Talent Management

by

Table of Contents

CHAPTER 1: INTRODUCTION1

Background of the Study1

Aim of the research1

Research Objectives1

Time scale2

CHAPTER 2: LITERATURE REVIEW3

Talent3

Talent Management3

Human Resources Management and Talent Management4

Talent Management in Organizational Development4

Conceptual Framework5

CHAPTER 3: METHODOLOGY6

REFERENCES8

CHAPTER 1: INTRODUCTION

Background of the Study

The complex interaction between managerial best practices and employee retention is a problem facing many organizations. “Research consistently shows that the daily interactions between employees and their direct supervisors is more critical than any other factor on employee morale, quality of work, productivity and, ultimately, retention” (Cappelli, 2008, pp 74). Managers are key players in protecting the organization's reputation as they create an environment in which an employee can feel valued by the organization. Managers need to cultivate relationships with employees by providing (a) talent management, (b) clearly communicated culture, (c) conflict management, (d) change management, and (e) performance management. Management's goals should include personal development as well as development of their employees. To help retain high performing employees, it is essential to investigate the role that managers play in retention and talent management (Davies, 2006, pp 24).

Aim of the research

The research aims to assess the concept of talent management in Emory University.

Research Objectives

To investigate human resource (HR) practitioners' perspectives on talent management in terms of their definition and understanding

To assess trends in talent management in business organizations

To identify the role of talent management in organizational

To identify the relation between human resource management and talent management.

Time scale

Time is an important factor when considering project work. One needs time to allow adequate problem diagnosis before decisions are made about appropriate strategies and means of implementation, however, this must remain flexible to allow for unforeseen factors. Time scales have to be appropriate, realistic and achievable. According to researchers, a general guide for any extended project or research is to plan to use only 75% of the supposed time available, which should be tentatively allocated as follows: -

Introduction5%

Literature review35%

Research methods10%

Data collection20%

Analysis15%

Conclusions and recommendations10%

Bibliography and appendices5%

CHAPTER 2: LITERATURE REVIEW

Talent

Many researchers provided various definitions of the term “talent” in different perspectives. Dwan (2002) points out that talent refers to a natural recurring pattern of thought, feeling or behaviour that can be productively applied. Talent naturally exists within people, while skills and knowledge must be acquired. They preferred the term strengths, which are made up of a combination of knowledge, skills, and talents (Dwan, 2002, pp 46). People's talents are innate, whereas skills and knowledge can be acquired through learning and practice. When talent is augmented with knowledge and skill, the results become individual strengths. Becker (2005) wills that natural talents are stable over time and are the key to effectiveness. Barney (2002) emphasize that it is never possible to possess strengths without requisite talent.

Talent Management

There is no single consistent or concise definition of talent management because the terms “talent management strategy”, “succession planning” and “human resource planning” are often used interchangeably. Michaels (2002) identify three perspectives on the concept of talent management. First, talent management is merely a substitute for the label talent management for human resource ...