Talent Management: A Decade of Developments
This book contains an Open Access chapter. Aimed at researchers, postgraduate students, and professionals in the field, Talent Management: A Decade of Developmentscharts the evolution of talent management, illustrating the progress, prospects, and challenges that have transpired over the last ten ye...
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Bingley
Emerald Publishing Limited
2022
|
| Ausgabe: | 1st ed |
| Schriftenreihe: | Talent Management Series
|
| Schlagworte: | |
| Online-Zugang: | DE-2070s |
| Zusammenfassung: | This book contains an Open Access chapter. Aimed at researchers, postgraduate students, and professionals in the field, Talent Management: A Decade of Developmentscharts the evolution of talent management, illustrating the progress, prospects, and challenges that have transpired over the last ten years |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Beschreibung: | 1 Online-Ressource (198 Seiten) |
| ISBN: | 9781801178341 |
Internformat
MARC
| LEADER | 00000nmm a2200000zc 4500 | ||
|---|---|---|---|
| 001 | BV049874385 | ||
| 003 | DE-604 | ||
| 007 | cr|uuu---uuuuu | ||
| 008 | 240919s2022 |||| o||u| ||||||eng d | ||
| 020 | |a 9781801178341 |9 978-1-80117-834-1 | ||
| 035 | |a (ZDB-30-PQE)EBC7084515 | ||
| 035 | |a (ZDB-30-PAD)EBC7084515 | ||
| 035 | |a (ZDB-89-EBL)EBL7084515 | ||
| 035 | |a (OCoLC)1343946330 | ||
| 035 | |a (DE-599)BVBBV049874385 | ||
| 040 | |a DE-604 |b ger |e rda | ||
| 041 | 0 | |a eng | |
| 049 | |a DE-2070s | ||
| 082 | 0 | |a 658.3 | |
| 100 | 1 | |a Collings, David |e Verfasser |4 aut | |
| 245 | 1 | 0 | |a Talent Management |b A Decade of Developments |
| 250 | |a 1st ed | ||
| 264 | 1 | |a Bingley |b Emerald Publishing Limited |c 2022 | |
| 264 | 4 | |c ©2022 | |
| 300 | |a 1 Online-Ressource (198 Seiten) | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b c |2 rdamedia | ||
| 338 | |b cr |2 rdacarrier | ||
| 490 | 0 | |a Talent Management Series | |
| 500 | |a Description based on publisher supplied metadata and other sources | ||
| 505 | 8 | |a Intro -- Half Title Page -- Series Page -- Title Page -- Copyright Page -- Contents -- About the Contributors -- Foreword -- Preface -- Chapter 1-Talent Management: A Decade of Developments -- Introduction -- Scoping the Field -- International -- Understanding Context -- TM in the Public Sector -- TM in SMEs -- Toward a Critical Perspective -- Contemporary Issues -- The Chapters in this Volume -- References -- Chapter 2-What's Your Talent Philosophy? Talent as Construct Versus Talent as Phenomenon -- Introduction -- Chapter Outline -- The "Talent Management" Construct Versus Phenomenon -- Talent as Construct -- Talent as Phenomenon -- Exclusive/Innate Talent Philosophy. The construct that best fits the exclusive/innate talent philosophy - both in research and in talent management practice - is giftedness. Admittedly, this is a construct that is more often used in reference to gifted ch -- Exclusive/Developed Talent Philosophy. The construct that best fits the exclusive/developed talent philosophy is talent. In this approach, the focus lies on an élite subset of employees who are seen as having high potential and are being further developed -- Inclusive/Innate Talent Philosophy. The construct that best fits the inclusive/innate talent philosophy is potential. Note that I am not talking about "high-potentials" here (which is an exclusive construct -- see, for instance, the work by Finkelstein, Cos -- Inclusive/Developed Talent Philosophy. Finally, the construct that best fits the inclusive/developed talent philosophy is strength. Again, this construct implies very different underlying assumptions about "talent" (Nijs et al., 2014), as well as a very d -- Discussion -- Contributions to Theory -- References -- Chapter 3-The Quest for Relevant Talent Management Research -- Introduction -- A Brief Overview of TM Research | |
| 505 | 8 | |a The Dimensions of Relevant Research -- The Research-Practice Gap from the Scholars Side -- The Research-Practice Gap from the Practitioners Side -- How Relevant is TM Research? -- Concern 1: TM Research is Interesting But is Offered at a Delayed Pace -- Concern 2: TM Research Lacks a Body of Evidence -- Concern 3: Not Only the Readability, But the Transfer to Application in Practice is Weak -- Concern 4: Practitioners are Interested in Research Findings, But Experience Outweighs Evidence -- Concern 5: Scholars are not Tuned into the Information Channels of Practitioners -- Concern #6: TM Academic Research Has Turned Inward -- Concluding Thoughts -- References -- Chapter 4-Potential: The Forgotten Factor in Talent Management Research -- Introduction -- Defining Potential -- Disaggregating Potential from Performance -- Potential for What? -- Measuring Potential -- Gender and Assessments of Potential -- Culture and Assessments of Potential -- Summary - What We Know -- Future Research Directions -- References -- Chapter 5-Shining a Light on Star Scholarship: Progress and Prospects -- Revisiting the Multiple Conceptualizations of Stars -- Definitions of Stars Based on Exceptional Task Performance -- Definitions of Stars That Specify Additional Bases of Value Creation -- Definition of Stars Based on Perceived Individual Qualities -- Back to Basics: Defining Stars Based on Exceptional Value Creation -- A Brief Review of Recent Progress in Star Scholarship -- The Lights and Shadows of Stars: Progress in Understanding Stars' Complex Influences at Work -- Stars as Employees and People: Progress in Understanding Stars' Professional Experiences -- Prospects for Future Research on Stars -- Following Stars Over Their Careers -- Managing Stars and Their Work Environments -- Adding Practical Value in Research on Stars -- Who Do We See as Stars? | |
| 505 | 8 | |a Prioritizing Refinement and Accuracy in Understanding Stars' Contributions to Value Creation -- Conclusion -- References -- Chapter 6-HR Professionals and Talent Management: Navigating the Dynamic Macro Context -- Introduction -- Five TM Challenges and HR Responses -- TM in Times of Crisis -- Macro (Global/National) Environment. To understand how macro crises affect organizations, we (unfortunately!) have several examples from which to draw. Crises may originate from varied sources, ranging from natural environmental disasters such as hurrican -- Organizational Challenge/Opportunity. Such extreme events occurring external to organizations in the global or national macro environment can have a fundamental effect on how corporate leaders can manage their internal operations. These events create chan -- Operational/Managerial Reality. For the day-to-day activities of managers needing to maintain operations and rebuild organizational success, their focus lay on changing the governance and risk management culture inside the organization to ensure the organ -- HR Professionals' Role. The HR function can not only help organizations respond to crises but also prepare them for future crises. One approach is to be a strong champion of processes to match the increased focus on compliance and risk management. In othe -- TM During a Globalization Pause -- Macro (Global/National) Environment. Globalization "on pause" (Petricevic & -- Teece, 2019) or deglobalization (Witt, 2019) are terms that have emerged as the consequence of a series of protectionist policies of governments of major economies during the las | |
| 505 | 8 | |a Organizational Challenge/Opportunity. Firms have, therefore, been faced with the challenge of adapting their TM strategy to recruit, develop, and retain talent. In particular, firms in developed economies seeking locally scarce high-tech talent often turn -- Operational/Managerial Reality. Organizations, or rather managers within organizations, have choices regarding how to react to the challenges highlighted. For example, the extent to which immigration laws are seen as impeding, helping, or neutral can depe -- HR Professionals' Role. What can HR do to help firms through the challenging effects of the globalization pause on global talent pools? A primary role that HR can play here is network leadership. Network leadership requires HR to be aware of both the orga -- TM for Remote and Hybrid Workers -- Macro (Global/National) Environment. Following the logic of the need for increased flexibility as national or global crises affect organizational activities, and the constraints around being able to operate on a truly global platform, the macro environmen -- Organizational Challenge/Opportunity. On the other side of the pandemic, many employers are focused on welcoming their employees back to in-person presence (De Smet, Dowling, Mysore, & -- Reich, 2021). However, although around 83% of CEOs prefer that their e -- Operational/Managerial Reality. There are advantages of remote and hybrid work in terms of tapping into valuable talent pools that were previously unavailable. However, there are also disadvantages in terms of the challenges involved in managing the perfo -- HR Professionals' Role. To assist management in addressing these challenges, the HR function can operate as process champions, supporting virtual and dispersed teams through appropriate TM practices plus training for managers. However, to support the orga | |
| 505 | 8 | |a The Emergence and Strengthening of the Fluid Workforce -- Macro (Global/National) Environment. The COVID-19 pandemic has caused a near-unprecedented level of human suffering, death, and devastation. If there is a silver lining to this tragedy, it is that the current COVID-19 crisis has hastened the arrival of th -- Organizational Challenge/Opportunity. Organizations use a fluid workforce to address a specific need (Lau, 2020) when it comes to specialized skills (when it is easier to find skilled talent for a certain project/task than to develop talent internally -- th -- Operational/Managerial Reality. The emergence and rapid expansion of the fluid workforce (and the fact that it is most likely here to stay for the foreseeable future) will pose new challenges to organizations: from information security to intellectual pro -- HR Professionals' Role. To help organizations deal effectively with the talent of fluid workers, HR professionals can take on the role of a champion of processes (Farndale et al., 2010). HR experts can first learn as much as possible about the fluid workf -- Translating TM Strategies Globally -- Macro (Global/National) Environment. The macro challenges described here have focused on specific events or trends at the industry, national, or global level that have stimulated change in the operating environment of organizations. The final challenge th -- Organizational Challenge/Opportunity. What we are referring to here is path dependency (Sydow, Schreyögg, & -- Koch, 2009). In other words, national culture values and institutions combine to create a system that prevents quick or radical change (Farndale, M. | |
| 505 | 8 | |a Operational/Managerial Reality. The operational reality that pertains is that although there may be a corporate TM strategy, it is the manager at ground level who must act as a translator of that strategy to the local workforce. Strategy developed by corp | |
| 520 | |a This book contains an Open Access chapter. Aimed at researchers, postgraduate students, and professionals in the field, Talent Management: A Decade of Developmentscharts the evolution of talent management, illustrating the progress, prospects, and challenges that have transpired over the last ten years | ||
| 650 | 4 | |a Personnel management | |
| 700 | 1 | |a Vaiman, Vlad |e Sonstige |4 oth | |
| 700 | 1 | |a Scullion, Hugh |e Sonstige |4 oth | |
| 776 | 0 | 8 | |i Erscheint auch als |n Druck-Ausgabe |a Collings, David |t Talent Management |d Bingley : Emerald Publishing Limited,c2022 |z 9781801178358 |
| 912 | |a ZDB-30-PQE | ||
| 943 | 1 | |a oai:aleph.bib-bvb.de:BVB01-035213843 | |
| 966 | e | |u https://ebookcentral.proquest.com/lib/hwr/detail.action?docID=7084515 |l DE-2070s |p ZDB-30-PQE |q HWR_PDA_PQE |x Aggregator |3 Volltext | |
Datensatz im Suchindex
| _version_ | 1810600638873075712 |
|---|---|
| adam_text | |
| any_adam_object | |
| author | Collings, David |
| author_facet | Collings, David |
| author_role | aut |
| author_sort | Collings, David |
| author_variant | d c dc |
| building | Verbundindex |
| bvnumber | BV049874385 |
| collection | ZDB-30-PQE |
| contents | Intro -- Half Title Page -- Series Page -- Title Page -- Copyright Page -- Contents -- About the Contributors -- Foreword -- Preface -- Chapter 1-Talent Management: A Decade of Developments -- Introduction -- Scoping the Field -- International -- Understanding Context -- TM in the Public Sector -- TM in SMEs -- Toward a Critical Perspective -- Contemporary Issues -- The Chapters in this Volume -- References -- Chapter 2-What's Your Talent Philosophy? Talent as Construct Versus Talent as Phenomenon -- Introduction -- Chapter Outline -- The "Talent Management" Construct Versus Phenomenon -- Talent as Construct -- Talent as Phenomenon -- Exclusive/Innate Talent Philosophy. The construct that best fits the exclusive/innate talent philosophy - both in research and in talent management practice - is giftedness. Admittedly, this is a construct that is more often used in reference to gifted ch -- Exclusive/Developed Talent Philosophy. The construct that best fits the exclusive/developed talent philosophy is talent. In this approach, the focus lies on an élite subset of employees who are seen as having high potential and are being further developed -- Inclusive/Innate Talent Philosophy. The construct that best fits the inclusive/innate talent philosophy is potential. Note that I am not talking about "high-potentials" here (which is an exclusive construct -- see, for instance, the work by Finkelstein, Cos -- Inclusive/Developed Talent Philosophy. Finally, the construct that best fits the inclusive/developed talent philosophy is strength. Again, this construct implies very different underlying assumptions about "talent" (Nijs et al., 2014), as well as a very d -- Discussion -- Contributions to Theory -- References -- Chapter 3-The Quest for Relevant Talent Management Research -- Introduction -- A Brief Overview of TM Research The Dimensions of Relevant Research -- The Research-Practice Gap from the Scholars Side -- The Research-Practice Gap from the Practitioners Side -- How Relevant is TM Research? -- Concern 1: TM Research is Interesting But is Offered at a Delayed Pace -- Concern 2: TM Research Lacks a Body of Evidence -- Concern 3: Not Only the Readability, But the Transfer to Application in Practice is Weak -- Concern 4: Practitioners are Interested in Research Findings, But Experience Outweighs Evidence -- Concern 5: Scholars are not Tuned into the Information Channels of Practitioners -- Concern #6: TM Academic Research Has Turned Inward -- Concluding Thoughts -- References -- Chapter 4-Potential: The Forgotten Factor in Talent Management Research -- Introduction -- Defining Potential -- Disaggregating Potential from Performance -- Potential for What? -- Measuring Potential -- Gender and Assessments of Potential -- Culture and Assessments of Potential -- Summary - What We Know -- Future Research Directions -- References -- Chapter 5-Shining a Light on Star Scholarship: Progress and Prospects -- Revisiting the Multiple Conceptualizations of Stars -- Definitions of Stars Based on Exceptional Task Performance -- Definitions of Stars That Specify Additional Bases of Value Creation -- Definition of Stars Based on Perceived Individual Qualities -- Back to Basics: Defining Stars Based on Exceptional Value Creation -- A Brief Review of Recent Progress in Star Scholarship -- The Lights and Shadows of Stars: Progress in Understanding Stars' Complex Influences at Work -- Stars as Employees and People: Progress in Understanding Stars' Professional Experiences -- Prospects for Future Research on Stars -- Following Stars Over Their Careers -- Managing Stars and Their Work Environments -- Adding Practical Value in Research on Stars -- Who Do We See as Stars? Prioritizing Refinement and Accuracy in Understanding Stars' Contributions to Value Creation -- Conclusion -- References -- Chapter 6-HR Professionals and Talent Management: Navigating the Dynamic Macro Context -- Introduction -- Five TM Challenges and HR Responses -- TM in Times of Crisis -- Macro (Global/National) Environment. To understand how macro crises affect organizations, we (unfortunately!) have several examples from which to draw. Crises may originate from varied sources, ranging from natural environmental disasters such as hurrican -- Organizational Challenge/Opportunity. Such extreme events occurring external to organizations in the global or national macro environment can have a fundamental effect on how corporate leaders can manage their internal operations. These events create chan -- Operational/Managerial Reality. For the day-to-day activities of managers needing to maintain operations and rebuild organizational success, their focus lay on changing the governance and risk management culture inside the organization to ensure the organ -- HR Professionals' Role. The HR function can not only help organizations respond to crises but also prepare them for future crises. One approach is to be a strong champion of processes to match the increased focus on compliance and risk management. In othe -- TM During a Globalization Pause -- Macro (Global/National) Environment. Globalization "on pause" (Petricevic & -- Teece, 2019) or deglobalization (Witt, 2019) are terms that have emerged as the consequence of a series of protectionist policies of governments of major economies during the las Organizational Challenge/Opportunity. Firms have, therefore, been faced with the challenge of adapting their TM strategy to recruit, develop, and retain talent. In particular, firms in developed economies seeking locally scarce high-tech talent often turn -- Operational/Managerial Reality. Organizations, or rather managers within organizations, have choices regarding how to react to the challenges highlighted. For example, the extent to which immigration laws are seen as impeding, helping, or neutral can depe -- HR Professionals' Role. What can HR do to help firms through the challenging effects of the globalization pause on global talent pools? A primary role that HR can play here is network leadership. Network leadership requires HR to be aware of both the orga -- TM for Remote and Hybrid Workers -- Macro (Global/National) Environment. Following the logic of the need for increased flexibility as national or global crises affect organizational activities, and the constraints around being able to operate on a truly global platform, the macro environmen -- Organizational Challenge/Opportunity. On the other side of the pandemic, many employers are focused on welcoming their employees back to in-person presence (De Smet, Dowling, Mysore, & -- Reich, 2021). However, although around 83% of CEOs prefer that their e -- Operational/Managerial Reality. There are advantages of remote and hybrid work in terms of tapping into valuable talent pools that were previously unavailable. However, there are also disadvantages in terms of the challenges involved in managing the perfo -- HR Professionals' Role. To assist management in addressing these challenges, the HR function can operate as process champions, supporting virtual and dispersed teams through appropriate TM practices plus training for managers. However, to support the orga The Emergence and Strengthening of the Fluid Workforce -- Macro (Global/National) Environment. The COVID-19 pandemic has caused a near-unprecedented level of human suffering, death, and devastation. If there is a silver lining to this tragedy, it is that the current COVID-19 crisis has hastened the arrival of th -- Organizational Challenge/Opportunity. Organizations use a fluid workforce to address a specific need (Lau, 2020) when it comes to specialized skills (when it is easier to find skilled talent for a certain project/task than to develop talent internally -- th -- Operational/Managerial Reality. The emergence and rapid expansion of the fluid workforce (and the fact that it is most likely here to stay for the foreseeable future) will pose new challenges to organizations: from information security to intellectual pro -- HR Professionals' Role. To help organizations deal effectively with the talent of fluid workers, HR professionals can take on the role of a champion of processes (Farndale et al., 2010). HR experts can first learn as much as possible about the fluid workf -- Translating TM Strategies Globally -- Macro (Global/National) Environment. The macro challenges described here have focused on specific events or trends at the industry, national, or global level that have stimulated change in the operating environment of organizations. The final challenge th -- Organizational Challenge/Opportunity. What we are referring to here is path dependency (Sydow, Schreyögg, & -- Koch, 2009). In other words, national culture values and institutions combine to create a system that prevents quick or radical change (Farndale, M. Operational/Managerial Reality. The operational reality that pertains is that although there may be a corporate TM strategy, it is the manager at ground level who must act as a translator of that strategy to the local workforce. Strategy developed by corp |
| ctrlnum | (ZDB-30-PQE)EBC7084515 (ZDB-30-PAD)EBC7084515 (ZDB-89-EBL)EBL7084515 (OCoLC)1343946330 (DE-599)BVBBV049874385 |
| dewey-full | 658.3 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.3 |
| dewey-search | 658.3 |
| dewey-sort | 3658.3 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| edition | 1st ed |
| format | Electronic eBook |
| fullrecord | <?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim"><record><leader>00000nmm a2200000zc 4500</leader><controlfield tag="001">BV049874385</controlfield><controlfield tag="003">DE-604</controlfield><controlfield tag="007">cr|uuu---uuuuu</controlfield><controlfield tag="008">240919s2022 |||| o||u| ||||||eng d</controlfield><datafield tag="020" ind1=" " ind2=" "><subfield code="a">9781801178341</subfield><subfield code="9">978-1-80117-834-1</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(ZDB-30-PQE)EBC7084515</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(ZDB-30-PAD)EBC7084515</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(ZDB-89-EBL)EBL7084515</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(OCoLC)1343946330</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-599)BVBBV049874385</subfield></datafield><datafield tag="040" ind1=" " ind2=" "><subfield code="a">DE-604</subfield><subfield code="b">ger</subfield><subfield code="e">rda</subfield></datafield><datafield tag="041" ind1="0" ind2=" "><subfield code="a">eng</subfield></datafield><datafield tag="049" ind1=" " ind2=" "><subfield code="a">DE-2070s</subfield></datafield><datafield tag="082" ind1="0" ind2=" "><subfield code="a">658.3</subfield></datafield><datafield tag="100" ind1="1" ind2=" "><subfield code="a">Collings, David</subfield><subfield code="e">Verfasser</subfield><subfield code="4">aut</subfield></datafield><datafield tag="245" ind1="1" ind2="0"><subfield code="a">Talent Management</subfield><subfield code="b">A Decade of Developments</subfield></datafield><datafield tag="250" ind1=" " ind2=" "><subfield code="a">1st ed</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="a">Bingley</subfield><subfield code="b">Emerald Publishing Limited</subfield><subfield code="c">2022</subfield></datafield><datafield tag="264" ind1=" " ind2="4"><subfield code="c">©2022</subfield></datafield><datafield tag="300" ind1=" " ind2=" "><subfield code="a">1 Online-Ressource (198 Seiten)</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="b">txt</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="b">c</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="b">cr</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="490" ind1="0" ind2=" "><subfield code="a">Talent Management Series</subfield></datafield><datafield tag="500" ind1=" " ind2=" "><subfield code="a">Description based on publisher supplied metadata and other sources</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Intro -- Half Title Page -- Series Page -- Title Page -- Copyright Page -- Contents -- About the Contributors -- Foreword -- Preface -- Chapter 1-Talent Management: A Decade of Developments -- Introduction -- Scoping the Field -- International -- Understanding Context -- TM in the Public Sector -- TM in SMEs -- Toward a Critical Perspective -- Contemporary Issues -- The Chapters in this Volume -- References -- Chapter 2-What's Your Talent Philosophy? Talent as Construct Versus Talent as Phenomenon -- Introduction -- Chapter Outline -- The "Talent Management" Construct Versus Phenomenon -- Talent as Construct -- Talent as Phenomenon -- Exclusive/Innate Talent Philosophy. The construct that best fits the exclusive/innate talent philosophy - both in research and in talent management practice - is giftedness. Admittedly, this is a construct that is more often used in reference to gifted ch -- Exclusive/Developed Talent Philosophy. The construct that best fits the exclusive/developed talent philosophy is talent. In this approach, the focus lies on an élite subset of employees who are seen as having high potential and are being further developed -- Inclusive/Innate Talent Philosophy. The construct that best fits the inclusive/innate talent philosophy is potential. Note that I am not talking about "high-potentials" here (which is an exclusive construct -- see, for instance, the work by Finkelstein, Cos -- Inclusive/Developed Talent Philosophy. Finally, the construct that best fits the inclusive/developed talent philosophy is strength. Again, this construct implies very different underlying assumptions about "talent" (Nijs et al., 2014), as well as a very d -- Discussion -- Contributions to Theory -- References -- Chapter 3-The Quest for Relevant Talent Management Research -- Introduction -- A Brief Overview of TM Research</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">The Dimensions of Relevant Research -- The Research-Practice Gap from the Scholars Side -- The Research-Practice Gap from the Practitioners Side -- How Relevant is TM Research? -- Concern 1: TM Research is Interesting But is Offered at a Delayed Pace -- Concern 2: TM Research Lacks a Body of Evidence -- Concern 3: Not Only the Readability, But the Transfer to Application in Practice is Weak -- Concern 4: Practitioners are Interested in Research Findings, But Experience Outweighs Evidence -- Concern 5: Scholars are not Tuned into the Information Channels of Practitioners -- Concern #6: TM Academic Research Has Turned Inward -- Concluding Thoughts -- References -- Chapter 4-Potential: The Forgotten Factor in Talent Management Research -- Introduction -- Defining Potential -- Disaggregating Potential from Performance -- Potential for What? -- Measuring Potential -- Gender and Assessments of Potential -- Culture and Assessments of Potential -- Summary - What We Know -- Future Research Directions -- References -- Chapter 5-Shining a Light on Star Scholarship: Progress and Prospects -- Revisiting the Multiple Conceptualizations of Stars -- Definitions of Stars Based on Exceptional Task Performance -- Definitions of Stars That Specify Additional Bases of Value Creation -- Definition of Stars Based on Perceived Individual Qualities -- Back to Basics: Defining Stars Based on Exceptional Value Creation -- A Brief Review of Recent Progress in Star Scholarship -- The Lights and Shadows of Stars: Progress in Understanding Stars' Complex Influences at Work -- Stars as Employees and People: Progress in Understanding Stars' Professional Experiences -- Prospects for Future Research on Stars -- Following Stars Over Their Careers -- Managing Stars and Their Work Environments -- Adding Practical Value in Research on Stars -- Who Do We See as Stars?</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Prioritizing Refinement and Accuracy in Understanding Stars' Contributions to Value Creation -- Conclusion -- References -- Chapter 6-HR Professionals and Talent Management: Navigating the Dynamic Macro Context -- Introduction -- Five TM Challenges and HR Responses -- TM in Times of Crisis -- Macro (Global/National) Environment. To understand how macro crises affect organizations, we (unfortunately!) have several examples from which to draw. Crises may originate from varied sources, ranging from natural environmental disasters such as hurrican -- Organizational Challenge/Opportunity. Such extreme events occurring external to organizations in the global or national macro environment can have a fundamental effect on how corporate leaders can manage their internal operations. These events create chan -- Operational/Managerial Reality. For the day-to-day activities of managers needing to maintain operations and rebuild organizational success, their focus lay on changing the governance and risk management culture inside the organization to ensure the organ -- HR Professionals' Role. The HR function can not only help organizations respond to crises but also prepare them for future crises. One approach is to be a strong champion of processes to match the increased focus on compliance and risk management. In othe -- TM During a Globalization Pause -- Macro (Global/National) Environment. Globalization "on pause" (Petricevic &amp -- Teece, 2019) or deglobalization (Witt, 2019) are terms that have emerged as the consequence of a series of protectionist policies of governments of major economies during the las</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Organizational Challenge/Opportunity. Firms have, therefore, been faced with the challenge of adapting their TM strategy to recruit, develop, and retain talent. In particular, firms in developed economies seeking locally scarce high-tech talent often turn -- Operational/Managerial Reality. Organizations, or rather managers within organizations, have choices regarding how to react to the challenges highlighted. For example, the extent to which immigration laws are seen as impeding, helping, or neutral can depe -- HR Professionals' Role. What can HR do to help firms through the challenging effects of the globalization pause on global talent pools? A primary role that HR can play here is network leadership. Network leadership requires HR to be aware of both the orga -- TM for Remote and Hybrid Workers -- Macro (Global/National) Environment. Following the logic of the need for increased flexibility as national or global crises affect organizational activities, and the constraints around being able to operate on a truly global platform, the macro environmen -- Organizational Challenge/Opportunity. On the other side of the pandemic, many employers are focused on welcoming their employees back to in-person presence (De Smet, Dowling, Mysore, &amp -- Reich, 2021). However, although around 83% of CEOs prefer that their e -- Operational/Managerial Reality. There are advantages of remote and hybrid work in terms of tapping into valuable talent pools that were previously unavailable. However, there are also disadvantages in terms of the challenges involved in managing the perfo -- HR Professionals' Role. To assist management in addressing these challenges, the HR function can operate as process champions, supporting virtual and dispersed teams through appropriate TM practices plus training for managers. However, to support the orga</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">The Emergence and Strengthening of the Fluid Workforce -- Macro (Global/National) Environment. The COVID-19 pandemic has caused a near-unprecedented level of human suffering, death, and devastation. If there is a silver lining to this tragedy, it is that the current COVID-19 crisis has hastened the arrival of th -- Organizational Challenge/Opportunity. Organizations use a fluid workforce to address a specific need (Lau, 2020) when it comes to specialized skills (when it is easier to find skilled talent for a certain project/task than to develop talent internally -- th -- Operational/Managerial Reality. The emergence and rapid expansion of the fluid workforce (and the fact that it is most likely here to stay for the foreseeable future) will pose new challenges to organizations: from information security to intellectual pro -- HR Professionals' Role. To help organizations deal effectively with the talent of fluid workers, HR professionals can take on the role of a champion of processes (Farndale et al., 2010). HR experts can first learn as much as possible about the fluid workf -- Translating TM Strategies Globally -- Macro (Global/National) Environment. The macro challenges described here have focused on specific events or trends at the industry, national, or global level that have stimulated change in the operating environment of organizations. The final challenge th -- Organizational Challenge/Opportunity. What we are referring to here is path dependency (Sydow, Schreyögg, &amp -- Koch, 2009). In other words, national culture values and institutions combine to create a system that prevents quick or radical change (Farndale, M.</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Operational/Managerial Reality. The operational reality that pertains is that although there may be a corporate TM strategy, it is the manager at ground level who must act as a translator of that strategy to the local workforce. Strategy developed by corp</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">This book contains an Open Access chapter. Aimed at researchers, postgraduate students, and professionals in the field, Talent Management: A Decade of Developmentscharts the evolution of talent management, illustrating the progress, prospects, and challenges that have transpired over the last ten years</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Personnel management</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Vaiman, Vlad</subfield><subfield code="e">Sonstige</subfield><subfield code="4">oth</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Scullion, Hugh</subfield><subfield code="e">Sonstige</subfield><subfield code="4">oth</subfield></datafield><datafield tag="776" ind1="0" ind2="8"><subfield code="i">Erscheint auch als</subfield><subfield code="n">Druck-Ausgabe</subfield><subfield code="a">Collings, David</subfield><subfield code="t">Talent Management</subfield><subfield code="d">Bingley : Emerald Publishing Limited,c2022</subfield><subfield code="z">9781801178358</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">ZDB-30-PQE</subfield></datafield><datafield tag="943" ind1="1" ind2=" "><subfield code="a">oai:aleph.bib-bvb.de:BVB01-035213843</subfield></datafield><datafield tag="966" ind1="e" ind2=" "><subfield code="u">https://ebookcentral.proquest.com/lib/hwr/detail.action?docID=7084515</subfield><subfield code="l">DE-2070s</subfield><subfield code="p">ZDB-30-PQE</subfield><subfield code="q">HWR_PDA_PQE</subfield><subfield code="x">Aggregator</subfield><subfield code="3">Volltext</subfield></datafield></record></collection> |
| id | DE-604.BV049874385 |
| illustrated | Not Illustrated |
| indexdate | 2024-09-19T05:22:06Z |
| institution | BVB |
| isbn | 9781801178341 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-035213843 |
| oclc_num | 1343946330 |
| open_access_boolean | |
| owner | DE-2070s |
| owner_facet | DE-2070s |
| physical | 1 Online-Ressource (198 Seiten) |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE |
| publishDate | 2022 |
| publishDateSearch | 2022 |
| publishDateSort | 2022 |
| publisher | Emerald Publishing Limited |
| record_format | marc |
| series2 | Talent Management Series |
| spelling | Collings, David Verfasser aut Talent Management A Decade of Developments 1st ed Bingley Emerald Publishing Limited 2022 ©2022 1 Online-Ressource (198 Seiten) txt rdacontent c rdamedia cr rdacarrier Talent Management Series Description based on publisher supplied metadata and other sources Intro -- Half Title Page -- Series Page -- Title Page -- Copyright Page -- Contents -- About the Contributors -- Foreword -- Preface -- Chapter 1-Talent Management: A Decade of Developments -- Introduction -- Scoping the Field -- International -- Understanding Context -- TM in the Public Sector -- TM in SMEs -- Toward a Critical Perspective -- Contemporary Issues -- The Chapters in this Volume -- References -- Chapter 2-What's Your Talent Philosophy? Talent as Construct Versus Talent as Phenomenon -- Introduction -- Chapter Outline -- The "Talent Management" Construct Versus Phenomenon -- Talent as Construct -- Talent as Phenomenon -- Exclusive/Innate Talent Philosophy. The construct that best fits the exclusive/innate talent philosophy - both in research and in talent management practice - is giftedness. Admittedly, this is a construct that is more often used in reference to gifted ch -- Exclusive/Developed Talent Philosophy. The construct that best fits the exclusive/developed talent philosophy is talent. In this approach, the focus lies on an élite subset of employees who are seen as having high potential and are being further developed -- Inclusive/Innate Talent Philosophy. The construct that best fits the inclusive/innate talent philosophy is potential. Note that I am not talking about "high-potentials" here (which is an exclusive construct -- see, for instance, the work by Finkelstein, Cos -- Inclusive/Developed Talent Philosophy. Finally, the construct that best fits the inclusive/developed talent philosophy is strength. Again, this construct implies very different underlying assumptions about "talent" (Nijs et al., 2014), as well as a very d -- Discussion -- Contributions to Theory -- References -- Chapter 3-The Quest for Relevant Talent Management Research -- Introduction -- A Brief Overview of TM Research The Dimensions of Relevant Research -- The Research-Practice Gap from the Scholars Side -- The Research-Practice Gap from the Practitioners Side -- How Relevant is TM Research? -- Concern 1: TM Research is Interesting But is Offered at a Delayed Pace -- Concern 2: TM Research Lacks a Body of Evidence -- Concern 3: Not Only the Readability, But the Transfer to Application in Practice is Weak -- Concern 4: Practitioners are Interested in Research Findings, But Experience Outweighs Evidence -- Concern 5: Scholars are not Tuned into the Information Channels of Practitioners -- Concern #6: TM Academic Research Has Turned Inward -- Concluding Thoughts -- References -- Chapter 4-Potential: The Forgotten Factor in Talent Management Research -- Introduction -- Defining Potential -- Disaggregating Potential from Performance -- Potential for What? -- Measuring Potential -- Gender and Assessments of Potential -- Culture and Assessments of Potential -- Summary - What We Know -- Future Research Directions -- References -- Chapter 5-Shining a Light on Star Scholarship: Progress and Prospects -- Revisiting the Multiple Conceptualizations of Stars -- Definitions of Stars Based on Exceptional Task Performance -- Definitions of Stars That Specify Additional Bases of Value Creation -- Definition of Stars Based on Perceived Individual Qualities -- Back to Basics: Defining Stars Based on Exceptional Value Creation -- A Brief Review of Recent Progress in Star Scholarship -- The Lights and Shadows of Stars: Progress in Understanding Stars' Complex Influences at Work -- Stars as Employees and People: Progress in Understanding Stars' Professional Experiences -- Prospects for Future Research on Stars -- Following Stars Over Their Careers -- Managing Stars and Their Work Environments -- Adding Practical Value in Research on Stars -- Who Do We See as Stars? Prioritizing Refinement and Accuracy in Understanding Stars' Contributions to Value Creation -- Conclusion -- References -- Chapter 6-HR Professionals and Talent Management: Navigating the Dynamic Macro Context -- Introduction -- Five TM Challenges and HR Responses -- TM in Times of Crisis -- Macro (Global/National) Environment. To understand how macro crises affect organizations, we (unfortunately!) have several examples from which to draw. Crises may originate from varied sources, ranging from natural environmental disasters such as hurrican -- Organizational Challenge/Opportunity. Such extreme events occurring external to organizations in the global or national macro environment can have a fundamental effect on how corporate leaders can manage their internal operations. These events create chan -- Operational/Managerial Reality. For the day-to-day activities of managers needing to maintain operations and rebuild organizational success, their focus lay on changing the governance and risk management culture inside the organization to ensure the organ -- HR Professionals' Role. The HR function can not only help organizations respond to crises but also prepare them for future crises. One approach is to be a strong champion of processes to match the increased focus on compliance and risk management. In othe -- TM During a Globalization Pause -- Macro (Global/National) Environment. Globalization "on pause" (Petricevic & -- Teece, 2019) or deglobalization (Witt, 2019) are terms that have emerged as the consequence of a series of protectionist policies of governments of major economies during the las Organizational Challenge/Opportunity. Firms have, therefore, been faced with the challenge of adapting their TM strategy to recruit, develop, and retain talent. In particular, firms in developed economies seeking locally scarce high-tech talent often turn -- Operational/Managerial Reality. Organizations, or rather managers within organizations, have choices regarding how to react to the challenges highlighted. For example, the extent to which immigration laws are seen as impeding, helping, or neutral can depe -- HR Professionals' Role. What can HR do to help firms through the challenging effects of the globalization pause on global talent pools? A primary role that HR can play here is network leadership. Network leadership requires HR to be aware of both the orga -- TM for Remote and Hybrid Workers -- Macro (Global/National) Environment. Following the logic of the need for increased flexibility as national or global crises affect organizational activities, and the constraints around being able to operate on a truly global platform, the macro environmen -- Organizational Challenge/Opportunity. On the other side of the pandemic, many employers are focused on welcoming their employees back to in-person presence (De Smet, Dowling, Mysore, & -- Reich, 2021). However, although around 83% of CEOs prefer that their e -- Operational/Managerial Reality. There are advantages of remote and hybrid work in terms of tapping into valuable talent pools that were previously unavailable. However, there are also disadvantages in terms of the challenges involved in managing the perfo -- HR Professionals' Role. To assist management in addressing these challenges, the HR function can operate as process champions, supporting virtual and dispersed teams through appropriate TM practices plus training for managers. However, to support the orga The Emergence and Strengthening of the Fluid Workforce -- Macro (Global/National) Environment. The COVID-19 pandemic has caused a near-unprecedented level of human suffering, death, and devastation. If there is a silver lining to this tragedy, it is that the current COVID-19 crisis has hastened the arrival of th -- Organizational Challenge/Opportunity. Organizations use a fluid workforce to address a specific need (Lau, 2020) when it comes to specialized skills (when it is easier to find skilled talent for a certain project/task than to develop talent internally -- th -- Operational/Managerial Reality. The emergence and rapid expansion of the fluid workforce (and the fact that it is most likely here to stay for the foreseeable future) will pose new challenges to organizations: from information security to intellectual pro -- HR Professionals' Role. To help organizations deal effectively with the talent of fluid workers, HR professionals can take on the role of a champion of processes (Farndale et al., 2010). HR experts can first learn as much as possible about the fluid workf -- Translating TM Strategies Globally -- Macro (Global/National) Environment. The macro challenges described here have focused on specific events or trends at the industry, national, or global level that have stimulated change in the operating environment of organizations. The final challenge th -- Organizational Challenge/Opportunity. What we are referring to here is path dependency (Sydow, Schreyögg, & -- Koch, 2009). In other words, national culture values and institutions combine to create a system that prevents quick or radical change (Farndale, M. Operational/Managerial Reality. The operational reality that pertains is that although there may be a corporate TM strategy, it is the manager at ground level who must act as a translator of that strategy to the local workforce. Strategy developed by corp This book contains an Open Access chapter. Aimed at researchers, postgraduate students, and professionals in the field, Talent Management: A Decade of Developmentscharts the evolution of talent management, illustrating the progress, prospects, and challenges that have transpired over the last ten years Personnel management Vaiman, Vlad Sonstige oth Scullion, Hugh Sonstige oth Erscheint auch als Druck-Ausgabe Collings, David Talent Management Bingley : Emerald Publishing Limited,c2022 9781801178358 |
| spellingShingle | Collings, David Talent Management A Decade of Developments Intro -- Half Title Page -- Series Page -- Title Page -- Copyright Page -- Contents -- About the Contributors -- Foreword -- Preface -- Chapter 1-Talent Management: A Decade of Developments -- Introduction -- Scoping the Field -- International -- Understanding Context -- TM in the Public Sector -- TM in SMEs -- Toward a Critical Perspective -- Contemporary Issues -- The Chapters in this Volume -- References -- Chapter 2-What's Your Talent Philosophy? Talent as Construct Versus Talent as Phenomenon -- Introduction -- Chapter Outline -- The "Talent Management" Construct Versus Phenomenon -- Talent as Construct -- Talent as Phenomenon -- Exclusive/Innate Talent Philosophy. The construct that best fits the exclusive/innate talent philosophy - both in research and in talent management practice - is giftedness. Admittedly, this is a construct that is more often used in reference to gifted ch -- Exclusive/Developed Talent Philosophy. The construct that best fits the exclusive/developed talent philosophy is talent. In this approach, the focus lies on an élite subset of employees who are seen as having high potential and are being further developed -- Inclusive/Innate Talent Philosophy. The construct that best fits the inclusive/innate talent philosophy is potential. Note that I am not talking about "high-potentials" here (which is an exclusive construct -- see, for instance, the work by Finkelstein, Cos -- Inclusive/Developed Talent Philosophy. Finally, the construct that best fits the inclusive/developed talent philosophy is strength. Again, this construct implies very different underlying assumptions about "talent" (Nijs et al., 2014), as well as a very d -- Discussion -- Contributions to Theory -- References -- Chapter 3-The Quest for Relevant Talent Management Research -- Introduction -- A Brief Overview of TM Research The Dimensions of Relevant Research -- The Research-Practice Gap from the Scholars Side -- The Research-Practice Gap from the Practitioners Side -- How Relevant is TM Research? -- Concern 1: TM Research is Interesting But is Offered at a Delayed Pace -- Concern 2: TM Research Lacks a Body of Evidence -- Concern 3: Not Only the Readability, But the Transfer to Application in Practice is Weak -- Concern 4: Practitioners are Interested in Research Findings, But Experience Outweighs Evidence -- Concern 5: Scholars are not Tuned into the Information Channels of Practitioners -- Concern #6: TM Academic Research Has Turned Inward -- Concluding Thoughts -- References -- Chapter 4-Potential: The Forgotten Factor in Talent Management Research -- Introduction -- Defining Potential -- Disaggregating Potential from Performance -- Potential for What? -- Measuring Potential -- Gender and Assessments of Potential -- Culture and Assessments of Potential -- Summary - What We Know -- Future Research Directions -- References -- Chapter 5-Shining a Light on Star Scholarship: Progress and Prospects -- Revisiting the Multiple Conceptualizations of Stars -- Definitions of Stars Based on Exceptional Task Performance -- Definitions of Stars That Specify Additional Bases of Value Creation -- Definition of Stars Based on Perceived Individual Qualities -- Back to Basics: Defining Stars Based on Exceptional Value Creation -- A Brief Review of Recent Progress in Star Scholarship -- The Lights and Shadows of Stars: Progress in Understanding Stars' Complex Influences at Work -- Stars as Employees and People: Progress in Understanding Stars' Professional Experiences -- Prospects for Future Research on Stars -- Following Stars Over Their Careers -- Managing Stars and Their Work Environments -- Adding Practical Value in Research on Stars -- Who Do We See as Stars? Prioritizing Refinement and Accuracy in Understanding Stars' Contributions to Value Creation -- Conclusion -- References -- Chapter 6-HR Professionals and Talent Management: Navigating the Dynamic Macro Context -- Introduction -- Five TM Challenges and HR Responses -- TM in Times of Crisis -- Macro (Global/National) Environment. To understand how macro crises affect organizations, we (unfortunately!) have several examples from which to draw. Crises may originate from varied sources, ranging from natural environmental disasters such as hurrican -- Organizational Challenge/Opportunity. Such extreme events occurring external to organizations in the global or national macro environment can have a fundamental effect on how corporate leaders can manage their internal operations. These events create chan -- Operational/Managerial Reality. For the day-to-day activities of managers needing to maintain operations and rebuild organizational success, their focus lay on changing the governance and risk management culture inside the organization to ensure the organ -- HR Professionals' Role. The HR function can not only help organizations respond to crises but also prepare them for future crises. One approach is to be a strong champion of processes to match the increased focus on compliance and risk management. In othe -- TM During a Globalization Pause -- Macro (Global/National) Environment. Globalization "on pause" (Petricevic & -- Teece, 2019) or deglobalization (Witt, 2019) are terms that have emerged as the consequence of a series of protectionist policies of governments of major economies during the las Organizational Challenge/Opportunity. Firms have, therefore, been faced with the challenge of adapting their TM strategy to recruit, develop, and retain talent. In particular, firms in developed economies seeking locally scarce high-tech talent often turn -- Operational/Managerial Reality. Organizations, or rather managers within organizations, have choices regarding how to react to the challenges highlighted. For example, the extent to which immigration laws are seen as impeding, helping, or neutral can depe -- HR Professionals' Role. What can HR do to help firms through the challenging effects of the globalization pause on global talent pools? A primary role that HR can play here is network leadership. Network leadership requires HR to be aware of both the orga -- TM for Remote and Hybrid Workers -- Macro (Global/National) Environment. Following the logic of the need for increased flexibility as national or global crises affect organizational activities, and the constraints around being able to operate on a truly global platform, the macro environmen -- Organizational Challenge/Opportunity. On the other side of the pandemic, many employers are focused on welcoming their employees back to in-person presence (De Smet, Dowling, Mysore, & -- Reich, 2021). However, although around 83% of CEOs prefer that their e -- Operational/Managerial Reality. There are advantages of remote and hybrid work in terms of tapping into valuable talent pools that were previously unavailable. However, there are also disadvantages in terms of the challenges involved in managing the perfo -- HR Professionals' Role. To assist management in addressing these challenges, the HR function can operate as process champions, supporting virtual and dispersed teams through appropriate TM practices plus training for managers. However, to support the orga The Emergence and Strengthening of the Fluid Workforce -- Macro (Global/National) Environment. The COVID-19 pandemic has caused a near-unprecedented level of human suffering, death, and devastation. If there is a silver lining to this tragedy, it is that the current COVID-19 crisis has hastened the arrival of th -- Organizational Challenge/Opportunity. Organizations use a fluid workforce to address a specific need (Lau, 2020) when it comes to specialized skills (when it is easier to find skilled talent for a certain project/task than to develop talent internally -- th -- Operational/Managerial Reality. The emergence and rapid expansion of the fluid workforce (and the fact that it is most likely here to stay for the foreseeable future) will pose new challenges to organizations: from information security to intellectual pro -- HR Professionals' Role. To help organizations deal effectively with the talent of fluid workers, HR professionals can take on the role of a champion of processes (Farndale et al., 2010). HR experts can first learn as much as possible about the fluid workf -- Translating TM Strategies Globally -- Macro (Global/National) Environment. The macro challenges described here have focused on specific events or trends at the industry, national, or global level that have stimulated change in the operating environment of organizations. The final challenge th -- Organizational Challenge/Opportunity. What we are referring to here is path dependency (Sydow, Schreyögg, & -- Koch, 2009). In other words, national culture values and institutions combine to create a system that prevents quick or radical change (Farndale, M. Operational/Managerial Reality. The operational reality that pertains is that although there may be a corporate TM strategy, it is the manager at ground level who must act as a translator of that strategy to the local workforce. Strategy developed by corp Personnel management |
| title | Talent Management A Decade of Developments |
| title_auth | Talent Management A Decade of Developments |
| title_exact_search | Talent Management A Decade of Developments |
| title_full | Talent Management A Decade of Developments |
| title_fullStr | Talent Management A Decade of Developments |
| title_full_unstemmed | Talent Management A Decade of Developments |
| title_short | Talent Management |
| title_sort | talent management a decade of developments |
| title_sub | A Decade of Developments |
| topic | Personnel management |
| topic_facet | Personnel management |
| work_keys_str_mv | AT collingsdavid talentmanagementadecadeofdevelopments AT vaimanvlad talentmanagementadecadeofdevelopments AT scullionhugh talentmanagementadecadeofdevelopments |