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Talent Management - Coggle Diagram

- - - - Employees are moivng to a 'shared' economy - less physical location - gig/freelance economy - what does this mean for TM programmes because if staff are moving between companies/working for several companies then a TM programme won't work
    - - Government constraints, global workforce etc.
    - - About employee expereince - show up and contribute' see article HR disruption
- - - - Thus, categorizing resources according to these three dimensions in response to external threats is crucial for
      - understanding the alternatives and likely outcomes available to a firm. An organization with a valuable resource
      - that becomes common slips from a position of competitive advantage to one of competitive parity. Organizations
      - with hard to imitate resources or capabilities that no longer have value (due to, say, a quantum change in
      - technology or changes in market preferences) also lose competitive advantage. Possessing valuable and rare
      - resources can provide a temporary advantage that is eroded over time as other organizations duplicate the resource
      - or find cost-effective substitutes.
- - - - Focus on performance/career paths of employees
        
        Talent develops from expereince and exposure see article: 'Talent managemtn in clusters' page 330
        
        tALENT D
        
        Talent develops from experiEnce and exposure see article: 'Talent management in clusters' page 330
    - - add the reference, example
- - - - Strength-based approach, Workforce differentiation
      - Exclusive – ‘talented’ employees different from ‘average’ employees (Collings and Mellahi, 2009)- segmenting the workforce - elite subset (danger of this approach)
        
        Pernod-Ricard top slice 25 candidates per year and categorise each staff member (Chabault et al; 2012)
        
        IBM top slice 10% of personnel
        
        Inclusive – all employees considered talent, but difficulties in differentiating TM from SHRM
  - - - Recruitment: Identification prior to entry
        Fit: Identification only after a certain socialization period
      - Talent viewed as transferable – assumes that talent will remain “talented” in every context
        
        Groysberg (2010) – When star analysts leave, dip in performance for five years
        
        Dependent upon norms, scripts, schemas
        
        Improved through possible team transfer
        
        Atmosphere and workplace structure is key – need for stimulating work environment (Chabault et al; 2012)