Schematizing Talent Management, A Core Business Issue

Far East Research Centre Hong Kong

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SCHEMATIZING TALENT MANAGEMENT, A CORE BUSINESS ISSUE (Study of the factors those impacts on talent management in the corporate sector of

Islamabad, Pakistan)

Schehar Bano (Corresponding Author)

MS Scholar, Iqra University Islamabad, Pakistan

E-mail: [email protected]

Dr. Muhamamd Aslam Khan

Associate Professor, Preston University Islamabad, Pakistan


Qazi Habib Ur Rehman

MS Scholar, Iqra University Islamabad, Pakistan


Asad Afzal Humayoun

Phd Scholar, Foundation University, Islamabad, Pakistan


ABSTRACT

The present paper aims to integrate research on talent management with employee attitudinal

outcomes and organizational effectiveness. It will play a distinctive role in conceptualizing talent

management endeavors and their impacts on employee work engagement, turnover avoidance,

and value addition. The paper is based on a thorough literature review focusing on concept of

talent management, employee work engagement, turnover avoidance, and value addition. The

literature review was conducted by carefully studying research articles published in renowned

journals. Talent management and allied variables were thoroughly discussed in these articles. In

light of fifty five research articles and book chapters, we accomplish the process of canvassing

and synthesizing the core ideas that colligates into talent management. This process led to

ameliorate the conceptual ideas discussed in this paper. The paper conceptualizes talent

management and its effectiveness for organizations in present competitive business

environments. The study reveals that talent management has positive significant influence on

employee attitudinal outcomes and organizational effectiveness e.g. employee work engagement,

turnover avoidance, and value addition. We conclude that organizations, which are enthusiastic

for gaining competitive advantage over their business rivals, need to manage their talent in

vigilant and effective ways. This paper substantiates that the previous research on talent

management imparts in understanding the concept and its enhancement. Furthermore it human

resource light upon its impacts with some addition in existing knowledge. This finding is

valuable for both researchers and practitioners.

Keywords: Talent Management, Work Engagement, Turnover Avoidance, and Value Addition

Paper type: Research paper

mailto:[email protected]




Far East Journal of Psychology and Business Vol. 2 No 1, January 2011

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INTRODUCTION

Today's business environment wedges the role human resource plays with the organizations.

Human resource is playing its role as a strategic partner instead of supporting administrative

tasks in the organizations because greatest assets of the organization are its people. People

though belong to diverse backgrounds therefore possess diverse talents. So, this is an

organization’s responsibility to effectively manage the talent of its workforce to achieve business

objectives. Industry is seeing many organizations are implementing integrated Talent

management processes. Talent refers to the ability of learning and its expansion to face and cope

with the new challenges of the dynamic environment. Talent deals with the forthcoming potential

instead of past tracks.

Talent management is of core to the vitality of the business to meet and exceed current as well as

future business strategies and goals. Framework of talent management proactively anticipates

and meets business talent demand which is necessary to successfully execute the business

strategy. It insights into the business strategy, then accordingly develops as well as retains prior

talent and attracting new talent to cope with the strategic needs in order to get best utilization out

of tools and processes to deliver talent management solutions.

The concept of talent management was derived from World War II (Cappelli, 2008), however its

strategic importance has been realized when McKinsey consultants group claimed the human

resource as “War for Talent” in late 1990’s (Scullion and Collings, 2010). This war for talent

was prompted by the realization that talent shortages were increasingly becoming one of the

biggest human resource concerns for multinational corporations (Makela et al., 2010). Thus, the

organizations interested in maximizing productivity and effectiveness adopted systematic and

rigorous approaches for attracting, selection, development and retention of talented key

employees (Huselid et al., 2005).

Thus, find and retains the right person possessing exactly aligned talent is not adequate for

stepping in accomplishing a firm with competitive edge in market. A firm may also possess the

right configurations, procedures, systems and practices in place (Lawler, 2008). In order to

acquires the competitive advantage and adjoin the business requirements, firms need to reckon,

select and groom through training and developing their work force in such a way that ultimately

supports in achieving the organizational goals and out lays the clear career path line to the

employees. Organizations must be interactive and discuss their talent management programs

strategically with their work groups. Key terms, core concepts and implementation step by step

practices relating to talent management analyses and examines life cycle of talent management

from acquisition of talent to its retirement.

Talent management is increasingly a part of the corporate strategy for most of the organizations

and one does not needs to struggle in order to have access to the literature related to attracting,

development and retention of talent. Corporate sector has emerged with immense importance of

talent management. For example, CEO A.G. Lafley of world’s largest consumer company

namely Procter & Gamble claims that he spends one-third to one-half of his time in developing

talent (Holstein, 2005). In comprehensive reviews of the talent management literature, Tarique

and Schuler (2010) note that many studies have limited focus on human resource practices in


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context of recruiting talent management, leadership and succession planning development. In

order to establish its academic merits, Huselid et al., (2005) have argued that talent management

needs to be differing from other HUMAN RESOURCE approaches so that it may focus on

identifying the core positions those should be filled in with “A performers”.

LITERATURE REVIEW

Broadly defined, talent management encompasses the instrumentation of unifying strategies or

processes in order to enhance the output of a wok place by deploying ameliorate systems and

processes for attracting, development, retention and utilization of required skills and abilities of

work force and their aptitude matched with the current and upcoming business needs. Talent

management strategies centralize around five basic areas such as attracting, selecting, engaging,

developing and retaining employees (Perrin, 2003). It is generally concerned with practices

associated with developing strategy, identifying talent gaps, succession planning, and recruiting,

selecting, educating, motivating and retaining talented employees human resource though a

variety of initiatives (Ringo et al., 2010). Many authors regard talent management as a

managerial strategic priority of the 21st century (Farndale et al., 2010). Employees’ knowledge,

skills and competencies are an important competitive weapon, hence talent needs to be

maximized and recognized as one of the discrete source of organizational competitive advantage

(Collings and Mellahi, 2009).

The changing trends realized managers about the transformation of management focus towards

intangible capital management and sustainability in knowledge established environments and

economies those commits progress with less palpable factors instead focused on human capital,

social networking and organizational attitudes that positively takes organization towards success

and smoothly boosts the economy as well (Davenport et al., 2002). In knowledge oriented

society human capital is the well-nigh strategic resource in attainment of competitive advantage.

In 2002, Goshal & Bartlett claims that organizational executives are very much that executives

of the organization have become very much apprehensive regarding the right man such as

availability of the work force and with appropriate skills. Most of the researchers argued that

knowledge workers are a highly educated and qualified person who deals with the information

and its application in specific situations to create new knowledge and address solutions of

existing problems (Davenport et al., 2002). Skilled workers have abilities and talent to input the

ideas and expertise when organization is in need of the particular talent and comparatively easier

for them to execute new procedural lines in order to respond the change immediately (Lawler,

2008).

Success of organization is based upon the talent management in today’s competitive

marketplace. Talent management is about the processes, systems and strategies and their

implementation of those unified strategies which are designed to enhance the productivity of the

workplace by developing the improved processes for attracting, development, utilization and

retention of skilled people matches with the current and upcoming business needs. It is widely

accepted that human resources adds value to the organizations. The most suitable way to attain

competitive advantage for organization is to keep human resource as a strategic business partner

in such a way that it improves the business performance. It is possible by managing the talent

effectively, associates it with the change management and adaptability of employees that how


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they respond to change. It not only considers the influencing strategy of the organization but at

the same time contributes with some value addition which impacts effectiveness (Lawler, 2008).

Talent management is striking for numerous reasons. Executives considers the value of talent

and its implication in organization and in this context they focused on organizational core need

such as workforce development for the upcoming challenges and talent management makes it

more enhanced while the left over individuals have liberty to choose their careers (Lawler,

2008). Talent management basically refers to the functional human resource management course

of action which supports the alignment and tracking and managing of high- worth personale or

"the talented" but the rest others throws light upon that how the talent should be recognized and

enlightened in the organization. The organization which is dealing with the management of talent

strategically and purposefully explains that how they attract, source, select, develop them by

trainings and ultimately retain them by promoting and rotating them throughout the organization.

Talent management is an approach and a process to view the things those entrust the talent

management. Talent management system not only works strategically as a part of overall

business strategy but also implements in the organizational routine processes throughout the

organization. It cannot be left exclusively on human resource department to attract and retains of

workforce instead it shall be proficient at all levels of hierarchy along the organization.

Aggressive recruit talent management of valuable employees still occurs, and the retention of

high performers remains critical (Smith, 2009).

Star performers are considered key asset of any organization, therefore attract special

concentration. Finding these star performers is not the only issue; a bigger problem is actually

what to do with them (Cohn et al, 2008). In talent management terminology, this is often referred

to as talent positioning that highlights the right talent at right time on right place with the

required competencies and inspiration at all levels and locations of the organization (Tarique and

Schuler, 2010). According to a survey of corporations, 76% consider talent management a main

concern. In addition to this 85% of human resource professionals of these organizations works

and manages directly by implementing talent management strategies (Fegley, 2006).

Dell and Hickey (2002) discussed the seven keys for effective talent management which includes

the development of a unified and consistent talent management strategy highlights concept of

"employer of choice” that resulting in coherence of performance based culture than improvised

programs and the Rest of the impulsive involvement regarding the talent attraction and retention

are patronized with accountability management. One must be aware of the firm's overall business

strategic environment and plans, and also be aware of the competitive climate. The firm should

establish and thoroughly comprehend the plans for the enterprise's growth, merging, divestment,

new products or latest technologies that will immediately impact on the durable talent needs. In

addition, the company should know which specific factors those contribute in difficulties to

attract and retain talent. In fact, the firm should base their initiatives on the realistic and actual

apprehension of its employees. Rough estimates on the employee turnover period reveals where

retention problems exist, but not accurately what these are. However, it is vital to keep an

assortment of retention issues in a good poise, especially the mix of rewards and non-monetary

motivators. Another important period is the track turnover. At this point, it is important to be

acquainted with its costs and where they are supreme. Also, they should be conveyed to


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management in order to shore up the business case for talent retention. Last but not the least;

promote the firm and its brand not only to the outsiders but also to the existing employees

enthusiastically as to the outside market alcove.

Under the talent management category, the two most imperative business strategies that are used

to build up and maintain talent are leadership development and succession planning. Succession

planning involves preparing for the organization’s next senior team, developing a talent pool for

internal recruitment of talent management by cross skilling employees, and/or ensuring the

organization is future proofed with respect to availability of skills (Hills, 2009). In the talent

management context, succession planning focuses on how the organization plans to replace key

knowledge holders and how to ensure that high potential successors have been prepared to fill

these key roles (Lengnick-Hall and Andrade, 2008). Succession planning that involves

continually recruiting, training and promoting employees is not only necessary to prevent a brain

drain of corporate knowledge, but is also important in identifying required competencies and

communicating needed skills (Jones, 2008).

Talent management needs to continue to train and develop high performers for potential new

roles, identify their knowledge gaps, and implement initiatives to enhance their competencies

and ensure their retention (Cairns, 2009). Hills (2009) suggest five strategies for effective

succession planning: 1) aligning succession planning with business strategy; 2) assessing

leadership potential based on the 3Cs of fit – competence, connection and culture; 3) involving

talent in the succession planning process; 4) using a mix of experience, outside or executive

coaching and formal learning experiences in talent development and; 5) drawing from a wider

net of potential successors.

Failing to appropriately reward key knowledge holders results not only in them eventually

leaving the firm but also absenteeism, disruptive office politics, disengagement, and poor

productivity. Planning effective programs that include both monetary and non monetary

incentives requires an understanding of the organization’s accumulated knowledge base and of

what motivates talent to come to work, to be productive and develop expertise. Several reward

and recognition models are adopted by organizations including traditional compensation

packages, executive compensation, flexible compensation, perks, and informal and formal

recognition (Inskeep and Hall, 2008). For some employees, recognition of their knowledge

activities may take the form of providing career development programs that match the

individual’s career aspirations (Lazarova and Tarique, 2005).


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Theoretical Framework and Hypothesis Development

H1 (+)

H2 (+)

H3 (+)

H1: Talent Management is positively associated with Employee Work Engagement.

Relationship of Talent Management with Employee Work Engagement

Although, this is commonly understandable that employees remain engaged with their work in

favorable work settings because they are paid for it, however, literature also hints that work

engagement comes from jobs satisfaction which in most cases is derived from effective talent

management practices. Effective talent management procedures and systems demonstrates the

commitment of talent management to human resources resulting in lower rate of employee

turnover with higher volume of employee commitment and engagement, Consequently,

employee engagement has significant effect on productivity or output of employees and in

retention of talent. Despite many citations of an organizational lack of proficiency in talent

management (Cappelli, 2008), a 2008 CIPD report “the war on talent” found that organizations

are now placing greater scrutiny on their talent management processes (CIPD, 2010b). Further, a

2008 Hewitt survey revealed that almost half of the companies studied planned to increase or

sustain employee learning, engagement and development budgets during the economic

slowdown (Beechler and Woodward, 2009).

Much has been written in the talent management literature on factors contributing to talent

engagement and retention. Tymon et al., (2010) research in India found that the key predictors of

employee’s intention to leave are satisfaction with and pride in the organization and perception

of the employer as being socially responsible. The previous studies reveal that corporate social

responsibility, which fosters employee engagement in social activities, is also associated with

work engagement. Other key factors include building trust and open communication channels

into the employer-employee relationship (Frank and Taylor, 2004) and fostering employee

engagement (Tarique and Schuler, 2010).

Talent Management

Work Engagement

Turnover Avoidance

Value Addition


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Employee performance and talent retention can be enhanced by cogitation through incentives,

monetary benefits and rewards. Research studies related to employee engagement and

organizations success stories throws light upon the fact that employees who are entirely

contented/satisfied at their workplace was four times such like unsatisfied employees who are

having routine recognition as the workplace have formal employee appraisal processes.

Furthermore, 82% claims that recognition made them motivated to enhance their job

performance. According to the Corporate Leadership Council (2004), “when done well, practices

that support talent management also support employee engagement”.

H2: Talent Management is positively associated with Employee Turnover Avoidance.

Relationship of Talent Management with Employee Turnover Avoidance

Despite the wide spread studies on employee turnover, there are numerous resources which

effectively and expansively bridges over the scholar confirmations that concerns with the

employee retention and practices and efforts. There is wide range of reasons of employee

turnover which includes better salary, leaving an obnoxious supervisor, getting fired etc. All

these factors may take place when talent in not managed properly (Griffeth and Hom, 2001).

Although there may be shared characteristics and outcomes associated with each incidence of

turnover, there are different types of turnover, each with its own implications.

In the present competitive business environment, aggressive recruitment of talent management of

valuable employees occurs, and the retention of high performers remains critical (Smith, 2009).

This is because they contribute valuable addition to the organizational productivity. Therefore,

they are regarded as key asset. The turnover reduction of these positions or individuals may be

particularly important for organizational success; however, improving retention beyond a certain

point may present diminishing marginal returns (Boudreau & Ramstad, 2007).the research

highlights that dissatisfaction in job may not be the major cause of individual’s turnover decision

(Lee et al., 1999). For example, research could uncover that the turnover decisions of a particular

subgroup of employees are more strongly influenced by certain issues or interventions (e.g.,

changing work-life balance policies and resources).

Finally, even if a firm endows considerably to retain its key employees, several employees would

leave even. Although some turnovers are avoidable, some turnovers will always be unavoidable

(Abelson, 1987). Avoidable turnover appears for reasons that the firm may be able to influence

such as low job satisfaction, poor supervision, or higher pay in other firms. For instance, analysis

of research portrays that decreasing turnover rates is connected to sales growth and improved

employee morale. Furthermore, research also unfolds that high standard human resources

practice contribute to the firm's profitability and market value in part by decreasing the

organization's turnover rates (Batt, 2002).

Research shows that organizational performance has significantly negative impact on employee

turnover with higher social capital (Shaw et al., 2005). In specificity, it is discovered that what

leads these employees to these other opportunities is that the pay level and pay satisfaction are

comparably delicate predictors of individual turnovers (Griffeth et al., 2000). To effectively


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develop and implement evidence-based guidelines for managing turnover requires knowledge of

underlying talent management principles and cause-effect relationships.

H3: Talent Management is positively associated with Employee Value Addition.

Relationship of Talent Management with Employee Value Addition

Employee skills and capabilities that adds varying degrees of value to the organization, hence the

“everybody counts mantra” (Lepak and Snell, 2002) is an overly simplified view of

organizational talent. Ultimately, this is where talent management differs from other human

resource approaches. Talent management is concerned with identifying the core designation

arrangements which have the prospective to differentially effects on the organizational

competitive advantage and consecutively, fill these with “A performers” (Huselid et al. 2005).

Effective talent management practices for identifying key knowledge workers involve initially

considering how individuals can help the organization to achieve its vision, mission and strategic

goals, and highlighting what skills and talents are required (Jones, 2008). Hence, the

organization’s strategic direction determines which jobs and which employees are most

important to achieving success. To help ensure that the most appropriate talent is effectively

deployed the human resource throughout the organization, some researchers (Collings and

Mellahi, 2009) focus on those pivotal talent positions that may impact on organizational

competitive advantage. Talented employees are subsequently identified to fill those positions

human resource tough recruiting ahead of the curve. This is similar to the Exclusive Positions

perspective of talent management which seeks to fill “A positions” with “A players”, fill support

positions with “B players”, and outsource “C players” (Iles et al, 2010).

At the same time talent management endeavors to be an effective and organizational need based

on formal processes those involved several people who argued a strengthen linkage between

leadership and talent that interpret it into a specific organizational competitive advantage

(Morton, 2005). It is claimed that every employee on organizational hierarchy at any position

adds value to the organization in multiple ways, the assertion of talent management eventually

has only a small number have the prospective which provides an above-average effect on

performance (Boudreau and Ramstad, 2007). Certainly, it is claimed that the combination of

talent management along with knowledge management holds significant competitive edge and

implications for modern organizations (Vance and Vaiman, 2008).

There is extensive evidence available which shows that when knowledge workers need

information to solve a complex problem (Assimakopoulos and Yan, 2006), make a strategically

important decision (Cross and Prusak, 2002), or evaluate a new technology (Whelan et al.,

2010), they invariable turn to their personal contacts, even when a world class knowledge

management system is in place (Cross and Borgatti, 2002).

DISCUSSION AND CONCLUSION

Extensive review of the literature conducted through human resource this study reveals that

talent management helps organization towards identifying succession and talent gaps, planning


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goals, developing strategies for critical performance appraisal, average prior experience, skills,

average tenure, retirements and turnovers. Talent management is the distinguished key driver of

organizational performance. It enables the organizations to integrate their human capital

processes to address their urgent talent challenges faced by management. Talent gaps in a

business organization open doors for new recruitment, talent management for attracting future

employees. Previous talent in organizational accumulation encourages the already availability of

the required skills to attain the organization's short-term and long-term business goals. Talent

management is implemented on purpose as it is an orderly effort to support individual

advancement and ensures flow in key positions, including management, technical, and

professional specialist roles across the professional sectors of human resource. It is an essential

strategy that concentrates on many of the organizational issues such as increasing retirement

rates, advanced turnover, tight labor market, limited competitiveness, and fast-paced shifts in

working styles and routines.

Every organization today is interestingly concerned with selecting and retaining competent,

committed people who are exclusively known as knowledge workers. Knowledge worker refers

as a person who knows about the wholesome of his/her job than anyone else in the organization

(Iles et al., 2010). Top executive managers espouse more flexible and responsive human resource

practices to attract and retain these skilled knowledge workers (Mitchell et al., 2001).

Furthermore, participation and personal relationships support motivation of knowledge workers

as it raises their apprehensive self-determination and builds psychological contracts on the basis

of emotional loyalties, including trust, fairness, justice, and punctuality. In today's society, where

knowledge workers are regarded as a key asset, talent is rare and people are certainly more

mobile. Therefore, every organization has to establish and implement a strategy for optimizing

talent attraction, retention, and development. Other than recruiting talents that fit the required

skills, it is of high importance to build goals that are based on strategy, conduct performance

against these goals, and provide feedback to the performer to give a sense of common direction

(Lawler, 2008).

Our findings reveal that talent management initiatives seek to develop the talented employee’s

capacity so that they might remain engaged with their works to produce maximum returns. All

the levels of management must be updated with the vitality of talent management strategies that

specifically conduct the strategies. This helps an organization to identify and focus on new

competitive circumstances (de Pablos and Lytras, 2008). Work engagement is achieve human

resource through motivating employees. The encouragement is further supported if the pay is

also accompanied by social recognition or adds value to the procedures of self-development such

as feedback, coaching, job rotation, and provision of employee training and developing a unified

standard (Osterloh and Frey, 2000). Therefore, employees demand for motivation on continuous

basis.

Employee turnover was found certainly problematic and in some cases devastating for

organizations. However, turnover is a complex phenomenon that comes in many shapes and

sizes. It is not constantly destructive, and in several cases may even be beneficial for

organizations. Establishing and utilizing effective evidence-based guidelines and strategies for

refraining turnovers have many requirements. For instance, human resource managers have a

linked comprehension and structure for interpreting what turnover is and how it affects the


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organization. It is important to create an omniscient understanding that defines the types of

turnovers, understands the costs and benefits associated with them, and identifies the importance

of turnovers to an organization. As a result, many managers hold important misconceptions

about turnover. For example, many managers may believe that turnover is uniformly bad, that

most employees quit their jobs because of pay, that job dissatisfaction is the primary reason

people leave, that there is little managers can do to affect individual turnover decisions, or that

generic best practices are the best way to manage retention. These misunderstandings can be

harmful to organizations and to managerial authorities since they may lead managers to enact

unbeneficial strategies that fail to decrease turnover, that are not cost friendly, or even those that

encourage the wrong employees while eliminating the most productive ones. Human resource

managers need to implement more strategic roles to set up new organizational systems in their

organizations (Ringo et al., 2010).

Employers simply hire workers to take advantage of their skills because they are an excellent

source of value addition. In contrast, human capital is certainly the most strategic source of

competitive advantage in today's knowledge-based society (Barlett and Goshal, 2002), connoting

that firm leaders have become very focused on the issue of the availability and skills of

knowledge workers that is desired. Most practitioners and scholars agree that knowledge workers

are highly educated and are able to adapt to an environment where they must work with

information and apply their intellect in specific circumstances to solve problems and create new

knowledge, thus adding their value to the organizational productivity (Davenport et al., 2002).

However, managing their talent remains on the top priority. With respect to one aspect of their

talent, they require trainings to acquire new knowledge. Training solutions should be responsive

to dynamic competitive conditions and aligned with competency requirements. High quality

training programs help assess employee skills through human resource rating; identify required

competencies; develop skills, knowledge and attitudes; and improve performance (Abel, 2008).

In summary, all the organizations have realized the value of managing their core talent, and have

initiated new human resource practices which encourage the talent management as the top

priority which responds to the change or crisis arises due to enhancements in knowledge based

economic society. The major focus of talent management is on the attraction, deployment,

retention, development and utilization of talent and implementation of support structures like

information technology systems and performance management in the organization. Finally,

researchers highlight the consequences of talent management and suggested various strategies to

ensure the retention of key talent, employee engagement and value addition.


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