Article2012

Employability and talent management: challenges for HRD practices

214 citations0/0 files storedEuropean journal of training and development

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Human Resource and Talent Management Human Resource Development and Performance Evaluation Competency Development and Evaluation

Abstract

Purpose The purpose of this conceptual paper is to illuminate the problems that are associated with defining and identifying talent and to discuss the development of talent as a contributor to employability. Design/methodology/approach The world of work is characterised by new and rapidly changing demands. Talent management has recently been the target of increasing interest and is considered to be a method by which organisations can meet the demands that are associated with increased complexity. Previous studies have often focused on the management of talent, but the issue of what exactly should be managed has generally been neglected. In this paper, the authors focus on discussing the substance of talent and the problems associated with identifying talent by using the following closely related concepts: employability, knowledge, and competence. Findings Employability is central to employee performance and organisational success. Individual employability includes general meta‐competence and context‐bound competence that is related to a specific profession and organisation. The concept of employability is wider than that of talent, but the possession of talent is critical to being employable. In this paper, the authors suggest a model in which talent includes individual, institutional, and organisational‐social dimensions. Practical implications The illumination of different meanings of talent management and the substance of talent is crucial to the practical implication of central human resource development practices, such as training and development. Originality/value The paper shows that clarification of the conceptual boundaries and the presentation of a typology that is relevant to the understanding of talent are central to the creation of valid talent management systems that aim to define and develop talent.

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References

1977Institutionalized Organizations: Formal Structure as Myth and Ceremony 1995THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON TURNOVER, PRODUCTIVITY, AND CORPORATE FINANCIAL PERFORMANCE.2006The Concept of Mind 1973Higher education as a filter 1973Schultz, Theodore W., Investment in Human Capital, New York, The Free Press, 1971, xii + 272 pp. ($8.75)2005Cities and the Creative Class 1998On becoming a strategic partner: The role of human resources in gaining competitive advantage 2009Strategic talent management: A review and research agenda

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2014Toward Mature Talent Management: Beyond Shareholder Value 2020Is What’s Past Prologue? A Review and Agenda for Contemporary Employability Research 2015Talent management, talent mindset competency and job performance: the mediating role of job satisfaction 2020Should companies invest in human resource development practices? The role of intellectual capital and organizational performance improvements 2016Employability Skills as Perceived by Employers and University Faculty in the Fields of Human Resource Development (HRD) for Entry Level Graduate Jobs

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