China
Africa
Explore chapters and articles related to this topic
Step 7:
Published in William J. Rothwell, Phillip L. Ealy, Jamie Campbell, Rethinking Organizational Diversity, Equity, and Inclusion, 2022
Rothwell says that organizations with effective succession planning and management programs “must have a means by which to replace key job incumbents as vacancies occur in their positions. Promotion from within is a time-honored and crucially important, albeit traditional, way to do that” (Rothwell 2015, 255). “A robust succession management strategy provides a roadmap for succession and leadership continuity. It further guides development activities of identified successors, serves to anticipate and manage issues of career ambition and avoids transition problems and premature promotions” (Stadler 2011, 266). Talent reviews are an essential part of the succession planning and management process.
Organizational Demand: What Do We Need for Success?
Published in Michael A. Couch, Richard S. Citrin, Strategy-Driven Leadership, 2019
Michael A. Couch, Richard S. Citrin
Why translate strategy into competencies and not something else, like personality traits? The key driver for us is (surprise) research evidence. Research reported using a very large sample of multi-rater assessments (n = 22,014) from around the globe found that competencies accounted for 45% to 64% of the variance in leadership performance (how much differences in job performance can be explained by competencies) across four organization levels (Korn Ferry, 2014). The strength of this finding is important because it means talent management processes built upon competencies can exhibit high levels of reliability and validity.
Competence Management in Practice
Published in Rolf Medina, Managing Project Competence, 2018
But what is a talented employee? Many companies consider all employees to be talented, whereas other companies only track the talents of people suitable for executive levels. Using the competence lemon approach, every employee is a talent, especially because it is possible to develop all dimensions of the competence lemon based on the need for a specific role. Furthermore, this view of talent is very useful for succession planning, in which the organization aims to have a successor for a specific role.
Optimization of Organizational Design
Published in Journal of Computer Information Systems, 2022
Dyin Mabe, Guilherme Esmael, Manoel Burg, Patricia Soares, Leila Halawi
The talent management system should help employees develop business motivation, ownership, decision-making, and performance. It also allows them to be part of horizontal and/or vertical experiences that can make them more robust and prepared for the level of autonomy required. Developing resources is critical for any organization. This statement can be justified when taking a closer look at the United States of America job market: more than three-quarters of manufacturers say a scarcity of skilled workers is holding back their business. This information was collected and distributed by the National Association of Manufacturers in 2005,19 stating that employers have difficulty satisfying a growing demand for highly skilled workers. The match between goals and resources is crucial for faster process execution, effectiveness, employee satisfaction, and airline success. In addition to technical skills development, technologies can create, deploy, and support new solutions more effectively. Tools like hackathons and crowdsourcing can create a virtual collaboration to meet airline needs and develop solutions quickly.20
Predictive HR analytics and talent management: a conceptual framework
Published in Journal of Management Analytics, 2021
R. Navodya Gurusinghe, Bhadra J. H. Arachchige, Dushar Dayarathna
Becker et al. (2009, as cited in Huselid & Minbaeva, 2019) emphasised that HR analytics could offer to treat employees equitably. For example, analytics can be a support of talent management decisions such as identifying strategic positions of the organisations that affect organisational performance, identifying a talent pool to fill such positions, monitoring talent performance and managing talent retention (Minbaeva & Vardi, 2019). However, Russell and Bennett (2015) highlighted that HR function is lagged making better decisions based on data especially in talent management because most of the related variables such as personality is challenging to quantify and the relationship among such variables and organisational performance is not entirely understood. Making the right decisions in talent management is challenging as decision-makers generally have limited data to draw conclusions on which individual fits best for which opportunity or which role. As a result, decision-makers of many organisations make their decisions based on their gut feeling, personal experience and/or based on the corporate belief system. Making the right decisions in talent management is hard, and if not make right, it causes a massive cost for the organisation. Consequently, organisational performance is sure to suffer. Russell and Bennett (2015) argued that applying data-driven talent appraisal system (TAS), organisations can make effective decisions in talent management using three cases indicating how data can be used to make better decisions on talent management and thereby improve organisational performance.
Understanding the “gut instinct” of expert coaches during talent identification
Published in Journal of Sports Sciences, 2021
Alexandra H. Roberts, Daniel Greenwood, Mandy Stanley, Clare Humberstone, Fiona Iredale, Annette Raynor
All coaches believed that talent is something that makes an athlete stand out. It is the “X-factor” that makes a coach think “he’s got something special”. Coaches described a talented athlete as one who has “potential” and “natural” ability but is also willing to be coached and “put in the work”. Talent was seen as a dynamic component, in that athletes can “become” talented. Coaches believe that (current) talent is something that anyone can spot, differentiating between seeing current talent and being able to predict who will possess it in the future. The idea of being able to identify talent was likened to a “prediction” or “forecast”, and when coaches spoke of talent versus talent identification, it was separated into the idea of “current” versus “future” talent. Ultimately, all coaches agreed as to what “talent” and “talent identification” meant, but how they see and interpret this talent differs between coaches. Based on this understanding, we will define “talent” as the potential to perform well in the future (at the elite level), and “talent identification” as the skill of being able to judge the probability of future success and choose the “right athlete at the right time” (Coach 22).