Talent Management in South Asia: Prospects and Challenges

Abstract

Talent management (TM) strategies are becoming significant to gain competitive and sustainable advantages through proper utilization of talent. The current study aims to investigate the concept of talent management along with its major strategies and to analyze the prospects and challenges of talent management in the context of South Asian countries. Using a comprehensive search of previous articles, the researchers critically reviewed the emerging strategies, prospects, and challenges of talent management. Particularly, this paper contributes to precisely defining talent, talent management, strategies of talent management, and its significance for the organizations. The study concluded that the significant challenges encompassing the talent management spheres of South Asian countries are many. They include a problematic process of identification of potential talent due to a shortage of skilled labor force, development and nourishment of talent by overcoming the bureaucratic and traditional management style, rife competition for the limited talent pools, non-existent of strong employer brand trend and ongoing brain drain. However, TM appears as prospectus towards South Asian countries as previous studies found that TM strategies contribute to improving financial and non-financial performance, employee productivity, degree of employee commitment, customer satisfaction and reduced turn-over rate. Furthermore, after analyzing the prospects and challenges of talent management, this paper provides future research direction to conduct more research in the field of talent management.

Role of Talent Development on Talent Engagement and Self-Efficacy: A Structural Model

“…As an indispensable part of talent management, talent engagement appears to be an important indicator to predict the success rate of organizations. Talent engagement is the inclination and involvement of the talented employees with their job role in order to achieve organizational goals (Ali & Guha, 2018;Ellis & Sorensen, 2007).…”

Does Social Barriers Influence Women's Intention toward Entrepreneurship?

“…However, the feasibility of training and ease of obtaining funds for female students may require further investigation. Talent attraction, talent hunt and talent development programs are very useful strategies (Ali and Guha, 2018) which can be adopted by Bangladeshi government particularly focusing on female students to create new female entrepreneurs. The extent of financial barriers on entrepreneurial intention is still a research gap in Bangladesh.…”

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“…Talent engagement is an important strategy of talent management. Ali and Guha (2018) defined talent engagement as a favourable outlook of the employees in the organization towards organizational values and performance. According to their findings, talent engagement has remarkable contribution in this disruptive, digital, post-industrial economy where innovation, flexibility and speed of the employees play a vital role in any market winning business.…”

“…The career path of talents improves through the proper learning and development which inspire them to involve more in the assigned tasks (Ali, Hossain, & Ahmed, 2018;Mehdiabadi & Li, 2016). Being a source of non-monetary benefit and instrument for employee motivation, talent development increases the appeal for the organization making employees engaged to their assigned jobs (Ali, 2020;Ali & Guha, 2018). Several talent development programmes, aimed at achieving psychological skills to tackle the challenges of the 21st century, transform the potential talents or gifted people into exceptional performer (Olszewski-Kubilius, Subotnik, &…”

“…Through the current study, practitioners, trainers and academicians would understand the impact of talent development on the extent of engagement and self-efficacy. A good number of studies (Ahmed, Phulpoto, Umrani, & Abbas, 2015;Ali & Guha, 2018;Bümen, 2009;Chami-Malaeb & Garavan, 2013;Chandani, Mehta, Mall, & Khokhar, 2016;Coutinho, Mesquita, & Fonseca, 2016;Delaney & Royal, 2017;Islam, Ali, & Hasan, 2020;Luthans & Peterson, 2002;Mehdiabadi & Li, 2016;Olszewski-Kubilius et al, 2016;Olszewski-Kubilius & Thomson, 2015;Shuck & Wollard, 2010;Wang & Neihart, 2015;Yoon & Kayes, 2016;Yuen, Gysbers, Chan, Lau, & Shea, 2010) have been done previously on TD, TE and SE but none of the studies focused on the three constructs together. Besides, insignificant numbers of empirical studies have been performed on TD, TE and SE in the context of Bangladesh.…”