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Talent Management, from Phenomenon to Theory

Talent Management, from Phenomenon to Theory. Nicky Dries KU Leuven Maria Christina Meyers & Marianne van Woerkom Tilburg University EIASM workshop - April 16 th , 2012. Aims of the paper (i).

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Talent Management, from Phenomenon to Theory

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  1. Talent Management, from Phenomenon to Theory Nicky DriesKU Leuven Maria Christina Meyers & Marianne van Woerkom Tilburg UniversityEIASM workshop - April 16th, 2012

  2. Aims of the paper (i) (1) To develop a generic definition of talent management that will fit all strategic approaches in a basic sense; (2) To add contingency elements to this definition, specific to each type of approach; (3) To discuss the advantages and disadvantages of each approach (without taking a normative stance); (4) To describe how different types of talent management are more conducive for different types of outcomes;

  3. Aims of the paper (ii) (5) To link talent management strategic choices to organizational characteristics (i.e. philosophy, culture, strategy, and structure) to develop ‘optimal fit’ propositions; (6) To establish an agendafor future talent management research.

  4. Multisource data (i) (1) A qualitative dataset consisting of 34 one-on-one interviewswith people identified as high potentials and their organizations’ HR managers (2006); (2) A qualitative dataset consisting of 23 focus group interviews with people identified as important talent management stakeholders, i.e. CEOs, HR managers, HR consultants, union representatives, and government officials (2008); (3) A quantitative dataset consisting of 67 organizational decision makers filling out a survey on how they define talent and talent management, and why (2009);

  5. Multisource data (ii) (4) A quantitative dataset consisting of 217 companies filling out a surveyon the strategic choices they made when implementing their current talent management program, and why (2009); (5) A series of 25 cases of large multinational companies describing how they implemented talent management in their organization, and what the key challenges were (2006-2011).

  6. Literature streams SHRM RBV Organizational justice Business ethics Workforce differentiation Communication … Educational sciences Vocational psychology Careers Positive psychology (Meta)competencies Potential …

  7. Phenomenon-driven analysis (1) What? What does ‘talent’ mean (for this organization)? How is ‘talent management’ defined? What is the difference between talent management and HRM in general? (2) How? Which practices are applied? In which way? How inclusive/exclusive are these practices (i.e. are there different practices for different ‘talent pools’?) (3) Why? Which goals are defined? Which talent metrics are collected? What would constitute ‘return on investment’ (for this organization)?

  8. What is ‘talent’? (1) Is ‘talent’ a subjector an object(i.e. a person, or a quality of a person)? (2) Does everyonehave talent? (3) How can organizations determine the valueof (different types of) talent? (4) To what extent is talent innate; and to what extent does experience matter? (5) Does abilitymatter more, or motivation?

  9. Example: giftedness vs. strengths

  10. What is ‘talent management’? (1), doing what HR has always done, only faster and better (“old wine in new bottles”); (2), ensuring an adequate flow of employees through jobs (similar to succession planning); (3), managing talent regardless of organizational/job boundaries (labor market – talent mindset); (Lewis & Heckman, 2006) and (4), identifying key positions, rather than key people per se (A players in A positions). (Collings & Mellahi, 2009) >> HR practitioners tend to agree most with (3), but are often limited to (2)(Dries, 2009).

  11. … the differentialmanagement of employees based on their relativepotential to contribute to the competitive advantage of the organization (adapted from Lepak & Snell, 1999) Working definition

  12. Soft approach to TM Everyone has talent Organizations have to bring out the best in all employees. (in one way or another)

  13. Hard approach to TM

  14. Matthew/Mark effect For unto every one that hath shall be given, and he shall have abundance: but from him that hath not shall be taken away even that which he hath. But many that are first shall be last; and the last first.

  15. Strategic ambiguity

  16. To do… WORK IN PROGRESS (5) To link talent management strategic choices to organizational characteristics (i.e. philosophy, culture, strategy, and structure) to develop ‘optimal fit’ propositions; (6) To establish an agenda for future talent management research.

  17. Questions?Contact me:nicky.dries@econ.kuleuven.be+32.16.32.68.68.

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