Description
Talent management is increasingly seen as a critical success factor as organisations strive for competitive advantage. But what does talent management actually mean and what's being done in organisations to manage talent?
The result of a year-long study by Nottingham Business School, Nottingham Trent University, this report draws on over 100 detailed interviews across senior executives, HR directors, HR professionals, talent management specialists, line managers and individual employees in nine case study organisations. Drawing extensively on these case study illustrations the report examines how organisations are identifying, developing, deploying and retaining talent and to what extent this is part of a proactive approach to talent management.
The report is structured to:
- provide information on the background to talent management in case study organisations
- offer conclusions about strategy, stewardship and policy
- highlight practices in the execution of talent management programmes.
Benefits for you:
- an understanding of current practices in talent management
- insights into the views and contributions of a range of stakeholders
- an appreciation of the implications for HR strategyContents
Introduction
Understanding Talent and Talent Management
Talent Strategy, Policy and Governance
Talent Management, Succession Planning and Talent Pools
Attracting Talent
Developing Talent
Managing Talent
Who makes Talent Management Happen?
Tracking and Evaluating Talent Management
Conclusions and Practical Implications
Authors
Paul A Turner
Carole Tansley
Carole is Professor of Human Resource Innovation at Nottingham Business School, Nottingham Trent University and Director of their Centre for Talent Management. She the author of numerous book chapters, articles in refereed academic journals and national research reports on a variety of topics including talent management, knowledge management and the development of global HR information systems. She has managed research grants awarded by ESRC, CIPD and other research bodies as well as undertaking research projects for corporate clients of NBS such as Rolls-Royce plc. She is lead investigator on the latest CIPD talent management research project.Carley Foster
Lynette M Harris
Lynette Harris is Professor of Human Resource Management and Professional Practice at the Nottingham Trent University's Business School. She is a researcher and consultant to organisations on contemporary issues in human resource management as well as the author of a number of postgraduate texts and articles in both the academic and practitioner literature. Lynette is a Deputy Chair of the Central Arbitration Committee, an ACAS arbitrator and mediator and a Chair for the CIPD's Quality Management Panel. Prior to joining the University, Lynette was a Personnel Director and has experience of working as a personnel specialist in both the public and private sectorJim Stewart
Anne Sempik
Anne is Senior Lecturer in Human Resource Management and currently Programme Leader for MSc Strategic Human Resource Management at Nottingham Business School, part of Nottingham Trent University. She has management and consultancy experience at a senior level in an international business environment and has delivered management development and educational courses both in the UK and overseas. Anne has also been Programme Leader for the Postgraduate Diploma in Personnel Management.Hazel Williams
Hazel Williams is Senior Lecturer in Human Resource Management and Module Leader for Managing Information Strategically (UK) Managing Information for Competitive Advantage (Russia and Azerbaijan) at Nottingham Business School, part of The Nottingham Trent University. In addition she has been an active management consultant since the mid-1990s, particularly in civil engineering and professional partnerships. As well as contributing to the CIPD talent management research Hazel is undertaking doctoral research relating to human capital; other research and publications are primarily on human resource information systems.Reviews
'Talent management is becoming a top priority for chief executives, as well as for HR directors. But how are organisations tackling talent management in practice? This report gives you an insight into the challenges and issues faced by a range of organisations including Standard Chartered Bank, Google, Gordon Ramsay Holdings, an NHS Trust and Derby City Council. This important research contains many examples of processes and practices that can be easily transferred to different organisations and that can help you meet the challenges facing your business.'
Janice Caplan
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