Papers by oghale ayetuoma
Refereed paper submitted to the Leadership, Management and Talent Development track of the 16th International Conference on HRD, University College Cork, Ireland, 3rd-5th June 2015., 2015
Abstract
Purpose: This paper reports the preliminary results of a study looking at how three orga... more Abstract
Purpose: This paper reports the preliminary results of a study looking at how three organizations in the UK public and private sectors identify high potential employees. Specifically, the paper looks at how talent is constructed and identified and the barriers and challenges encountered with talent identification from the perspectives of both management and ‘talented’ employees.
Design/methodology/approach: Three in-depth case studies involving multiple informants in the Civil Service, local government and retail were written based on 21 interviews with HR/Talent & leadership development managers as well as managers on talent schemes. Additional data was obtained from corporate documentation.
Findings: All three companies had different drivers for talent management which influenced the constructions of talent used and frameworks for talent identification. The civil service and retail sectors used a categorising tool that enabled a common language for defining potential and facilitated identification practices. Despite this, definitions of potential and competency frameworks in both the retail and civil service sectors differed as well as their processes for identification. The challenges and barriers to talent identification appeared more similar than different but notably and in contrast to the public sector (the civil service and local government) which had an exclusive talent management practice, the retail sector operated a more inclusive talent strategy which was driven by a culture of openness, honesty and a rigorous talent identification framework.
Research Limitations: Talent management practices were mostly in their start-up phase being two to five years old and still evolving. Inclusion of the views of employees not in the talent pools would create a broader perspective on the process of identification. This paper reports work in progress and further analysis of case data is continuing.
Originality/value: This empirical study contextualises talent definition and identification practices from the perspectives of HRM specialists, line managers and high-potential employees. Since the majority of research on talent management concerns practices from the U.S. or Multi-nationals, this study adds value to the limited research on talent management outside these contexts.
Keywords: Talent, talent management, talent identification
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Papers by oghale ayetuoma
Purpose: This paper reports the preliminary results of a study looking at how three organizations in the UK public and private sectors identify high potential employees. Specifically, the paper looks at how talent is constructed and identified and the barriers and challenges encountered with talent identification from the perspectives of both management and ‘talented’ employees.
Design/methodology/approach: Three in-depth case studies involving multiple informants in the Civil Service, local government and retail were written based on 21 interviews with HR/Talent & leadership development managers as well as managers on talent schemes. Additional data was obtained from corporate documentation.
Findings: All three companies had different drivers for talent management which influenced the constructions of talent used and frameworks for talent identification. The civil service and retail sectors used a categorising tool that enabled a common language for defining potential and facilitated identification practices. Despite this, definitions of potential and competency frameworks in both the retail and civil service sectors differed as well as their processes for identification. The challenges and barriers to talent identification appeared more similar than different but notably and in contrast to the public sector (the civil service and local government) which had an exclusive talent management practice, the retail sector operated a more inclusive talent strategy which was driven by a culture of openness, honesty and a rigorous talent identification framework.
Research Limitations: Talent management practices were mostly in their start-up phase being two to five years old and still evolving. Inclusion of the views of employees not in the talent pools would create a broader perspective on the process of identification. This paper reports work in progress and further analysis of case data is continuing.
Originality/value: This empirical study contextualises talent definition and identification practices from the perspectives of HRM specialists, line managers and high-potential employees. Since the majority of research on talent management concerns practices from the U.S. or Multi-nationals, this study adds value to the limited research on talent management outside these contexts.
Keywords: Talent, talent management, talent identification
Purpose: This paper reports the preliminary results of a study looking at how three organizations in the UK public and private sectors identify high potential employees. Specifically, the paper looks at how talent is constructed and identified and the barriers and challenges encountered with talent identification from the perspectives of both management and ‘talented’ employees.
Design/methodology/approach: Three in-depth case studies involving multiple informants in the Civil Service, local government and retail were written based on 21 interviews with HR/Talent & leadership development managers as well as managers on talent schemes. Additional data was obtained from corporate documentation.
Findings: All three companies had different drivers for talent management which influenced the constructions of talent used and frameworks for talent identification. The civil service and retail sectors used a categorising tool that enabled a common language for defining potential and facilitated identification practices. Despite this, definitions of potential and competency frameworks in both the retail and civil service sectors differed as well as their processes for identification. The challenges and barriers to talent identification appeared more similar than different but notably and in contrast to the public sector (the civil service and local government) which had an exclusive talent management practice, the retail sector operated a more inclusive talent strategy which was driven by a culture of openness, honesty and a rigorous talent identification framework.
Research Limitations: Talent management practices were mostly in their start-up phase being two to five years old and still evolving. Inclusion of the views of employees not in the talent pools would create a broader perspective on the process of identification. This paper reports work in progress and further analysis of case data is continuing.
Originality/value: This empirical study contextualises talent definition and identification practices from the perspectives of HRM specialists, line managers and high-potential employees. Since the majority of research on talent management concerns practices from the U.S. or Multi-nationals, this study adds value to the limited research on talent management outside these contexts.
Keywords: Talent, talent management, talent identification