Talent Lifecycle
The Gallardo-Gallardo et al. (2013 — this issue) article briefly mentions workforce segmentation, differentiating not just ‘people’ but also ‘positions’ also argue for the identification of ‘pivotal positions’ bearing disproportionate influence as a starting point for TM, pooling high performers through a “differentiated human resource architecture” (p. 304). This could be developed further, using marketing labor segmentation, and logistics/supply-chain management concepts. Workforce differentiation (inclusive/exclusive) to subject/object distinctions relate to generating a fourfold typology. (Paul Iles, 2013)
What is the talent lifecycle and why is it significant?
Every organization faces similar challenges—how to telegraph an employer brand
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Central to the academic debate of TM is the controversy about what TM means in practice. Four main views co-exist the first perspective sees talent management as a newer fashion of human resource management. It argues that all employees have talent, which should be harnessed for the organizational good through a range of HRM practices. It is a Universalist and inclusive approach to TM. This has been criticized for being undifferentiated and as old wine in the new …show more content…
Khilji, Ibraiz Tarique, Randall S., 2015) Schuler broadens the scope of thinking on global talent management (GTM) to consider macro, country level effects. They argue that our understanding of GTM has been limited by its focus upon individuals and organizations, with country level effects and influences underexplored. They point to the import of talent mobility, and respective governments' direct involvement in attracting and developing national talent as central questions at the macro level of analysis. The paper develops a conceptual framework for macro global talent management (MGTM), which incorporates a macro view and supports and recognizes the requirement for interdisciplinary research. Their framework foregrounds the macro context in which GTM unfolds while illuminating its multiple consequences traversing levels of analysis. It also captures the essence of complexities associated with managing talent globally. The paper concludes with a consideration of directions for future research and the implications for managers and policy
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