talent management handbook

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Page 1 of 12All rights reserved. National Library Board 2006.

Talent Management in theWorkforce

April 2006


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Talent Managementin the Workforce

Introduction

Talent in the workforce refers to people who have high potential,

crucial knowledge and skills, and can successfully lead transformation

and change within the organisation. As talent is crucial in determining

the success of an organsation, much emphasis is placed on its

management. Talent management encompasses the application of

best practices in the identification, cultivation, recruitment and

retention of a qualified, effective workforce.

This resource list covers aspects of talent management, where they

reside, strategies of talent attraction and luring talent back home,

issues of talent mobility and shortage, impacts of talent migration,

talent development and also talent retention.

Talent Management

Global Talent Management: Fostering Global WorkforcePractices that are Scalable, Sustainable and EthicalDetails eight principles for building the global workforce and seven

global talent management (GTM) field lessons. As offshoring becomes

more common, the "global workforce" is gradually becoming a reality.

With a majority of multi-national organisations operating with double

standards in treating workforce in the developed and developing

nations, there has to be cultural sensitivity and localization with

regards to effective, long-term global talent management.

Chaisson, J. and Schweyer, A. (2004, July 4). Global talent management: Fosteringglobal workforce practices that are scalable, sustainable and ethical. Human CapitalInstitute. (51 pages). Retrieved March 27, 2006, fromhttp://www.humancapitalinstitute.org/portal-pload/superuser/libraryPaper_10032.pdf


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HR's Role in Talent Management and Driving Business

ResultsIn the challenging business world today, business leaders wantincreased revenue and productivity, driving real value to the

shareholders; whilst employees are expected to be accountable, focus

on customers, and adapt to change. HR has the eminent role of

ensuring the development of future leaders and honing leadership

skills of their employees. This article describes how HR can attain

business goals and results through effective talent management.

Farley, C. (2005). HRs role in talent management and driving business results.Employment Relations Today, 32(1), 55-61. (7 pages).Retrieved 2006, March 23, fromhttp://proquest.umi.com/pqdweb?did=820595621&sid=3&Fmt=2&clientId=13402&RQT=309&VName=PQD

Integrated Talent Management at BD JapanRecords the holistic integrated talentmanagement approach fromhire to retire- the Human Capital Pipeline of Becton Dickinsonand Co. of Japan. Strategies in each phase ofidentifying/attracting, developing, maximizing and retaining arediscussed in detail. Talent management was attributed by BDJapan to be one of the most critical success factor.

Romans, J. and Lardner, L. (2005, July/August). Integrated talent management atBD Japan. Strategic HR Review, 4(5), 16-19. (4 pages).Retrieved 2006, March 23, fromhttp://search.epnet.com/login.aspx?direct=true&AuthType=ip,url,uid&db=buh&an=17570353

The Talent Management Handbook: CreatingOrganizational Excellence by Identifying, Developing,and Promoting Your Best PeopleProvides pointers and case studies for designing career plans that

boost employee morale, as well as creates and sustains excellence in

the organization. Strategies elaborated include: Identifying, selecting and cultivating Superkeepers

(employees whom the organisation cannot afford to lose) Finding, developing, and positioning highly qualified backups

for key positions, and,

Allocating resources to employees based on their contribution

(actual and/or potential) to the organization excellence.

Berger, L. A. and Berger, D. R. (2004). The talent management handbook: Creatingorganizational excellence by identifying, developing, & promoting your best people.New York: McGraw-HillCall No.: RBUS English 658.314 BER.

All Rights Reserved, McGraw-Hill,2004


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Where Does Talent

Reside?

Counting Immigrants and Expatriates in OECDCountries: A New PerspectiveProvides a detailed, comparable and reliable picture of immigrant

populations within OECD countries. It also reflects the cumulative

effect of movements over the past decades and provides additional

information on the educational attainment of migrants.

Dumont, J.and Lemaitre, G. (2005, June 22). Counting immigrants and expatriatesin OECD countries: A New perspective. Working Paper No. 25. Organisation forEconomic Co-operation and Development. (44 pages). Retrieved March 27, 2006fromhttp://www.oecd.org/dataoecd/34/59/35043046.pdf

Global Flows of Foreign Talent: Identity Anxieties inSingapore's EthnoscapeExamines the competing and dissenting discourses surrounding the

foreign talent policy. It argues that the mobility of migratory flow has

transformative and disruptive effects at the level of culture and the

identity landscape of Singapore, where its discursive cultural

boundaries are drawn according to a nationalist framework. Drawing

on theories and concepts of "diaspora", "hybridity", and "third space",

these are the political and cultural issues that this paper attempts to

tease out.

Koh, A. (2003, October 01). Global flows of foreign talent: Identity anxieties inSingapores ethnoscape. Journal of Social Issues in SE Asia, 18(2).RetrievedMarch 24, 2006, from the Factiva database.

Taxation, Ethnic Ties and the Location Choice of HighlySkilled ImmigrantsWith an increasing international demand for highly skilled migrants,

determinants such as expected wages, job opportunities, costs of

migration and location are becoming more important. This paper

suggests two other determinants are just as important - taxes and

network effects. Aims to throw empirical light on the role of the above

two factors via a case study of Switzerland (more than 35 percent of

all persons with a degree are immigrants).

Liebig, T. and Sousa-Poza, A. (2005, July 29). Taxation, ethnic ties and the

location choice of highly skilled immigrants. Social, Employment and MigrationWorking Paper No. 24. Organisation for Economic Co-operation and Development.(45 pages). Retrieved September 5, 2005 fromhttp://www.oecd.org/dataoecd/5/60/35239536.pdf


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Talent Attraction and

Luring Talent Back Home

Broadening Our Horizons: Making Fresh Talent Work forScotlandScotland launched its Fresh Talent initiative, which is designed to

attract skilled foreign workers, in February 2004. However, this report

warns that more needs to be done to help prepare migrants for life in

Scotland and prepare Scottish communities for the influx of foreign

workers. The report makes 26 recommendations. They include:

Ensuring that tackling racism is given the same attention as attracting

people to Scotland; Developing a template "welcome pack" for new

migrants and employers which sets out their rights, responsibilities

and entitlements; Making sure public services monitor and address the

support needs of new migrants, employers and communities;Persuading businesses to take positive action measures such as

targeted recruitment, work placement and shadowing schemes.

Commission for Racial Equality in Scotland(2005, October 31). Broadening ourhorizons: Making fresh talent work for Scotland. (34 pages).http://www.cre.gov.uk/downloads/broadening_our_horizons_full_report.pdf

German Scheme to Recruit and Keep Talented YoungScientistsReveals that the German Helmholtz Association of National Research

Centres is raising its funding and expanding its support programmes

for young and talented scientists. The Association has intended for a

total of 18 new Young Investigator Groups to be set up and funded

over a five-year period. This programme aims to provide candidateswith the prospect of a permanent position after the five year period.

Helmholtz Association, Researchers Mobility Portal. (2005, April 14). Germanscheme to recruit and keep talented young scientists. Retrieved on 28 March,2006 fromhttp://europa.eu.int/comm/research/headlines/news/article_05_04_14_en.html

How to Become a Talent Magnet: Getting TalentedPeople to Work for YouIdentifies the issues causing massive change in the workplace and

turning them into your advantage. More importantly, it covers widely

the need for talent in organisations, recognising true talent, as well as

provides a blueprint for crafting compelling employment offers that willensure a flexible and diverse workforce.

Johnson, M. (2002). How to become a talent magnet: Getting talented people towork for you. Great Britain: Pearson Education Limited.Call No.: RBUS English 658.3111 JOHAll Rights Reserved, Pearson

Education Limited, 2002


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Scholarships to Lure Talent Back Home

In an attempt to offset brain drain, the Australian government isoffering a return scholarship scheme to bring back the best and

brightest researchers from overseas for short periods each year. This

scholarship scheme is intended to be a cost-effective way of helping

the nation benefit from the large pool of leading Australian scientists,

engineers and researchers who work overseas.

Morris, S. (2004, June 15). Scholarships to lure talent back home.AustralianFinancial Review. About the Scheme: NSW Expatriate Return Awards. RetrievedMarch 28, 2006 fromhttp://www.cst.usyd.edu.au/expatawards/index.html

Talent Mobility

From Brain Drain to Brain Circulation: Emerging PolicyAgendaThis presentation by the senior economist for the Office of Policy and

Strategy at U.S. Citizenship and Immigration Services (USCIS)

focuses on emerging models of mobilising the highly skilled. It draws

lessons from India, China and other countries. It finds that the

increasing mobility of highly skilled people is going to just four host

countries: USA, Germany, Canada and Australia. It has found that

most government initiatives to establish 'brain gain' and 'return of

talent' have largely failed. Thus, one of its recommendations is to

promote 'brain circulation networks' which allow the expatriate talent to

benefit the country of origin without relocating back.

World Bank Institute. (2005, November 9). From brain drain to brain circulation:Emerging policy agenda. Retrieved December 1, 2005 from World Bank websitehttp://info.worldbank.org/etools/library/latestversion.asp?203731

Globalizing Talent and Human Capital: Implications forDeveloping CountriesSources out facts and trends in the international mobility of human

capital, assesses the economic characteristics of migration, and

examines the issue of brain drain and brain circulation. Surmises that

global inequality might decrease as national talents may return or

induce greater sharing by transition economies, thus benefiting from

global knowledge creation.

Solimano, A. (2002, August 22). Globalizing talent and human capital: Implicationsfor developing countries. Satiago de Chile: CEPAL, Division de DesarrolloEconomico.Call No.: RBUS Other q331.71 SOL ser 15Retrieved March 23, 2006 fromhttp://wbln0018.worldbank.org/eurvp/web.nsf/Pages/Paper+by+Solimano/$File/SOLIMANO+REVISED.PDF


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Off-ramps and On-ramps: Keeping Talented Women on

the Road to SuccessSummarises findings from The Hidden Brain Drain Task Force of theCenter for Work-Life Policy, which examines the opt-out phenomenon

across professions and sectors with particular focus on highly qualified

women. The article presents the reasons for women to leave the

workforce and the challenges they face when seeking to re-enter. It

also analyses the penalties for career interruptions and discusses

practices that can help to reverse the brain drain.

Hewlett, S. A. and Luce, C. B. (Mar 2005). Off-ramps and on-ramps: Keepingtalented women on the road to success. Harvard Business Review, 83(3), 43-54.Call No.: RBUS English 658.005 HBR.

Further reference:Shiller, P. (2004, Feb 24). The Hidden Brain Drain: Off-Ramps and On-Ramps in

Women's Careers. Harvard Business Review Report 9491.(Full report for purchase)

Talent BarriersExamines and surveys the current legislative developments in relationto facilitating the recruitment of foreign workers. Pension funding andportability issues were also potential barriers of foreign executivetalent recruitment in Ireland.

Carter, M. and OHara, M. (2005). Talent barriers. Business Ireland Magazine.Retrieved March 28, 2006 from PricewaterhouseCoopers websitehttp://www.pwcglobal.com/extweb/service.nsf/docid/8933E1F945FDE01480257084003948D4

Talent Shortage

China's Looming Talent ShortageReports that China is unlikely to become a giant in offshore IT and

business process servies despite its cheap labour. This is because

few of China's university graduates are capable of working

successfully in the services export sector due to the lack of skills for

service occupations. Long term solutions to this problem include

improving the quality of its graduates through better education and

English language instruction. In the interim, however, companies like

Microsoft are investing in the training and developing their own talent.

For e.g., it hired ten native U.S. English speakers to teach their

Chinese workers about US email protocol and writing style.

Farrell, D. and Grant, J. A. (2005). China's looming talent shortage. McKinseyQuarterly, 4. Retrieved November 14, 2005 fromhttp://www.mckinseyquarterly.com/article_page.aspx?ar=1685&L2=18&L3=31

Access to article requires registration.


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Mind the (Talent) Gap

Discusses the looming labour shortage in the United States and theprediction from Deloitte Consulting of a global, cross-industry skills

shortage threat as early as 2008. The Future of Work too foresees a

shortfall of about 10 million knowledge workers by 2010. Retention of

workers was cited as most critical, followed by recruitment - which

includes outsourcing and training - to a companys success.

Kaplan-Leiserson, E. (2005, April). Mind the (talent) gap. T+D, 59(4), 12-13. (2pages). Retrieved March 28, 2006 fromhttp://search.epnet.com/login.aspx?direct=true&AuthType=ip,url,uid&db=aph&an=16627535

Must Skilled Migration be a Brain Drain? Evidence fromthe Indian Software Industry

Looks at the scale and type of skilled migration from the Indiansoftware sector and the consequences for firms that are losing skilled

workers. In general, findings show that such migration, including

significant temporary migration, does not necessarily contribute to an

adverse results or brain drain. The software industry is characterised

by several types of cross-border mobility, in which most are

temporary. Such mobility is important as it contributes to network

effects.

Commander, Sinmon, et al. (2004, December). Must skilled migration be a braindrain? Evidence from the Indian software industry. IZA Institute for the Study ofLabour. (32 pages). Retrieved March 27, 2006 fromftp://ftp.iza.org/dps/dp1422.pdf

Selective Admission: Making Migration Work for BritainThe UK Government has proposed a five-tier points-based systemcontrolling who would be admitted to work, train and study in Britain.

The new proposal aims to fill the skills gap, increase productivity and

flexibility in the labour market and safeguard against abuse of the

system. The top two tiers are defined as the 'highly-skilled' and 'skilled

workers with a job offer'. The third tier applies to lower-skilled workers

brought in for a fixed period to fill shortages in the labour market. The

fourth and final tiers cover students and visiting workers respectively.

Selective admission: Making migration work for Britain. (2005, July 19). Immigrationand Nationality Directorate, United Kingdom. Retrieved March 28, 2006 fromhttp://www.ind.homeoffice.gov.uk/ind/en/home/laws___policy/consultation_documents/closed_consultations.Maincontent.0139.file.tmp/Selective%20Admission-Making%20Migration%20Work%20for%20Britain%20consultation.pdf

Press Release:Making Migration Work for Britain - Consultation Launched on Managed MigrationRoutes to UK. (2005, July 19). Immigration and Nationality Directorate, UnitedKingdom.http://www.ind.homeoffice.gov.uk/ind/en/home/news/press_releases/making_immigartion.html?


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Foreign Talent

Diaspora: The World Wide Web of AustraliansStudies the Australian diaspora from various perspectives includingdemographics, economics and public opinion. The authors believe thatthe community of Australian expatriates is a valuable asset for thecountry and that businesses and governments should take steps toaccess and embrace this community instead of worrying about braindrain. Recommendations for Australian institutions to better engageexpatriates in their national endeavours are also included in the paper.

Fullilove, M. and Flutter, C. (2004, Nov). Diaspora: The World Wide Web ofAustralians. Lowy Institute. (120 pages). Retrieved March 28, 2006 fromhttp://www.lowyinstitute.org/PublicationGet.asp?I=182

Foreign-trained Talents Give New Impetus to HongKong's Economy RevivalReports on the Hong Kong Government's effort in attracting andencouraging foreign-trained talents to return to Hong Kong with thehope to inject international perspectives to the nation's businesscommunity. A cross-continent career video conference was heldearlier this month simultaneously in Hong Kong, Toronto andVancouver to encourage Canadian-trained Hong Kong students topursue their career in Hong Kong.

Foreign-trained talents give new impetus to Hong Kong's economy revival. (2004,Mar 6). Hong Kong Special Administration Region Government. Retrieved March28, 2006 fromhttp://www.info.gov.hk/gia/general/200403/06/0306114.htm

Impact of Skilled Migration on Receiving CountriesAcknowledges that brain drain and brain gain is too simplistic, anddelve further into individual impacts of skilled migration. Impactsinclude networking and positive knowledge circulation, possiblecrowding out effect and displacement of locals jobs, and change inwages. It is noted however that these skilled migrants are highlymobile, thus efforts have to be put in to attract and keep them.

Regets. M. C. Impact of skilled migration on receiving countries. United NationsOnline Network in Public Administration and Finance. (4 pages). Retrieved onMarch 28, 2006 fromhttp://unpan1.un.org/intradoc/groups/public/documents/APCITY/UNPAN022376.pdf


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Talent Development

The Coaching Manager: Developing Top Talent inBusinessChallenges managers to become coaches who focus on helping"coachable" employees to improve their performance and build strongteams within the organisation. Several key elements are to create highperformance are : Manager with a mindset to coach; Employees whoare willing to learn; Relevant coaching techniques; A trustingrelationship between the former and latter.

Hunt, J. and Weintraub, J. R. (2002). The coaching manager: Developing top talentin business. Thousand Oaks, California: Sage Publications.Call No.: RBUS English 658.3124 HUN

Supporting Future Leaders at the Learning and SkillsCouncil: Big Savings Result from Identifying TalentWithin the OrganzationThe Learning and Skills Council (LSC) plans and funds vocationaleducation and training to improve the knowledge and skills of adultsand young people above 16 years old in England, has run sevenevelopment centers across England to help to identify an internal poolof talented directors. Elimination of advertising charges and agencyfees, response handling and interview time for recruitment for seniorpositions have resulted in savings.

Pollitt, D. (2005, December). Supporting future leaders at the Learning and SkillsCouncil: Big savings result from identifying talent within the organization. HumanResource Management International Digest, 13(7), 13- 14. (2 pages). RetrievedMarch 23, 2006 from

http://www.emerald-library.com/Insight/ViewContentServlet?Filename=/published/emeraldfulltextarticle/pdf/0440130705.pdf

Talent Retention

Finding and Keeping the Necessary TalentSuggests that multinationals' big problem is a lack of leadership talentand that it is increasingly difficult to find and keep the right peopleneeded to run operations in emerging markets. With analysis fromShell and Honeywell, it concludes that multinationals have to offerbetter salaries to retain their high fl iers and incentives need to beloaded towards retention. Some strategies include non-transferable

stock options, subsidised housing, and repatriation bonuses.

Kippenberger, T. (2000). Finding and keeping the necessary talent. The Antidote.Retrieved March 24, 2006 from Emerald Intelligence database.http://www.emerald-ibrary.com/Insight/ViewContentServlet?Filename=/published/emeraldabstractonlyarticle/pdf/2700050210.pdf

All Rights Reserved, SagePublications, 2002


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Power Management for Talent Retention

Presents a case study of which a commitment to leader developmentand employee retention led Brown & Williamson Tobacco Corporationto created an internal database- Kenexa Career Tracker, whereemployees could track their development accomplishments and goalsto strengthen its commitment to employees. It purportedly maximizesemployee performance and reduces hiring costs and turnover, andhelps to provide a better understanding of an organisations currenttalent pool.

Power management for talent retention. (2004, July). T+D, 58(7), 68-69. (2 pages).Retrieved March 23, 2006 fromhttp://search.epnet.com/login.aspx?direct=true&AuthType=ip,url,uid&db=aph&an=14027689

Retaining Valued EmployeesIn current times where employees are increasingly jumping ship forgreener pastures, turnover remedies are more essential. Successfulpersonnel retention case studies and employee surveys were utilizedto predict and diagnose. Topics covered include differentiatingfunctional and dysfunctional turnover, job enrichment, strategies toreduce turnover and so on.

Griffeth, R.W. and Hom, P. W. (2001). Retaining valued employees. California:Sage Publications.Call No.: RBUS English 658.3 GRI

Strategic Talent Retention

Presents case studies to illustrate how use of talent metrics can helpto manage a high-performing and engaged workforce. It suggests twomeasurement methods: Identifying the attributes of an employer brandthat attracts talent inside an organisation and employee-recruit gapanalysis.

Brown, A. (2003, May/June). Strategic talent retention. Strategic HR Review, 2(4),22-27. (6 pages). Retrieved March 27, 2006 fromhttp://search.epnet.com/login.aspx?direct=true&AuthType=ip,url,uid&db=buh&an=9879525

All Rights Reserved, SagePublications, 2001

talent management handbook

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