Talent Management: A Review of Theoretical Perspectives and a Guideline for Practioners

Abstract

Today's knowledge-intensive business environment elevates the importance of human resources to being rare and inimitable resources. A resource-based view (RBV) holds that organizations can gain competitive advantage by utilizing available rare and inimitable resources and that motivates practioners and scholars to focus on talent management (TM). In TM field, it is mostly stated that there is a lack of clarity on dimensions, definitions and theoretical framework of TM. Although RBV is predominantly underpins the talent management field as a theoretical lens, but also new theoretical perspectives are proposed to fill the theoretical gap in the field. Thus, this study aims to contribute to the field by discussing the existing perspectives and approaches. Subsequently, TM practices are provided in its processes; defining, developing and retaining.

Leadership talent mindset as a catalyst for talent management and talent retention: The case of a Botswana local government institution

“…According to the resource-based view of talent management, a workplace's direct source of competitive advantage lies in its intangible internal assets, namely talent (Davis & Simpson, 2017). Talented individuals in this context are characterised by value, rareness and inimitability (Tetik, 2016). The ongoing 'war' for scarce talent requires local government institutions to be more proactive in anticipating and planning their future workforce resource needs (Stuss, 2020).…”

“…Mabope's (2018) study revealed that local government institutions' recruitment and selection functions are merely focused on filling vacancies and not on acquiring the necessary skills and competencies. Tetik (2016) advises that organisations should instead follow the appropriate channels to acquire talent. According to Kalav-Idrisoglu (2014), failure by public institutions to recruit the appropriate quantity and quality of human resources results in negative consequences such as poor service delivery and reputational risk.…”

Performance Evaluation of Humanities and Social Sciences Scholarship Programs in the Thai Higher Education System

“…The monitoring of human resources development in higher education is an ongoing process that provides information on whether a program is making progress toward its objectives. This study is relevant to the Resource-Based view [35], which provided valuable outcomes for examining the role of human resources performance in gaining a competitive advantage. The resource-based view supports this study in that employee's performance and talent management can enhance the adaption of human resources development [36].…”

Skill Mapping, Talent Pool Management and Organisational Development: Evidence from Professional Bodies in Nigeria

“…Furthermore, resource-based view theory is of the view that those specific competencies within an organisation may be enhanced to gain sustainable competitive advantage and development of the business by adapting human resource system (Tetik, 2016). Mapping of skills and competencies has been connected to the efforts of companies to improve their workforce in order to increase innovation, development and effectiveness (Draganidis and Mentzas, 2006;Tatoglu, Glaister & Demirbag, 2016).…”