New Paradigm: HR Professional Transformation in Manufacturing Company: Acces la Success

This study aimed to optimize the line managers performances in the human resources (HR) division in answering the role of the HR management function problem in Medan City Manufacturing Company. The novelty proposed is a concept of HR management called "Human Resources Professional Transformation". Specifically, this concept discussed the ability of HR division line managers to make adaptive changes to the company's business-oriented functional divisions with managerial competence, commitment, innovation capability, and readiness for changes towards work performance. The population of this research was the line manager of the HR division, totaling 185 respondents. The sampling technique used a probability sampling approach with simple random sampling through the slovin formula, totaling 126 respondents. The analytical tool used is structural equation software through the SmartPLS application program. The results showed that managerial competence, commitment, innovation capability had a positive and significant effect through the HR professional transformation on the performance of line managers in the HR division. Meanwhile, readiness for change has a positive and insignificant effect on the HR Professional Transformation. Readiness for change also has a positive and insignificant effect on the Line Managers Performances in the Human Resources Division through HR Professional Transformation. Based on the suitability test of the research model, it proved that the HR Professional Transformation can answer the problem of the role of the management function to improve the line managers performances in the HR division with managerial competence, commitment, innovation capability, and readiness for change of 0.907.

Generational knowledge transfer and retention strategies

PurposeThis study reviews strategies organizational leaders and human resource practitioners can deploy to develop knowledge transfer and retention succession planning strategies for older employees to mitigate generational organizational knowledge loss prior to retirement.Design/methodology/approachThis study used a questionnaire with 28 baby boomer employees and leaders of baby boomers at a large federal agency. Purposive and snowball sampling techniques were used. Questions asked participants about knowledge transfer, retention strategies and how challenges to counter baby boomer knowledge loss are addressed in the workplace.FindingsDevelop succession plans using standard operating procedures and job aids to reduce knowledge loss and enhance retention. Deploy hands-on training to share historical knowledge, enhance relationship building, mentoring programs, cross-training opportunities, retention incentives and document process improvement. The strategies are supported by organizational learning and knowledge management theories.Originality/valueThis study contributes to organizational leaders' and human resource practitioners' knowledge transfer and retention succession planning strategies to counter generational knowledge loss.

Emotional & technological impact on managerial competencies: outlining the development agenda

PurposeThe purpose of this article is to examine the Emotional, Behavioural and Psychological impact, and impact of explosion of Technology-led complexity on Managerial Competencies. The article offers a new training and development agenda that can mitigate these impacts, and improve employee productivity and well-being.Design/methodology/approachAfter exploring the theoretical underpinning of management competencies, and dimensions that could impact them, discussions with senior industry experts from different sectors were carried out to understand the impact and suggest ways to mitigate them.FindingsCOVID-19 shock and experiences may have impacted the Intrapersonal skills, Interpersonal skill and Leadership skills. Technology explosion may have impacted all these and Business skills as well. A new Learning and Development agenda is suggested to mitigate the emotional and technology impact on each of the managerial competencies, thus improving on-job productivity.Practical implicationsA strategic development program can be created to mitigate the recent emotional, psychological and technology impact on different managerial competencies. This granular training program that understands the cause, and offers a specific solution will greatly benefit the organizations and employees.Originality/valueThe paper combines the understanding of managerial competencies with recent social and workplace developments, and draws on the learnings from industry experts to make practical suggestions for talent development.

Role of Talent Management in Business Continuity

Talent Management plays a crucial role to support the business continuity and empower the most important asset for the company - its people. The role that Talent Management has played was highlighted in different aspects across the organization, starting from developing competent HR team and HR department structure that can influence company culture by taking an active approach in this regard. The journey started by working with the executives and stakeholders across the business to evaluate the current company culture, assess potential gaps or opportunities, and create a strategic plan to align the organization's culture with its values and goals. Moreover, a deliberate building of core and supplementary HR systems serving the business strategy while respecting culture readiness has taken place. This started off with developing leadership development programs, conducting a competency management system for better training and skills development, relying on assessment tools in recruitment and using these tools in the on-boarding, knowledge sharing approach, creating a performance management culture and working on continuous development and improvement. The Leadership Development Program was achieved on 3 phases: Assessment phase, Development phase and re-assessment phase. One of the main objectives that we tried to focus on while implementing the leadership development program was to find employees who are potential leaders and nurture them early enough. In addition, it was crucial to identify a Leadership Competency Profile to have a clear, compelling vision of how the skills we were building in the leadership development program connect to the leadership road map in the company. In addition, and in the light of Covid-19 and the absence of Employee Training in 2020, the HR department came out with an initiative to carry out internal knowledge sharing workshops across the company. These workshops aimed at increasing employees' awareness with the different functions across the company in addition to increasing the level of engagement, communication, and presentation skills for employees. There is always a need to measure where we are and the progress done so far to know where we want to be and adjust the process accordingly. Therefore throughout all of these processes and programs, different feedback surveys were conducted to take necessary action plans. This helped in getting all employees onboard with us. Ultimately the alignment that was made between the Talent Management and the overall company's business strategy resulted in the company's ability to maintain a competitive advantage. A huge progress was made but the process continues to sustain this role. Copyright © 2023, Society of Petroleum Engineers.

New Normal at United Energy Pakistan Limited

The Coronavirus pandemic challenged most industries in ways unimaginable, forcing people to consider a variety of operational models which were previously unthinkable. UEP also adapted a Work-From-Home (WFH) model for its office-based staff to ensure operational continuity. A few months into the Pandemic, discussions at UEP were initiated to determine how the organization intends to manage office resumption once the Pandemic eases. A holistic strategy was devised to seek inputs of stake holders, research global and local trends to arrive at an informed decision. The findings indicated that while globally there were discussions around New Normal the local companies were generally not inclined in changing the way they work. UEP also sought feedback on the work-from-home setup from its employees via pulse survey and focus groups. Based on the results and multiple deliberations it was decided to move towards a hybrid model as the New Normal for UEP. A key focus area throughout the process was the impact on employees and the subsequent impact on Talent Management at UEP. This paper will discuss the series of events which led to the formalization of the "New Normal for UEP" and how it has impacted UEP's Talent Management. The paper will also briefly touch upon the post implementation feedback and lessons learnt from focus groups and highlight areas of improvement to fine tune the working model to what suits UEP best. Copyright © 2023, Society of Petroleum Engineers.

Covid-19 and Women in the Tourism & Hospitality Workforce: A Thematic Analysis

The impact of COVID-19 on the tourism and hospitality industries is one of the most hotly debated studies in recent literature, but how women in the tourism and hospitality industries dealt with the pandemic has received insufficient attention. Therefore, the purpose of this research is to explore and investigate the impact of COVID-19 on women in the workforce, specifically in the hospitality and tourism industries in India. A qualitative study methodology was adopted, and in-depth interviews were conducted among 30 females, including employees, small-scale vendors, and entrepreneurs. A thematic analysis of the results was conducted using Nvivo-12. By using thematic analysis, twelve sub-themes were condensed into three main themes. The study addresses the main issues of women in the workforce in a time of uncertainty and crisis and highlights actions needed for the inclusive development of women in society.

Do talent management practices improve organizational resilience? An empirical study within Tunisian companies

Purpose: The purpose of this research is to study the impact of talent management practices on organizational resilience in Tunisian firms in times of the sanitary crises due to COVID-19. Design/methodology/approach: A hypothetico-deductive approach is adopted. First, it is hypothesized that four talent management practices positively affect organizational resilience. Then, the hypotheses were tested by using quantitative methods. Data were collected through questionnaires and analyzed with PLS-SEM techniques. Findings: Results show that talent identification positively affects organizational resilience operationalized through the three dimensions of agility, integrity and robustness. Talent development and talent succession planning positively influence the firms' agility only, whilst talent retention had no effect on the three organizational resilience dimensions. Practical implications: The findings of this research may be helpful for human resources managers to recognize among talent management practices those that are mostly associated with organizational resilience and its dimensions. This could help them revise some talent management practices and implement those that are lacking to ensure strong and resilient firms, especially in a context characterized by the occurrence of crises of different natures. Originality/value: The literature review showed that talent management practices and organizational resilience relationships are understudied. This research empirically highlights the relevance of the linkage between them. It contributes to the rare existent works by identifying a significant effect of talent identification on all organizational resilience dimensions and a positive effect of talent development and succession planning on agility. © 2023, Emerald Publishing Limited.

Internationalization and innovation orientation as factors of employee learning and development adaptation during Covid-19: Evidence from Polish SMEs

Objective: The driving aim of this study is to test whether small and medium-sized enterprises (SMEs) with a higher level of internationalization and innovation orientation were able to adapt their training and development activities during Covid-19 quicker and better than others. With no or very few studies investigating employee learning and development adaptation in SMEs, we address an important research gap. Research Design & Methods: We tested the hypothesized relationships on a sample of 214 Polish SMEs. Data was collected using the computer-assisted telephone interview (CATI) method. The logit model and ordered probit model were employed to analyse the data. Findings: While the results clearly indicate that innovation orientation had an impact on the adaptation of training and development for Polish SMEs during the first year of the Covid-19 pandemic, internationalization did not exhibit any significant impact on the number of training sessions conducted during the first year of Covid-19. However, the existence of prior experience with online technologies may have moderated the relationship between internationalization and adaptation of learning and development. Implications & Recommendations: To become quick adapters, SMEs should develop an innovation orientation, implement online learning practices and foster mutual learning within the organization, and take every opportunity to learn from external partners. Contribution & Value Added: With this study, we contribute to the body of knowledge investigating SME adaptation during Covid-19. This research implies that innovation orientation can positively influence how firms adapt their training and development in times of crisis. This pioneering contribution is an important piece of the puzzle of what might determine the competitive advantage of some SMEs over others in years to come.

‘Turning Job Seekers to Job Creators': Talent Management Module Development for TVET Graduates

The COVID-19 pandemic negatively impacted the economy, particularly the downsizing of operations and retrenchment, which affected various sectors. Post-pandemic prompted a shift in the perspective;rather than waiting for jobs, it seems that individuals needed to become job creators. In this regard, the Technical and Vocational Education and Training (TVET) is believed to be a prominent field of study that could facilitate graduates to become job creators. Nevertheless, some of graduates would not consider owning businesses after graduation, indicating the difficulty of becoming job creators. Therefore, this study emphasising TVET program built and validated a Talent Management Module (MTM) involving creation (Job Creator) based on the Cognitive Information Processing (CIP) theory. It comprised both quantitative and qualitative phases. First, a series of interviews were carried out to explore the perceptions of talent management (TM) among seven experts. Second, a quantitative study involving data interpretation analysis based on the validity of the module content was obtained using the interview technique. Third, the module content validation process involved seven experts comprising academics and Malaysian career academy entrepreneurs whose backgrounds included entrepreneurship and TVET. The results showed that nine variables were involved, namely 1) Communication, 2) Critical Thinking and Problem-Solving Skills, 3) Teamwork Skills, 4) Continuous Learning and Information Management, 5) Entrepreneurial Skills, 6) Leadership Skills, 7) Professional Ethics and Moral, 8) Career Adaptability, and 9) Digital technology. Overall, MTM that was built in this study was consented to by the appointed experts. The development of this module might better be considered to encourage graduates to create prospective job creation that could reduce the unemployment rate. Therefore, the proposed MTM might be an appropriate solution to address unemployment through the identified important components in the implementation and empowerment of career programmes across TVET graduates. © Universiti Tun Hussein Onn Malaysia Publisher's Office.

Sustainable talent pipelines and person-organisation fit: strategic insights from UK graduates

PurposeDrawing on a framework of person-organisation fit (POF) theory, this paper aims to understand how organisations can establish and maintain sustainable early-career talent pipelines. Research question one asks, "How do graduates feel that organisations can attract early-career talent?” Research question two asks, ‘What can employers learn from graduate perspectives about the retention of early-career talent?Design/methodology/approachTwenty-eight graduates from UK universities participated in semi-structured interviews in early 2022. Cohort one was composed of 15 individuals who graduated in 2008. Cohort two was composed of 13 individuals who graduated in 2020.FindingsThe findings identified two themes associated with attracting early-career talent: "Company Culture” and "Supply and Demand”. However, 2020 graduates prioritised the job role and job security, whereas 2008 graduates prioritised job location and commute duration. Three additional themes were related to the retention of early-career talent: "Career Progression”, "Health and Well-being” and "Remuneration”. Findings also highlighted how POF could evolve over time, whereby retention can be beneficial or detrimental to either party.Practical implicationsThe study identifies pragmatic approaches to attracting and retaining early-career talent and understanding how graduates' views on POF evolve over time.Originality/valueThe study extends POF research and bridges the shared sustainability themes of "person”, "context” and "time” from vocational behaviour and HRM literature streams.

The readiness of the Indian IT middle manager: To lead change as the industry transforms

The global economy has been in a state of disruption brought about mainly by advances in technology. The Indian IT industry is poised to lead this change, given its previous achievement in this area and the country's young, educated population. However, the cost advantage it has thrived on so far is soon waning due to rising talent costs and automation replacing most routine IT work. This calls for a new set of skills that include both tangible technical skills as well as intangible ones such as critical thinking and decision-making, which are currently in short supply in the Indian IT talent market. The COVID-19 pandemic has exacerbated and accelerated this change and raised new talent challenges for Indian IT companies in the form of the necessity to enable remote work quickly, ensure employees wellbeing-both physical and mental-and deal with employees reassessing their what they seek from their employer.The position of the Indian middle manager in these conditions might seem fragile as organizations try to restructure themselves to meet these challenges but research shows that this layer can play a crucial role in keeping workers motivated and engaged, connecting various layers of management and employees, and offering innovative solutions due to their involvement with day-to-day work. But how can it be enabled to drive and nurture this change and play a key role in it? What changes will these professionals need to make to not only survive this transformation but to lead it? (PsycInfo Database Record (c) 2023 APA, all rights reserved)

Talent management in hospitality during the COVID-19 pandemic in Macao: a contingency approach

Purpose: This study aims to examine talent management (TM) in the hospitality industry in Macao during COVID-19. It deploys a contingency theory perspective (Luthans and Stewart, 1977) to illuminate the heightened uncertainties and challenges talent managers faced during the pandemic and the urgent adaptations to TM practices they embraced in response. Design/methodology/approach: Adopting a phenomenological approach, this study analyzed data collected through semi-structured interviews conducted with a representative sample of 20 hotel managers in Macao. Findings: Managers reported four major categories of COVID-19-induced challenges and a corresponding set of contingent TM practices. The four contingent TM practices were found to contribute to the shaping of the next new normal in TM in hospitality and included the following: Contingent TM planning;contingent TM deployment and replacement;talent training and development under contingent arrangements;and changed "talent” attitude and practices in recruitment and retention. Research limitations/implications: The findings are limited to the geographical and industry context of the study. This study should be refined with larger samples. Practical implications: This study provides a useful framework for guiding professionals on how to manage talent during turmoil periods. It also contributes toward understanding the shifting meaning of talent and TM in hospitality. Originality/value: This study demonstrates the applicability of contingency theory in managing hospitality talent during turbulent times, which extends TM knowledge and enriches the contingency theory. The findings also facilitate our understanding on how contingent TM practices create processes that lead in setting the new normal. © 2023, Emerald Publishing Limited.

THE FEDERAL IT CRISIS: ADVOCATING FOR DIGITAL GOVERNANCE AND THE DEVELOPMENT OF A MORE ROBUST FEDERAL GOVERNMENT CYBER WORKFORCE

The COVID-19 pandemic has radically altered the federal government, demonstrating the need for increased attention and resources in combating cybersecurity threats and providing a modern digital government experience to constituents. A severe cyber skills gap within the federal government, coupled with an increasingly aging federal workforce, has left some federal agencies struggling to modernize. This crisis also presents unique opportunities. As the push for a technologically modern federal government grows along with recognition of the importance of federal cybersecurity, a number of possibilities for the modern federal agency have opened up and are on the path to becoming certainties. To take advantage of the opportunities presented by these changes and to best position their respective agencies going forward, Chief Information Officers (CIOs) and agency executives should prioritize solutions to attract, train, and retain a technologically savvy workforce. This requires carving out or seeking funding for different information technology (IT) pay scales to compete with private practice, rebranding the federal government to attract young talent, and centering customer experience in the design and development of new programs, websites, and digital services that serve as the bedrock of IT modernization.

Talent management in the "new normal”—Case study of Indian IT services multinationals in China

Emerging market multinational corporations (MNCs) are coming under increasing scrutiny for their international performance. While the success of Indian IT multinationals in the West has been extensively researched and reported, there is a lack of research on their relative failure in China. The rise of economic nationalism and the COVID-19 pandemic pose challenges for the mobility of professionals and the global talent management (GTM) strategy of MNCs. Through in-depth interviews with senior managers from four well-known Indian IT services multinationals, this article presents an evidence-based critique of the design and implementation of their GTM strategy both inside and outside China. It focuses specifically on the quality of the IT talent pool in China, control and coordination issues, and the challenges of workforce localization. © 2021 Wiley Periodicals LLC.

Globally distributed talent communities: A typology of innovation problems and talent characteristics

As the world moves toward the "New Normal” with borderless innovation and remote work, Multinational Enterprises (MNEs) are increasingly involved in tapping talent that is external to organizational boundaries. This study distills learnings from the use of globally distributed external talent that has been facilitated by innovation intermediaries, a development that holds significant managerial implications for the post-COVID industrial era. Moving beyond the conventional and recognized need for global talent management practices, we provide a perspective on talent management outside organizational boundaries, a topic that that has received limited attention so far. Through the lenses of open innovation and talent management, we define a typology of innovation problems on the basis of latent talent needs. We take a step further, and for each problem type, we identify the competencies that are relevant, the reward mechanisms of the intermediaries, and the extent of collaboration required with internal talent. This typology provides a basis for researchers in the talent management community to study talent acquisition and management strategies of MNEs across various contexts and various innovation needs. © 2022 Wiley Periodicals LLC.

Talent management in English universities during the coronavirus pandemic

This article reports a longitudinal study exploring talent management, through narratives provided by a group of managers of doctoral programmes in eight UK universities during the 2020 coronavirus outbreak. These managers were also academics, researchers and doctoral supervisors and their perspectives were gathered before and during "lockdown,” and then into the subsequent confused period of semi-lockdown / second lockdown, as cases of Coronavirus increased again in late 2020. Changing socio-economic circumstances, together with the added pressures of family responsibilities, impacted on participants' perceptions of changing roles and relationships during the pandemic. Over 12 months, six semi-structured online interviews (each lasting between 50 and 120 minutes) were conducted, using available platforms, with intervening emails. The narratives showed both formal and informal "talent management methods” and emphasized the need to use both to attract and retain international students. © 2022 The Authors. Thunderbird International Business Review published by Wiley Periodicals LLC.

Global talent management during the COVID-19 pandemic? The Gods must be crazy!

The ongoing COVID-19 pandemic has brought terrifying effects for labor markets all around the world. Just as we witness rapid changes in terms of the ways of working (working from home), we are also observing an increase in unemployment. The ways in which major corporations with international operations process their global talent management (GTM) already represents a challenge in relatively stable times and clearly, in a period of such great and sustained turbulence as current experienced, this task becomes still more difficult. Hence, our research aims to study the impact of GTM on the international performance of major companies during the COVID-19 pandemic period. To this end, we surveyed a sample of 59 large companies that act in external markets. Through recourse to multiple linear regressions, we conclude that GTM practices return positive impacts on levels of international performance. Our research returns theoretical implications in terms of the application of integrated GTM models and with the results of significant relevance to corporations operating internationally, and thus enabling them to better understand which strategic human resource management policies will return the best GTM results. © 2022 The Authors. Thunderbird International Business Review published by Wiley Periodicals LLC.

Global talent management by multinational enterprises post-COVID-19: The role of enterprise social networking and senior leadership

Multinational enterprises' (MNEs') workforce is made up of people from diverse backgrounds and different locations around the globe. The cross-border transfer of knowledge, skills, and best practices among MNE employees is important to maintain global standards and competitiveness. In the post-COVID-19 period, there is a greater need to exchange knowledge in the changing business environment. The purpose of this study is to examine the issues related to MNEs' global talent management, post-COVID-19. The study investigates the use of enterprise social networking applications for better knowledge exchange and tries to understand the moderating role of senior leadership team support in facilitating the usage of enterprise social networks for cross-border collaboration and talent management. After reviewing the literature and relevant theories, we developed a conceptual model, which is then validated using the SEM technique with 347 respondents from 12 MNEs. The study reveals the importance of using enterprise social networks for cross-border knowledge exchange in the post-COVID-19 period. © 2021 Wiley Periodicals LLC.

An Assessment of Talent Management and Talent Engagement Strategies for Indian Industries - Orientations Revisited In COVID-19 Crisis

New approaches and methods would redefine the global corporate and economies as the pandemic has struck the world. India has been under lock down for the last four months is still pondering its ways and means to handle this challenge effectively. With profits plummeting and businesses in chaos, the entire business community has to rise to the occasion to face this mammoth problem. This research attempts to study the challenges and issues that are hampering effective talent management for talent retention during this pandemic. The solution lies in effective coordination with employer and employee with talent management and retention practices. This study is quantitative and empirical while being exploratory and conclusive. The study intends to explore the dimensions of talent management and talent retention practices for Indian Inc. In this study, stratified random sampling was done, and 100 employees, who work in Indian corporate from various states was, administered a questionnaire. The collected data were analyzed using SPSS, correlation, regression, and confirmatory factor analysis. It was found that family and family priorities occupy the employee's mind during these COVID-19 times. The organizational policies and frameworks must orient so that the employee's health and safety are the top priorities. The modified work environment, work culture, and priorities would help in employee retention. An empirical framework is also provided for Indian enterprises on talent management and retention after the COVID-19 pandemic.