Troubling some assumptions: A response to "The role of perceived organziational justice in shaping the outcomes of talent management: a research agenda"

This Commentary is a response to the paper by Gelens, Dries, Hofmans, & Pepermans in this Special Issue on the development of a theoretical framework for talent management. The authors' central argument and hypotheses remain essentially untroubled here as this Commentary instead problematizes a central assumption of their paper which is commonly taken for granted in the talent literature—i.e., that talent is in shortage. In addition, suggestions for theory development are given and a more critical approach to the assumptions upon which talent management is based is advocated

Sectors Expansion, Allocation of Talent and Adverse Selection in Development

This paper proposes a theory in which informational failures hindering an efficient operation of the economy are solved over the course development. Individuals are heterogeneous in terms of entrepreneurial talent, exhibiting different comparative advantages. Talent is subject to private information, giving rise to adverse selection problems. In this paper, adverse selection stems from sectors scarcity, which prevents some individuals from finding their "appropriate" sector. The availability of many sectors facilitates the allocation of individuals' unobservable talent. As a result, sectors expansion fosters growth because it helps to solve adverse selection problems. Successful long-run development is characterised by a continuous process of sectoral expansion, improved allocation of talent, and more efficient operation of financial institutions. Nevertheless, this model may also lead to poverty-traps; where economies are confined to a rudimentary situation with few sectors, poor allocation of talent, and underdeveloped financial institutions.Horizontal Innovation, Talent Allocation, Adverse Selection, Risk-Sharing

Problematising the ‘war for talent’: using Sen’s Capability Approach as a new framework for thinking about talent management

This article uses Sen’s Capability Approach primarily to conceptualise an evaluative framework for organizational talent management strategies but also to suggest a more human basis for identifying and recognising talent. Challenges presented by the Capability Approach to organizations in relation to workforce development are elaborated and are used to frame the development of a set of principles and questions that corporate leaders and human resource practitioners can use to evaluate proposed or existing talent programmes from a practical and ethical standpoint. The article provides an early contribution to the social and ethical evaluation of talent programmes and provides a basis for new theorizing in the field

Gender, networks and talent management : interim findings of a narrative inquiry

Despite an enduring concern with the acquisition, development and retention of talent, literature in the field has tended to retain a practitioner focus. More recent work, however, includes attempts to develop a more robust empirical and critical perspective, with occasional calls for an analysis of the gendered aspect of talent management. This paper is aimed at partially filling the ‘gender gap’ in talent management research. Part of a larger narrative study, findings presented here focus particularly on the role of networks in gendering the translation of talent management into practice

Credit Constraints, Entrepreneurial Talent, and Economic Development

In this paper, we formalize the view that economic development requires high rates of productive entrepreneurship, and this requires an e¢ cient matching between entrepreneurial talent and production technologies. We …rst explore the role of …nancial development in promoting such e¢ cient allocation of talent, which results in higher production, job creation and social mobility. We then show how di¤er- ent levels of …nancial development may endogenously arise in a setting in which …nancial constraints depend on individual incentives to mis- behave, these incentives depend on how many jobs are available, and this in turn depends on the level of …nancial development. Such com- plementarity between labor market and …nancial market development may generate highly divergent development paths even for countries with very similar initial conditions.Credit constraints, allocation of entrepreneurial talent, productive and unproductive entrepreneurs, economic development.

Credit Constraints, Entrepreneurial Talent, and Economic Development

In this paper, we formalize the view that economic development requires high rates of productive entrepreneurship, and this requires an efficient matching between entrepreneurial talent and production echnologies. We first explore the role of financial development in promoting such efficient allocation of talent, which results in higher production, job creation and social mobility. We then show how different levels of financial development may endogenously arise in a setting in which financial constraints depend on individual incentives to misbehave, these incentives depend on how many jobs are available, and this in turn depends on the level of financial development. Such complementarity between labour market and financial marketdevelopment may generate highly divergent development paths even for countries with very similar initialcredit constraints; allocation of entrepreneurial talent; productive and unproductive entrepreneurs; economic development

What are the Best Practices for Talent Planning?

As part of business strategy planning, talent planning plays an essential role in positioning a company to maximize the effectiveness of talents and gain competitive advantages. Talent planning can be viewed much broader than succession planning. It encompasses a wide range of positions and numbers of employees across an organization. Aligning with the company’s strategies and goals, talent planning is an ongoing process and its life cycle comprises planning, selecting, developing, promoting, and replacing. The core purpose of all the activities is to retain valuable employees. An analysis by Kenexa® disaggregates talent planning program into four dimensions: Career Planning, Talent Development, Leadership Development, and Succession Planning. These four dimensions ascertain the depth and width of talent planning programs

What is the Payoff of HiPo Programs, and Are Companies De-Investing in Them?

[Excerpt] The average firm spends 27% of its learning and development budget on its high-potential (HiPo) programs, and two-thirds of companies divert budget away from other talent investments to fund HiPo initiatives. Companies believe in the value of HiPos and are thus heavily investing in them, however many are struggling to generate a return on investment. In fact, research from the Corporate Executive Board shows that 73% of HiPo programs show no return on investment. Bleak ROIs are resulting in some companies reevaluating their strategies for these formal programs or considering de-investing in these programs altogether. Prior to de-investing it’s essential to weigh the options of modifying the program in place versus reallocating the budget for investments in alternative talent development practices

Knowledge Spillover Agents and Regional Development

It is widely recognised that knowledge and highly skilled individuals as "carriers" of knowledge (i.e. knowledge spillover agents) play a key role in impelling the development and growth of cities and regions. In this paper we discuss the relation between the mobility of talent and knowledge flows. In this context, several issues are examined, including the role of highly skilled labour for regional development, the features that characterise knowledge spillovers through labour mobility, the key factors for attracting and retaining talent as well as the rise of "brain gain" policies. Although the paper deals with highly skilled mobility and migration in general, a particular attention will be paid to flows of (star) scientists.Series: SRE - Discussion Paper