Volume 6, Issue 4, July 2014, Pages 1011–1018
Dennis Uba Donald1
1 Department of Pure and Applied Psychology, Faculty of Social and Management Science, Adekunle Ajasin University, Akungba-Akoko, P.M.B. 001, Ondo State, Nigeria
Original language: English
Copyright © 2014 ISSR Journals. This is an open access article distributed under the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
In a competitive marketplace, talent management is a primary driver for organizational success. Broadly defined, talent management is the implementation of integrated strategies or systems designed to increase workplace productivity by developing improved processes for attracting, developing, retaining and utilizing people with the required skills and aptitude to meet current and future business needs (Collings & Mellahi, 2009). The purpose of this essay is to link talent management intervention in contributing to HR practice of recruiting, training and development at the organisational level. In other words, the essay examines the effect of talent management on the HR practice of employee training and selection in the organisation. This essay therefore, provides a comprehensive account of the correlates, contexts, theoretical frameworks, talent pool development, examining the role of HR in finding the right people, employee engagement practices, while measuring business impact of talent management, challenges of talent management and outcomes of talent management from recent literatures and research findings in the field of HR Management practice in recruitment and training. Despite the growing popularity of talent management and over a decade of debate and hype, the concept of talent management remains indistinct. A recent paper concluded that there is "a disturbing lack of clarity regarding the definition, scope and overall goals of talent management". This paper thus proposes the explanation in the area of talent management as it concerns recruitment and training of employees. While there have been some useful theoretical contributions to date (Boudreau & Ramstad, 2007; Cappelli, 2008), heretofore the theoretical foundations of talent management have been relatively sparse. If talent management is to gain more mainstream acceptance then the theoretical foundations which underpin it must be advanced.
Author Keywords: Talent management, Human Resources, Employee Engagement, Employee Training.
Dennis Uba Donald1
1 Department of Pure and Applied Psychology, Faculty of Social and Management Science, Adekunle Ajasin University, Akungba-Akoko, P.M.B. 001, Ondo State, Nigeria
Original language: English
Copyright © 2014 ISSR Journals. This is an open access article distributed under the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
Abstract
In a competitive marketplace, talent management is a primary driver for organizational success. Broadly defined, talent management is the implementation of integrated strategies or systems designed to increase workplace productivity by developing improved processes for attracting, developing, retaining and utilizing people with the required skills and aptitude to meet current and future business needs (Collings & Mellahi, 2009). The purpose of this essay is to link talent management intervention in contributing to HR practice of recruiting, training and development at the organisational level. In other words, the essay examines the effect of talent management on the HR practice of employee training and selection in the organisation. This essay therefore, provides a comprehensive account of the correlates, contexts, theoretical frameworks, talent pool development, examining the role of HR in finding the right people, employee engagement practices, while measuring business impact of talent management, challenges of talent management and outcomes of talent management from recent literatures and research findings in the field of HR Management practice in recruitment and training. Despite the growing popularity of talent management and over a decade of debate and hype, the concept of talent management remains indistinct. A recent paper concluded that there is "a disturbing lack of clarity regarding the definition, scope and overall goals of talent management". This paper thus proposes the explanation in the area of talent management as it concerns recruitment and training of employees. While there have been some useful theoretical contributions to date (Boudreau & Ramstad, 2007; Cappelli, 2008), heretofore the theoretical foundations of talent management have been relatively sparse. If talent management is to gain more mainstream acceptance then the theoretical foundations which underpin it must be advanced.
Author Keywords: Talent management, Human Resources, Employee Engagement, Employee Training.
How to Cite this Article
Dennis Uba Donald, “TALENT MANAGEMENT AND HUMAN RESOURCE PRACTICES,” International Journal of Innovation and Applied Studies, vol. 6, no. 4, pp. 1011–1018, July 2014.
