Talent Identification and Development in Tennis

Accurately identifying individuals at a young age who are most likely to excel in a given sport remains a pursuit for coaches, parents and national governing bodies worldwide. In a sport such as tennis, the financial investment needed to support a player’s development is substantial, although this is offset by the vast sums of money that are on offer for those few elite players who reach the very top of the game. As such, tennis can be considered to represent a high risk, high reward venture, where the value of being able to better identify those who are likely to ‘make it’ takes on extra emphasis. The debate surrounding the timeless ‘nature versus nurture’ conundrum rumbles on and shows no sign of abating. The relative contribution that deliberate practice (Starkes & Ericsson, 2003) as opposed to genetics (Tucker & Collins, 2011) play in the development of champions remains a contentious issue. Popular texts such as ‘Bounce’ (Syed, 2010) and communications intended specifically for tennis coaches (Roetert, Kovacs & Crespo, 2009) have served to engage a wider community in the debate. It is the intention of this short article to summarize the key points emerging from this body of work and to offer some guidance to coaches moving forward.

University Chorale Talent Show February 10, 2007

Concert Program for University Chorale Talent Show February 10, 2007

The impact of talent management practices on employee retention: The moderator effect of leader-member exchange and role modeling

Organizations are undergoing serious difficulties to retain talent. Authors argue that Talent Management (TM) practices create beneficial outcomes for individuals and organizations. However, there is no research on the leaders’ role in the functioning of these practices. This study examines how LMX and role modeling influence the impact that TM practices have on employees’ trust in their organizations and retention. The analysis of two questionnaires (Nt1=175; Nt2=107) indicated that TM only reduced turnover intentions, via an increase in trust in the organization, when role modeling was high and not when it was low. Therefore, we can say that leaders are crucial in the TM context, and in sustaining a competitive advantage for organizations.

Managing talent through developmental job experiences (DJE): The mediating role of DJE between HPWS and employees' outcomes

In the competitive landscape of the 21st century, effectively managing human capital in firms is considered to be a potential source of sustainable performance. Therefore, in this study, we tested the influence of high-performance work systems, as a talent management tool, on employees’ experience of developmental jobs. Then, we tested the mediating effect of such experiences on employees’ engagement, exhaustion, performance and turnover intention. With a sample of 254 employees of a diversity of companies and sectors of activity, our findings demonstrated that high-performance practices increase engagement, via the promotion of developmental experiences of fit, which improves performance and decreases turnover intention. Besides, those practices do not control for the pressure dimension of the developmental job experiences that increases exhaustion and turnover intention despite not worsening performance.

新刻才美巧相逢. 宛如約Xin ke cai mei qiao xiang feng. — Yuan ru yue.Rencontre du talent, de la beauté et de l'industrie : contrat de Yuan ru ; nouvelle édition.

Roman par Xi hua zhu ren. Gravé au Zui yue shan ju.4 livres (16 hui).

Detecció o desenvolupament del talent? Factors que motiven una nova orientació del procés de detecció de talents.

Resumen tomado del autor

Nurturing Talent HE STEM Project Report

This is the final report outlining the findings of our evaluation of a Widening Participation initiative involving young members of the Somali community in Brent, London.