Slide 1.

Talent Management

Wilkinson and Redman, Contemporary Human Resource Management PowerPoints on the Web, 4th edition © Adrian Wilkinson and Tom Redman 2014
Slide 1.2

The development of HRM

• Contemporary Work enviornment
• New challenges for Organization
Problems with attracting and retaining talents and unique employees
Competition for highly skilled labour

Wilkinson and Redman, Contemporary Human Resource Management PowerPoints on the Web, 4th edition © Adrian Wilkinson and Tom Redman 2014
Slide 1.3

Factors influencing the growth of talent

management
 Competition between employers

 Growing recognition

 MNCs requirements

Wilkinson and Redman, Contemporary Human Resource Management PowerPoints on the Web, 4th edition © Adrian Wilkinson and Tom Redman 2014
Slide 1.4

Factors influencing the growth of talent

management
 New emerging markets
 Demographic
 Generational differences
 The shift from product-based to knowledge-based
economies and the dominance of the service sector
 The growing demand for short term assignments or
commuter assignments

Wilkinson and Redman, Contemporary Human Resource Management PowerPoints on the Web, 4th edition © Adrian Wilkinson and Tom Redman 2014
Slide 1.5

Measuring the effectiveness of TM

 Clear disagreement about what metrics should be used
to measure TM effectiveness
 Companies are often not strategic about what they
measure.
 Focus on practices rather than outcomes
 Firms using low-impact metrics with limited
predictive value

Wilkinson and Redman, Contemporary Human Resource Management PowerPoints on the Web, 4th edition © Adrian Wilkinson and Tom Redman 2014
Slide 1.6

TM vs HRM
•Notion that TM is not essentially different from HRM
 Relabelling of HRM showing its ‘fashionability’
 
•Significant Difference
1. workforce differentiation is key feature of TM
2. HRM more inclusive approach focusing on all employees
3. HRM focuses more on management functions

Wilkinson and Redman, Contemporary Human Resource Management PowerPoints on the Web, 4th edition © Adrian Wilkinson and Tom Redman 2014
Slide 1.7

The meaning of TM

Definition of talent is still far from clear and organisations differ widely in their
perspective on talent
Common distinctions that organisations make concern whether:
1. talent is a specific group of employees or all employees;
2. talent is innate or acquired;
3. talent is evaluated based on potential or performance.

Wilkinson and Redman, Contemporary Human Resource Management PowerPoints on the Web, 4th edition © Adrian Wilkinson and Tom Redman 2014
 Approaches to TM
Slide 1.8

The four approaches to talent management identified by Collings and Mellahi

(2009)
1.People approach: talent management as a categorization of people.
2.Practices approach: talent management as the presence of key HRM
practices.
3.Position approach: talent management as the identification of pivotal
positions.
4.Strategic pools approach: talent management as internal talent pools and
succession planning.

Wilkinson and Redman, Contemporary Human Resource Management PowerPoints on the Web, 4th edition © Adrian Wilkinson and Tom Redman 2014
 Approaches to TM
Slide 1.9

Position approach
• focuses on ‘activities and processes that involve the systematic
identification of key positions which differentially contribute to the
organisation’s sustainable competitive advantage’
•Strategic Pools Approach
• decisions with regard to each talent pool should consider three elements
1. Impact
2.Effectiveness
3.efficiency
process activity that is captured from organisational investment

Wilkinson and Redman, Contemporary Human Resource Management PowerPoints on the Web, 4th edition © Adrian Wilkinson and Tom Redman 2014