The Design and Validation of the Renewed Systems-Oriented Talent Management Model

Abstract

Within the field of talent management, it is common to make use of assessments in order to select and appoint the best fitting human talent at the right moment and for the right time. Characteristic for current assessment instruments is that they primarily focus on measuring the talents and motives of (potential) employees. There is no known psychometric test instrument available that links these human characteristics to the strategy and purpose of an organisation. In order to bridge this gap, this chapter introduces the systems-oriented talent management (STM) model. The STM model is elaborated into three STM diagrams in which business purpose and human talent are aligned from both a managerial and a psychological perspective. The management building blocks framework and the systems theory, applied to the field of organisation, are used to describe the interrelations between the components of the STM model. Lexical-semantic analyses are conducted to link human talent to the core elements of an organisation's purpose. This study contributes to achieving a sustainable match between organisations and their employees that, in our rapidly changing world, is able to move along with continuous adaptations in business strategy and the associated adjustments in team compositions and tasks. However, not only the workplace is subject to change. The field of education is affected as well, and the pupils and students of today are the employees of tomorrow. Therefore, this chapter also explores the possible application of the STM in the educational world.

Critical success factors for integrating talent management strategies with wellness interventions

“…The multi-perspective of talent management is valuable for the development of talent management research, but traditional academic research is rarely integrated or linked in a broader perspective (Azma et al, 2019). To strengthen the theoretical basis of talent management, it is necessary to build and integrate human resource management and organisational behaviour theory and practice (Brouwer et al, 2019). Hence, talent philosophies that capture human resource (HR) managers' inherent beliefs about the value and instrumentality of talent will influence how they perceive, interpret or adopt talent-centric practices (Dong, 2019;Meyers, Van Woerkom, Paauwe, & Dries, 2019).…”