Literature Review On Talent Management

The concept of “competency” was introduced by Harvard’s distinguished psychologist, David Mc Clelland to the human resource’s body of knowledge, to improvise the selection procedures of United States Information Agency (Mc Clelland, 1973).Competency mapping has been found to be one of the most important strategy for effective performance of talent management practices like sucession planning, development and retention (Nair, 2012).Competence is one of the essential elements which signifies a talented incumbent (Gallardo-gallardo, Dries, & González-cruz, 2013; Ulrich, Brockbank, Johnson, & Younger, 2007), once developed in a better way, leads to excellent and exceptional job performance (Gallardo-Gallardo et al., 2013).Competency being very old concept having its footprints in Roman history, they used to practice a similar function that of competency profiling to detail out the attributes of “good Roman soldier”.By this approach, talent managers keep their focus on preparing a group of highly potential candidates for organizations future leadership positions (Lewis & Heckman, 2006).These positions are based on roles required at different times, and these requirements are filled with a combination of “internal development and external recruitment” (Collings & Mellahi, 2009).

TM also takes care of both individual and organizational need in order to find talent within and retain them for tough competition times.Competency-based approaches have been critical to many organizational functions like succession planning, performance management, and human capital planning.These approaches were eminent, as they eased the process of skill, knowledge, ability, and behavior identification to manage right human capital for current and future needs, aligned with that of business strategy.These are the important tools and well as contributors towards human talent management and value creation.Competency Focus We utilized the term pivotal competencies to refer the set of crucial skills (talent component) that organization can develop among high potential (talent) employees towards the value driven organization.Despite the increasing interest of practitioners along with the academicians, research in this area is still in growing stage (Dries, 2013).The research available in this area is mostly that of conceptual, theoretical, and review based among a few empirical.Future research directions will explain how human talent management researchers will work on the integration of relationship and contribute towards the maturity of talent management by further exploring and validating the model empirically to enhance the body of knowledge.Human Talent Management Many researchers believe that talent management is mere rebranding of human resource management; while we analyzed that it has more specific approaches towards talent (high potential and high performers).The focus of this paper is to review the existing relevant literature and to identify different constructs of human talent management (competency focus, talent pooling, talent investment and talenting orientation), and their influence on organization’s value creation.Further, propose a conceptual model and few propositions, which may enhance our understanding how talent management orientation influences the value creation of a firm.

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  1. Occupancy at the Bicutan Rehabilitation Center, for example, has been stretched more than double its capacity of 550 beds. Bien Leabres has been forced to provide less one-on-one counseling and more group therapies and activities.