. Design/methodology/approach This is a qualitative study where a sample of highly experienced representatives from a range of small to large Irish organisations, both public and private, provide insights into this important topic. Findings Findings indicate participants see a continued need for soft and hard skills as we evolve towards a more technologised workplace, with a need for employees to adopt a lifelong learning philosophy. As the knowledge economy in Ireland is well established, experts do not expect mass displacement to occur but differ with respect to the predicted rate of change. Novel HR interventions such as hiring for potential, pooling talent and establishing postgraduate supply contracts are seen as key. Current state interventions were mostly viewed positively but revamping of curricula is needed as well as stronger partnerships with tertiary institutions. Research limitations/implications The interpretivist nature of the study limits the generalisability of the findings as they are based on a relatively small sample from one country. Also despite the significant expertise of the sample, it is not possible to predict whether their forecasts will manifest. Practical implications This research highlights the need for Irish SMEs to embrace the impacts of automation and AI as many are seen to be slow in reacting to changes in technology. The study also reveals cutting edge talent management interventions for employers to adopt that will insulate them from the challenges technological change presents to recruitment and employee development. Originality/value The findings from this paper culminate in the development of a conceptual framework, which encapsulates the responsibilities of all parties so that future skills needs will be met. This highlights the interplay between employers, individuals/employees, the Irish Government and educational institutions, demonstrating how they are interdependent on one another as we move towards a more technologised future.

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“…As claimed by Haslinda (2009), there exists inconsistencies on the different roles played by HRD and HRM for workforce and organizational performance, which is as a result of the similarities they share on their goals towards improving productivity and efficiency. For example, in areas such as training and development, performance appraisals, talent development, talent management, and career development, as various literature on HRD and HRM have interchangeably employed its use to affirm the validity of the study’s purpose (Haslinda, 2009; Kaliannan et al, 2023; Nilsson & Eilstrom, 2012). This has therefore led to the establishment of blurred lines on the interconnection between HRD and HRM, in addition to delimiting the existing lines between talent development and talent management.…”

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

confidence: 99%

“…This has led to the blurring of lines between talent development and talent management. Researchers and practitioners in the field of HRD, HRM, and other management disciplines often use the terms talent development and talent management interchangeably which can create confusion for precise application (Haslinda, 2009; Kaliannan et al, 2023). However, to make the process more complicated, some scholars in the field of HRD have the belief that talent development supersedes talent management (Haslinda, 2009; Kaliannan et al, 2023; Khan & Khan, 2011).…”

Section: Challenges Encountered By Scholars and Organizations In Dema...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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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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Inclusive talent development as a key talent management approach: A systematic literature review

Cited by 84 publications

References 89 publications

Talent orchestration and boomerang talent: seasonally employed chefs’ evaluation of talent management practices

Talent orchestration and boomerang talent: seasonally employed chefs’ evaluation of talent management practices

Automation, artificial intelligence and future skills needs: an Irish perspective

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

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