Practical connection Assignment
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Bratton_PPT101.pptxOrganizational Leadership
John Bratton
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Part 3
Managing people and leadership
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Talent management and leadership
Chapter 10
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Learning outcomes
After completing this chapter, you should be able to explain and evaluate:
The nature of talent and the complexities and organizational challenges surrounding talent management.
Leaders’ and line manages’ roles in talent management and capacity building.
The value and limitations of talent collaborations, and.
The critical research that challenges the mantra of ‘talent are our most valuable asset’.
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The nature of talent and talent management (TM)
Early conceptualization of TM focused on human resource planning and recruitment activities.
Meyers and van Woerkom (2014, p.192), argue that TM comprises ‘the systematic utilization of human resource management…activities to attract, identify, develop, and retain individuals who are considered to be ‘talented’’ – reflects the potential scope of TM, which often extends to HRM practices such as employer branding (to attract talented people), training, rewards, employee engagement designed to motivate and retain talent and, where recognized, engage with trade unions.
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The nature of talent and talent management (TM)
Contemporary definitions of TM encompass a complex range of policies and practices that often pervade every aspect of the ‘employment journey’ from the point of entry – attracting and recruiting talented people – through to ensuring high performance, commitment and retention – and ultimately long-term growth through work.
Crowley-Henry and Ariss (2018) depicted that managers must first agree how to define talent in order to create a framework for shaping TM.
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Who are ‘talent’?
The extent to which an organization relies upon its ability to recruit high-quality candidates from its external labour market (Swailes et al., 2014)
The extent to which it needs or wishes to grow its own talent and develop employees more organically from within the organization (Swailes et al., 2014)
The nature of talent and talent management (TM)
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Exclusive and Inclusive Talent Management
Exclusive – targets people within the organization based on either their current high performance or predicted high potential to fulfil critical roles
Inclusive – targets everyone within the organization through providing fair and equal access to career development and progression opportunities to all employees (Swailes et al., 2014)
The nature of talent and talent management (TM)
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Leading and managing talent
Avedon and Scholes (2010, p.92) note that ‘Nothing defines success better than when the talent management practices are so ingrained in the organization that they are part of the management culture’. This illustrates the importance of both senior leaders and line managers of mobilizing and managing an organization’s talent, especially through their daily actions.
Workforce planning – leaders know what is lacking and required to fill the gap.
Talent attraction – quite depending on the reputation of an organization plus a strong employee value proposition (EVP) to attract the people who are likely to perform best within its culture.
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Leading and managing talent
Performance and reward management – a process utilized to identify, rate and reward talent and high potential, and to formulate learning and career development plans that are reflective of performance ratings.
Talent development – investing in talent training and development in order to update employee skills, improve job performance, and develop the competencies and dynamic capabilities that employees need to meet the strategic objectives of their organizations.
Talent mobilization – to facilitate continuous development and mobilization of talent applicable as required.
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Collaborative talent management
Within an organization (intra-organizational collaboration) or it may span two or more independent organizations (inter-organizational collaboration).
Advantages:
Facilitate the sharing and generation of new knowledge and innovation
Improve the efficacy of working practices through pooling resources such as technology, facilities and finance – indirectly avoiding unnecessary duplication and improving the end-to-end journey of the customer or service user
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Critiquing the talent management debate
Much of HRM research did not adequately emphasize structured antagonisms and contradictions (Thompson and McHugh, 2009).
Mainstream HRM and TM researchers have routinely neglected or marginalized those most directly impacted by HR policies and practices – the employees (e.g. Delbridge and Keenoy, 2010; Thunnissen et al., 2013).
Many mainstream HRM researchers have largely failed to subject HR practices to a critical scrutiny of unintended consequences and paradox theory (Bratton and Gold, 2017), or the ‘collateral damage’, resulting from their application (Delbridge and Keenoy, 2010, p.803).
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Critiquing the talent management debate
Leaders need to address the question of ‘talent for what?’ (Thunnissen, 2016).
There has been a failure to critically scrutinize the ‘unintended consequences’ and, in particular, how the ‘talent paradox’ plays out between the actors (Daubner-Siva et al., 2018, p.75).
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