Preparing for Growth: Human Capital Innovations in Charter Public Schools

Examines charter management organizations' strategies for boosting the supply of effective leaders and teachers, including recruiting and retaining talent, growing in-house talent; extending their reach; and importing and fostering management talent

What do we mean by the term "talent" in talent management?

Purpose – The purpose of this article is to consider the ways the notion of “talent” has developed over many years, both historically and linguistically, in a number of European and non-European languages and in use in organisations, and its use in talent management. Design/methodology/approach – The information was gained from a literature review of key reports on talent management and a major review of ten organisations across sectors and by interviewing over 100 individuals involved in talent management programmes in the UK and abroad. Holden and Tansley also conducted a philological analysis of the word “talent” from both an historical and a linguistic-comparative perspective analysing publications by consultancies and articles in the management press considering both literal (denotative) definitions and metaphoric (connotative) associations of the term talent in English, noting contrasting usages of the word in other languages

Second chances: Investigating athletes’ experiences of talent transfer

Talent transfer initiatives seek to transfer talented, mature individuals from one sport to another. Unfortunately talent transfer initiatives seem to lack an evidence-based direction and a rigorous exploration of the mechanisms underpinning the approach. The purpose of this exploratory study was to identify the factors which successfully transferring athletes cite as facilitative of talent transfer. In contrast to the anthropometric and performance variables that underpin current talent transfer initiatives, participants identified a range of psychobehavioral and environmental factors as key to successful transfer. We argue that further research into the mechanisms of talent transfer is needed in order to provide a strong evidence base for the methodologies employed in these initiatives

How Can Organizations Best Identify and Develop Talent for General Management (GM) Roles?

[Excerpt] Effective leadership is a unique competitive advantage. Companies with effective leadership experience a 15.7% equity premium while companies with ineffective leadership experience a 19.8% equity discount. Furthermore, it costs less and takes companies a shorter amount of time to develop talent internally over acquiring it externally. To ensure high potential (HiPo) talent succeeds in GM roles, companies can identify proper leadership competencies, identify talent that fits these competencies, and develop this talent accordingly

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

A Capability Approach to talent management

This paper takes a fresh and radical look at organisational talent management strategies. It offers a critique of some of the prevalent assumptions underpinning certain talent management practices, in particular those fuelled by the narratives of scarcity and metaphors of war. We argue that talent management programmes based on these assumptions ignore important social and ethical dimensions, to the detriment of both organizations and individuals. We offer instead a set of principles proceeding from and informed by Sen’s Capability Approach. Based on the idea of freedoms not resources, the Approach circumvents discourses of scarcity and restores vital social and ethical considerations to ideas about talent management. We also emphasise its versatility and sensitivity to the particular circumstances of individual organisations such that corporate leaders and human resource practitioners might use the principles for a number of practical purposes

Sustainability and the Talentship Paradigm: Strategic Human Resource Management Beyond the Bottom Line

[Excerpt] This paper proposes such a framework that simultaneously shifts the prize to reflect Sustainability and shifts the paradigm of HRM toward a decision science called “Talentship” (Boudreau & Ramstad, 2002). It defines Sustainability and its measures, defines the typical connection between HRM and sustainability using the traditional HRM paradigm. Then, the HC BRidge® talent decision framework that connects HRM, talent, and competitive/financial strategic success, is used to logically make similar connections between HRM, talent and sustainability. Examples from Shell and DuPont show how the combination of shifting the prize and the paradigm reveals pivotal roles for talent that are not apparent with traditional definitions of strategic success and the traditional HRM paradigm

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

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

Talent management in academia: the effect of discipline and context on recruitment

Although talent management is widely discussed in large for –profit organisations and multinationals, it has been little discussed in relation to higher education. This paper examines one aspect of talent management, recruitment, in academia in accounting, in two different countries, Scotland and the Republic of Ireland. It frames the study around three dilemmas - transparency versus autonomy, the power of human resources versus the power of academics, and equality versus homogeneity. It considers the recruitment context and drivers, what this tells us about how talent is defined, and the insights that can be gained from comparing recruitment across different disciplines and geographical contexts. By examining recruitment in one discipline across different contexts we show that recruitment is influenced by a complex interplay between subfield and context which can be linked to the strategic priorities of universities in the three contexts, resulting in different definitions of talent