Industry branding : attracting talent to weaker profile industries

There is global competition for engineering talent with some industries struggling to attract quality candidates. The ‘brands’ of industries and organisations are important elements in attracting talent in a competitive environment. Using brand equity and signalling theory, this paper reports a quantitative study examining factors that attract graduating engineers and technicians to engineering careers in a weak brand profile industry. The survey measures graduating engineers’ preferences for career benefits and their perceptions of the rail industry, which has identified a significant skilled labour shortfall. Knowledge of young engineers’ preferences for certain benefits and segmenting preferences can inform branding and communications strategies. The findings have implications for all industries and organisations, especially those with a weaker brand profile and issues with attracting talent.

Expertise in Business Process Management

As organizations attempt to become more business process-oriented, existing role descriptions are revised and entire new business process-related roles emerge. A lot of attention is often being paid to the technological aspect of Business Process Management (BPM), but relatively little work has been done concerning the people factor of BPM and the specification of BPM expertise in particular. This study tries to close this gap by proposing a comprehensive BPM expertise model, which consolidates existing theories and related work. This model describes the key attributes characterizing “BPM expertise” and outlines their structure, dynamics, and interrelationships. Understanding BPM expertise is a predecessor to being able to develop and apply it effectively. This is the cornerstone of human capital and talent management in BPM.

Still Fighting the "War for Talent''? Bridging the Science Versus Practice Gap

The purpose of this article is to identify some the most critical outstanding issues faced by practitioners in undertaking effective talent management. In spite of the global financial crisis, talent management will continue being one of the most important challenges faced by organizations in the coming decade. Workforce demographics and skills shortages are likely to make the "war for talent'' fiercer than ever before making effective talent management a competitive necessity. While talent management is rapidly developing as a research field, there are many areas and questions that need to be explored. These questions are likely to have a particularly important applied benefit as they represent some of the key challenges organizations are grappling with in effectively managing their talent. The article asks researchers in the field to consider the questions proposed in developing future research agendas.

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.

Innovation, talent attraction and retention

The success of an organization isn’t, in most cases, only shown trough their profits. Today the value of a company, with respect to its market value exceeds their financial quality. Intellectual capital is a major share in the value of the company. Managing employees with an emphasis on intellectual capital and talent is an emergency that arises in the path of human resource managers. The definition of intellectual capital and talent, leads us, first, to a high IQ (Intelligence Quotient), good schools and / or university results. But the intellectual capital and talent of an employee must be linked to his ability, to high performance and good results. How to manage, attract and keep these employees in organizations is also something that requires talent. Now, the basic skills of employees aren’t sufficient for competitive companies. There are currently required higher levels of skills, because there are a growing number of activities that involve "knowledge work". Most companies in the world have a great challenge for the coming years: the challenge of scarcity of talent. The most competitive companies will be those that have the most talented employees. In terms of originality, this paper aims to create discussion about the relationship between talent attraction, talent retention and innovation, as drivers of business competitiveness. The research is based on the categorization methodology defined by Yin (2003) as single case study carried out in a company that is specialized in high precision components.The findings presented here show a strong link between talents attraction, talents retention and innovation.

The bi-cultural option for international human resource management: the Japanese/Brazilian Nikkeijin example

This paper reports on an important subgroup of international boundary-spanners – immigrants and second or third generation migrants from the MNC's home country living in the subsidiary host country. We take as our example the Nikkeijin (Japanese immigrants and their descendants) in Brazil. Such bi-cultural people are a largely unexplored source of boundary-spanning internationally competent talent for multinational enterprises. Using two different surveys, we find that this group is recognized as a source of talent by Japanese MNCs, but that their HRM practices are not appropriate to attract and use them in their global talent management programmes.

Accessing talent : the foundation of a U.S. Army Officer Corps strategy /

This is the fourth of six monographs focused upon officer talent management in the U.S. Army. In it, the authors continue their examination of how the U.S. Army accesses, develops, retains, and employs officer talent. In particular, they focus upon the ways in which dynamic labor market conditions and generational preferences have shaped service propensity among potential officer prospects.

Towards a U.S. Army officer corps strategy for success : employing talent /

Efficient talent employment is at the core of the Army Officer Human Capital Model. However, the Army's current employment paradigm is unequal to the needs of a professional, volunteer Army facing the twin challenges of a competitive labor market and an increasingly complex global operating environment. It unduly prioritizes "fairness" when making assignments, has a narrowly defined pathway to senior leadership ranks, cannot see the talent it possesses, and suffers from severe principal-agent problems. Optimal employment theories, information age tools, and well-regulated market mechanisms can help the Army match individual officer talents against specific work requirements, reducing risk and achieving the depth and breadth of talent it needs, both now and in the future.

Handbook of human resource management in emerging markets

Bringing together a diverse set of key HRM themes such as talent management, global careers and employee engagement, this remarkably wide ranging work on managing human resources in more than 20 emerging markets is written by world-leading experts in HRM in emerging markets and based on leading-edge research and practice.

Gamification in Skills Management

Employees are the human capital which, to a great extent, contributes to the success and development of high-performance and sustainable organizations. In a work environment, there is a need to provide a tool for tracking and following-up on each employees' professional progress, while staying aligned with the organization’s strategic and operational goals and objectives. The research work within this Thesis aims to contribute to improve employees' selfawareness and auto-regulation; two predominant research areas are also studied and analyzed: Visual Analytics and Gamification. The Visual Analytics enables the specification of personalized dashboard interfaces with alerts and indicators to keep employees aware of their skills and to continuously monitor how to improve their expertise, promoting simultaneously behavioral change and adoption of good-practices. The study of Gamification techniques with Talent Management features enabled the design of new processes to engage, motivate, and retain highly productive employees, and to foster a competitive working environment, where employees are encouraged to be involved in new and rewarding activities, where knowledge and experience are recognized as a relevant asset. The Design Science Research was selected as the research methodology; the creation of new knowledge is therefore based on an iterative cycle addressing concepts such as design, analysis, reflection, and abstraction. By collaborating in an international project (Active@Work), funded by the Active and Assisted Living Programme, the results followed a design thinking approach regarding the specification of the structure and behavior of the Skills Development Module, namely the identification of requirements and the design of an innovative info-structure of metadata to support the user experience. A set of mockups were designed based on the user role and main concerns. Such approach enabled the conceptualization of a solution to proactively assist the management and assessment of skills in a personalized and dynamic way. The outcomes of this Thesis aims to demonstrate the existing articulation between emerging research areas such as Visual Analytics and Gamification, expecting to represent conceptual gains in these two research fields.

Star performers : task and contextual performance are components, but are they enough?

Identifying outstanding performers or ‘stars’ is a critical component of managing talent. However, organizational effectiveness in this area is limited by the current lack of guidance about the behaviour and characteristics of stars. We address this gap by combining a conceptual analysis with an empirical study involving 174 managers. Conceptually we examine the alignment of managers’ perceptions of outstanding performance with the well established task and contextual performance model and find this framework accounts for a core element in managers’ judgments about outstanding performers. However, a second, more qualitative approach finds that other dimensions including being self-directed, and a willingness to lead are also important. Our findings are consistent with a long-term trend toward identifying work effectiveness with highly discretionary, psychological and behavioural elements, and we consider the implications of this for the study and management of high level, individual effectiveness.

Developing Performance Mentoring Handbook

Over the last 40 years, the term mentoring has been hailed as an important workplace learning activity, and applied in a variety on contexts such as government departments, hospitals, schools and community settings. It has been used to support the learning and development of new employees and leaders, as well as for the purposes of talent management and retention. Not surprisingly, its meaning often depends on the purpose for which it has been used and the particular context in which it has been applied. Most adults can identify a person who has had a major positive impact on their lives, e.g. a boss, a coach or a teacher, who has acted as a mentor to them. Today, organisations are embracing the concept of mentoring as a professional development too through which improvements in efficiency, productivity and the passing of corporate knowledge and leadership skills can occur.