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Contextualising talent management

Contextualising talent management JOEPP Editorial 4,4 Introduction Since becoming part of the management lexicon in the mid-1990s, talent management (TM) has quickly become a key area of focus for human resource professionals and academic scholars alike (Cascio and Boudreau, 2016; Collings et al., 2017; McDonnell et al., 2017; Sparrow et al., 2014). One constant over the past number of decades has been a continual struggle for organisations globally to source and retain the quality and quantity of talent required to deliver on their strategic agenda. This challenge did not abate in the global economic slowdown of the past decade and nor are there any signs of an improving climate moving forward. For example, a study of US CEOs identified the top three priorities of this group as talent, operating in the global marketplace and regulation and legislation (Groysberg and Connolly, 2015). Illustrative of this challenge, 70 per cent of CEOs globally identified the lack of availability of talent and skills as a key constraint on the growth prospects of their organisations (PWC, 2016). Further, a major study of over 2,500 HR professionals in Europe identified talent and leadership development as the key priority of the function moving forward (BCG, 2013). Indeed, the http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Organizational Effectiveness People and Performance Emerald Publishing

Contextualising talent management

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References (11)

Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
2051-6614
DOI
10.1108/JOEPP-12-2017-070
Publisher site
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Abstract

JOEPP Editorial 4,4 Introduction Since becoming part of the management lexicon in the mid-1990s, talent management (TM) has quickly become a key area of focus for human resource professionals and academic scholars alike (Cascio and Boudreau, 2016; Collings et al., 2017; McDonnell et al., 2017; Sparrow et al., 2014). One constant over the past number of decades has been a continual struggle for organisations globally to source and retain the quality and quantity of talent required to deliver on their strategic agenda. This challenge did not abate in the global economic slowdown of the past decade and nor are there any signs of an improving climate moving forward. For example, a study of US CEOs identified the top three priorities of this group as talent, operating in the global marketplace and regulation and legislation (Groysberg and Connolly, 2015). Illustrative of this challenge, 70 per cent of CEOs globally identified the lack of availability of talent and skills as a key constraint on the growth prospects of their organisations (PWC, 2016). Further, a major study of over 2,500 HR professionals in Europe identified talent and leadership development as the key priority of the function moving forward (BCG, 2013). Indeed, the

Journal

Journal of Organizational Effectiveness People and Performance – Emerald Publishing

Published: Dec 4, 2017

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