Talent Strategy: Alignment and Integration

Turner, Paul

doi:10.1007/978-3-319-57888-0_6

Cited by 1 publication

(2 citation statements)

References 41 publications

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“…Similarly, the result for TM professionals was also not different, since their response for most of the questions was 'agree (38.3%) or strongly agree' (37.2%). These results are in line with the findings of the studies conducted by Huselid (2018), Turner (2018), Salasoo et al (2013), Cognizant (2012), Rampersad (2008) and Huselid et al (2005).…”

Section: Discussionsupporting

confidence: 90%

“…Keeping above in view, it has been noted that in the existing literature there is strong support for the development of organizational TM scorecard to measure the TM efforts in organizations (Huselid, 2018;Turner, 2018;Salasoo et al, 2013;Cognizant, 2012;Rampersad, 2008;Huselid et al, 2005). Furthermore, need for alignment of TM strategy with the business strategy has also emerged as a vital strategic concept, since this alignment will enhance the performance and will also generate a competitive advantage for the organizations (Lawler, 2018;Collings et al, 2017;PMI, 2014;Kaplan and Norton, 1996).…”

Section: Literature Reviewmentioning

confidence: 99%

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The logic for organizational talent management scorecard

Warraich¹,

Ahmed²

2020

Int. j. adv. appl. sci.

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The purpose of this study is to explore how academicians and talent management (TM) professionals (internationally and locally) perceived TM. Primarily, the intention is to report their views regarding the measurement and strategic alignment facets of the TM, in order to find out if TM does indeed require more attention. To carry out this task, a survey was conducted to understand the views of academics and TM professionals. Data was collected from both the academics (who have a research interest in the field of TM) and the TM professionals involved in ensuring the right talent for the organizations. A self-administered questionnaire was distributed to 200 academicians and TM professionals (locally/internationally), 102 duly filled questionnaires were received that makes a response rate of 51%. Apart from filling the questionnaire, the respondents were also requested to explicitly express their views regarding the measurement and strategic alignment aspects of TM in organizations. The result of the survey supported the idea of the development of TM scorecard for effective TM in organizations. Finally, the survey offers justification factors for the preparation of the organizational TM scorecard, which will be helpful in the effective implementation of TM strategies in organizations since it could help the organization to achieve a competitive advantage.

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Section: Discussionsupporting

confidence: 90%