ASSIGNMENT 1 FRONT SHEET

Qualification BTEC Level 5 HND Diploma in Business

Unit number and title Unit 11: Research Project

Submission date 11/12/2020 Date Received 1st submission 11/12/2020

Re-submission Date Date Received 2nd submission

Student Name Nguyễn Đình Bảo Quyên Student ID GBD18574

Class GBD0704 Assessor name Mr. Văn Hùng Trọng

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 ASSIGNMENT 1
TALENT MANAGEMENT

Topic : Research on the impact of talent management and.

employee commitment ai Mobifone company
Name. : Nguyễn Đình Bảo Quyên
Submission date : 11/12/2020

Assessor : Mr. Văn Hùng Trọng

Words : 2642 words

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Table of Contents
I. INTRODUCTION ........................................................................................................................................................ 5
II. LITERATURE REVIEW ........................................................................................................................................ 6

1. TALENT MANAGEMENT ..................................................................................................................................... 6

2. TALENT DEVELOPMENT.................................................................................................................................... 7
3. PERFORMENT MANAGEMENT ......................................................................................................................... 7
4. ORGANIZATIONAL COMMITMENT ................................................................................................................. 7

III. RESEARCH MODEL ............................................................................................................................................. 8

IV. METHODOLOGY .................................................................................................................................................. 8
V. REFERENCES ............................................................................................................................................................. 9

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I. Introduction

A review of the literature on TM reveals a variety of definitions. Duttagupta’s (2005: 2) view is that:
‘In the broadest possible terms, TM is the strategic management of the flow of talent through an
organization. Its purpose is to assure that a supply of talent is available to align the right people with
the right jobs at the right time based on strategic business objectives’. For Schweyer (2004: 38):

‘TM is encompassing all HR processes, administration, and technologies. It commonly refers to t

sourcing, screening, selection, onboarding, retention, development, deployment, and renewal of the
workforce with analysis and planning as the adhesive, overarching ingredient. In other words, talent
management is what occurs at the nexus of the hiring, development, and workforce management
processes and can be described alternatively as talent optimization’. Creelman (2004: 3) claims that:
TM is best seen not as a set of topics, but as a perspective or a mindset. A TM perspective presumes
talented individuals play a central role in the success of the firm.

In today’s rapidly moving, dynamic, uncertain, and highly competitive global market, firms
worldwide are facing major decisions and challenges in global talent management (Schuler et al.,
2011; Scullion et al., 2010; Tarique and Schuler, 2010). For organizations across the globe, talent
management of knowledge workers and high potentials is of increasing strategic importance (Tymon
et al., 2010; Vaiman, 2010). Indeed, there has been growing interest in talent management among
senior managers and academics alike since the late 1990s when McKinsey consultants coined the
phrase “the war for talent” to underscore the key role of leaders and high potentials played in the
success of leading companies (Boudreau and Ramstad, 2007; PricewaterhouseCoopers, 2008a;
Scullion et al., 2010; McDonnell, 2011; Scullion and Collings, 2011). A recent report by the Boston
Consulting Group highlighted talent management as one of five key challenges facing the HR
profession in the European context and, interestingly, that it was also one of the areas in which the
function was least competent (Boston Consulting Group, 2007). It is important to note that there is
considerable debate between researchers with respect to their understanding of the meaning of talent
management. Some researchers see talent management from a primarily human capital perspective
(Cappelli, 2008) while others see it as essentially a mindset with talent as the key to organizational
success. Others see the alignment of talent management closer to the business strategy and the
corporate culture as a key feature of talent management (Farndale et al., 2010; Kim and Scullion,
2011)

Over the past 15 years, the telecommunications industry in Vietnam has been an important driving
force leading to a big socio-economic transition, the telecommunications industry has reported many
outstanding success in modernization and extension of the system. (ACBS, 2019) There are many
telecom companies in Vietnam such as Viettel, VNPT, MobiFone, Vietnamobile, Gmobile ... but
now everyone likes Mobifone because of its convenience. It is also a place where a lot of creativity
is available and many individuals wish to work there. Getting skilled workers is vital to the
technology and networking business, they assist their company to produce several innovative goods
that can sustain competitive edge on the market. Organizations, however, fail to identify alternatives

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 to talent acquisition to grow their staff to be better in their business. The Party and State have
released many initiatives in Vietnam to assist organizations in recruiting and utilizing talent. In the
current sense, however the attraction and use of talent policy of the State shows some shortcomings
that need to be properly changed, such as the recruitment policy is heavy in terms of credentials,
there is no coordination of the attraction and use of talent policy and the content remuneration policy
for talent is still poor relative to the social level(Ha, 2016). In addition, the dilemma is that
employers do not recognize talent to fulfill their needs and preferences, while the recruiter cannot
even find talent that meets their needs and preferences (Aziz et al, 2019). Despite possessing enough
talent in the job market, employers are not willing to attract qualified talent to their organizations
(Aziz et al., 2019). Human resource development activities to help MobiFone brand image are
always associated with enthusiastic and thoughtful customer modes; to be sure, proficient and
flexible in dealing with professional matters. In MobiFone, the staff firmly grasp 8 commitments to
customers. Each commitment shows the spirit of demand, respect and establishment of benefits for
customers first. MobiFone's special cultural center is also attached to that. In addition to focusing on
professional training regularly, spiritual life-setting activities are also regularly held, such as: trader's
day, soccer tournament, music competition, archive program. , travel ... but not as successful as
expected. Therefore, the goal of the topic is to assess the talent development situation at Mobifone
telecommunication companies with Da Nang brand, because currently there is no research paper
published in Da Nang city to create Mobifone branches. Da Nang, then according to research data
can find information to answer the following questions:

 What factors affect talent management in the field of Mobifone communication?

 What issues need to be addressed in talent management?

II. Literature Review

1. Talent management

It is difficult to identify the precise meaning of “talent management” because of the confusion
regarding definitions and terms and the many assumptions made by authors who write about TM.
The terms “talent management”, “talent strategy”, “succession management”, and “human resource
planning” are often used interchangeably. Consider, for instance, the following statements regarding
processes for managing people in organizations: …ensure the right person is in the right job at the
right time (Jackson & Schuler, 1990, p. 235); …a deliberate and systematic effort by an organization
to ensure leadership continuity in key positions and encourage individual advancement (Rothwell,
1994, p. 6); and, …managing the supply, demand, and flow of talent through the human capital
engine (Pascal, 2004, p. ix), which are used respectively to define human resources planning,
succession planning, and talent management. While each of these terms focuses on managing
employees their apparent similarity obscures the problem that the first definition refers to an
outcome, the second to a process, and the third to a specific decision. Thus, the terms in the TM
debate – which centers on the effective management of employee talent – are not clear and confuse
outcomes with processes with decision alternatives.

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 2. Talent development
There is surprisingly little published research on global talent development issues and literature
that defines the scope and sets the boundaries of the concept (Cohn et al., 2005; Younger and
Cleemann, 2010; Garavan et al., 2009; Cook, 2010). However, it is acknowledged that talent
development represents an important component of global talent management (Scullion and
Collings, 2011; Barlow, 2006; CIPD, 2011). Talent development focuses on the planning,
selection and implementation of development strategies for the entire talent pool to ensure that the
organisation has both the current and future supply of talent to meet strategic objectives and that
development activities are aligned with organisational talent management processes. Our
knowledge base concerning talent development is currently weak. However, the existing evidence
suggests that organisations are designing talent development processes unique to their
organisations. However, it is also clear that many definitions or descriptions of talent development
focus on exclusive models and emphasise emphasises leadership talent development.

3. Performent management
Performance management is the process of continuous feedback and communication between
managers and their employees to ensure the achievement of the strategic objectives of the
organization. The definition of performance management has evolved since it first appeared as a
concept. What was once an annual process is now transitioning to continuous performance
management. The goal is to ensure that employees are performing efficiently throughout the year,
and in the process, address any issues that may arise along the way that affect employee
performance.
“Most workers perceive their organization’s performance management approach as confusing,
subjective, and infrequent,” said Kathi Enderes (vice president, Talent, and Workforce Research
Leader) and Matthew Shannon (senior research analyst) at Bersin, Deloitte Consulting LLP, in an
exclusive with HR Technologist.
This is the current state of performance management. However, it doesn’t have to be that way.
Automation now plays a significant role in performance management, and many of the processes
involved can be streamlined so that employee performance can be strategically managed. This is
the age of continuous performance management, and heres everything you need to know about it.
Performance management differs from talent management in that the latter is a set of initiatives
taken to engage employees to retain them. Performance management, on the other hand, is an
initiative that guides employees towards establishing and achieving their goals in alignment with
the organization’s immediate and overarching goals.

4. Organizational Commitment
Organizational commitment is defined as a view of an organization’s member’s psychology
towards his/her attachment to the organization that he/she is working for. Organizational
commitment plays a pivotal role in determining whether an employee will stay with the
organization for a longer period of time and work passionately towards achieving the
organization’s goal.
If an organizational commitment is determined it helps predict employee satisfaction, employee
engagement, distribution of leadership, job performance, job insecurity, and similar such attributes.

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 An employee’s level of commitment towards his/her work is important to know from a
management’s point of view to be able to know their dedication to the tasks assigned to them on a
daily basis.

III. Research model

Talent recruitment is considered a key catalyst for corporate progress in a dynamic marketplace
(Baqutayan, 2014). In addition, Baqutayan, 2014, stated that talent management roles in
organizations maintain and get the right individuals in the right places. The talent management
model has five main components: attracting, selecting, engaging, creating and retaining (Philips
and Ropper, 2009). The scientist, however, wants to research talent growth in talent development

PERFORMANCE
MANAGEMENT

TALENT
MANAGEMENT
TT
EMPLOYEE
COMMITMENT

Talent management model

Talent Management has been investigated by several scholars before. They proved that talent
management impacts success management and employee engagement in a study by Vural,
Vardarlier, and Aykir (2012). The research model and hypotheses in this study are therefore taken
from their study in order to test whether the hypotheses in Mobifone telecommunications
businesses are correct.

IV. Methodology

Research is intended to figure out how talent acquisition effects the dedication and management of
employee results. The author uses secondary data in the analysis to gather hypotheses relevant to
the study variance. After that in the context of an online survey (Google form), the author uses
quantitative analysis for research and the target is 200 sample surveys at Mobifone Danang. For
this study only and not for any other reason, survey questions are used. The data was then analyzed
by SPSS and AMOS statistical applications. For analysis, SPSS statistical software is used so there
is only independent variance and dependent variance in the study model.

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V. References

Duttagupta, R. (2005). Identifying and managing your assets: Talent management. London:
PricewaterhouseCoopers.

Schuler, R.S., Jackson, S.E. and Tarique, I. (2011), “Global talent management and global talent
challenges: strategic opportunities for IHRM”, Journal of World Business, Vol. 46, pp. 506-16.

Tarique, I. and Schuler, R.S. (2010), “Global talent management: literature review, integrative
framework, and suggestions for further research”, Journal of World Business, Vol. 45 No. 2, pp.
122-33.

Tymon, W.G., Strumpf, S.A. and Doh, J.P. (2010), “Exploring talent management in India: the
neglected role of intrinsic rewards”, Journal of World Business, Vol. 45 No. 2.

Vaiman, V. (2010), “Managing talent of non-traditional knowledge workers – opportunities,

challenges, and trends”, in Vaiman, V. (Ed.), Talent Management of Knowledge Employees:
Embracing Non-traditional Workforce, Palgrave Macmillan, Basingstoke, pp. 1-22.

PricewaterhouseCoopers (2008a), “The 11th Annual Global CEO survey”, Pricewaterhouse

Coopers, New York, NY.

Scullion, H., Collings, D.G. and Caligiuri, P. (2010), “Global talent management”, Journal of
World Business, Vol. 45 No. 2, pp. 105-8.

Scullion, H. and Collings, D. (2011), Global Talent Management, Routledge, London.

Boudreau, J.W. and Ramstad, P.M. (2007), Beyond HR: The New Science of Human Capital,
Harvard Business School Press, Boston, MA.

Boston Consulting Group (2007), The Future of HR: Key Challenges Through 2015, Boston
Consulting Group, Dusseldorf.

Farndale, E., Scullion, H. and Sparrow, P. (2010), “The role of the corporate human resource
function in global talent management”, Journal of World Business, Vol. 45 No. 2, pp. 161-8.

Kim, C.K. and Scullion, H. (2011), “Exploring the links between corporate social responsibility
and global talent management: a comparative study of the UK and Korea”, European Journal of
International Management, Vol. 5 No. 5.

Aziz, M., Adnan, A., Afthanorhan, A., Foziah, H., Ishak, S. and Rashid, N., 2019. The influence of
employer value proposition in talent demand towards talent shortage in the Malaysian Islamic
banking institutions: A SEM approach. Management Science Letters, pp.843-850.

Cohn, J.M., Khurana, R. and Reeves, L. (2005), “Growing talent as if your business depended on
it”, Harvard Business Review, Vol. 83 No. 10, pp. 62-71.

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Cook, S. (2010), “Talent management: key questions for learning and development”, Development
and Learning in Organizations, Vol. 24 No. 4, (Abstract).

Garavan, T.N., Hogan, C. and Cahir-O’Donnell, A. (2009), Developing Managers and Leaders:
Perspectives, Debates and Practices in Ireland, Gill & Macmillan, Dublin.

Younger, J. and Cleemann, C. (2010), “Growing your HR brand”, Strategic HR Review, Vol. 9
No. 4.

Scullion, H. and Collings, D.G. (2011), Global Talent Management, Routledge, London

CIPD (2011), Learning and Talent Development, CIPD, London.

Barlow, L. (2006), “Talent development: the new imperative?”, Development and Learning in
Organizations, Vol. 20 No. 3, pp. 6-9.

Jackson, S. E., & Schuler, R. S. (1990). Human resource planning: Challenges for
industrial/organizational psychologists. American Psychologist, 45(2), 223−239.

Rothwell, W. J. (1994). Effective succession planning: Ensuring leadership continuity and building
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Pascal, C. (2004). Foreword. In A. Schweyer (Ed.), Talent management systems: Best practices in
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