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Talent management in the new business world How organizations can create the future and not be consumed by it

Talent management in the new business world How organizations can create the future and not be... Purpose – This paper aims to advance the view that having a rigorous, cyclical, ongoing process around talent management may be the most important differentiator between organizational success and failure. Design/methodology/approach – The paper argues that the most effective talent‐management programs are built on four key components: differentiation; assessment and ranking; performance management; and transparency. It considers each in turn. Findings – The paper contends that the vital role that talent management plays in organizations is one that can create the winning conditions every other aspect of the business can use to move forward. Practical implications – The paper explains that leaders must ensure that, at any moment, they have the best employees working in their organization, and that every effort is being made to develop them for future challenges. Social implications – The paper describes a root‐and‐branch approach to talent management that will benefit individuals as well as the organizations they work for. Originality/value – The paper concludes that, by having a fully‐integrated, comprehensive talent‐management program, an organization will have a strong advantage over less‐focused competitors, and will be more likely to create the future rather than be consumed by it. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Human Resource Management International Digest Emerald Publishing

Talent management in the new business world How organizations can create the future and not be consumed by it

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Publisher
Emerald Publishing
Copyright
Copyright © 2011 Emerald Group Publishing Limited. All rights reserved.
ISSN
0967-0734
DOI
10.1108/09670731111163518
Publisher site
See Article on Publisher Site

Abstract

Purpose – This paper aims to advance the view that having a rigorous, cyclical, ongoing process around talent management may be the most important differentiator between organizational success and failure. Design/methodology/approach – The paper argues that the most effective talent‐management programs are built on four key components: differentiation; assessment and ranking; performance management; and transparency. It considers each in turn. Findings – The paper contends that the vital role that talent management plays in organizations is one that can create the winning conditions every other aspect of the business can use to move forward. Practical implications – The paper explains that leaders must ensure that, at any moment, they have the best employees working in their organization, and that every effort is being made to develop them for future challenges. Social implications – The paper describes a root‐and‐branch approach to talent management that will benefit individuals as well as the organizations they work for. Originality/value – The paper concludes that, by having a fully‐integrated, comprehensive talent‐management program, an organization will have a strong advantage over less‐focused competitors, and will be more likely to create the future rather than be consumed by it.

Journal

Human Resource Management International DigestEmerald Publishing

Published: Aug 30, 2011

Keywords: Talent management; Organizational performance; Employees development

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