Talent Management In Higher Education

The ebook edition of this title is Open Access and freely available to read online. This short book aims to present an overview of empirical research on Talent Management, and offers an integrated model that addresses the full nature and scope of TM in practice.

Talent management is a critical factor in developing successful organizations. There is a need for organisations to develop ′talent pools′ of great staff for the future direction and leadership of our schools. This book explains the key concepts and provides frameworks for leaders to apply ideas of talent management in their organizations. The authors focus on talent management and how this contributes to other strategic objectives, such as building a high performance learning environment and building leadership in depth in the school. In showing how to develop talented individuals for roles and responsibilities in new configurations of schools and leadership, the authors focus on: Defining who are the talented individuals in your school Developing talent individuals & leaders in your school Building a talent culture in the school. This book is important for schools which are facing the challenge of developing innovative and imaginative leaders to meet the needs of school transformation. It is useful for school leaders and managers in educational organisations, such as Head teachers and senior leaders, aspiring middle and senior leader programmes and school business managers both in the UK and around the world.

This research focused on identifying a series of successful practices relating to administrative talent management within the higher education setting. The field study included a thorough examination of seven small to mid-size private colleges and universities that have incorporated employee development strategies. These strategies were aimed at growing future leaders from within the organization in order to achieve continuity and support institutional priorities. Specifically, several focus areas were investigated including presidential vision, leadership commitment, talent management's place among institutional priorities, program characteristics, and program evaluation. Among the commonalities that were gathered included support at the senior officer level who serve as advocates, mentors, and program facilitators, a strong connection between talent management and the institutions' strategic plans, and a holistic approach to developing talent at all levels of the organizations. In addition, both coaching and opportunities for growth in the work environment were evident within several of the institutions. Also, academic leadership development was considered to be a part of the talent management strategy within three of the colleges and universities. The key differentiators included the incorporation of organizational and leadership competencies to provide focus toward the performance development process at two institutions, the implementation of a succession planning model at another institution, and the location of human resource generalists in departments across two of the institutions to identify learning opportunities for both individuals and work teams. Based on both the findings from the field study and the literature review, a comprehensive procedural model is introduced that serves to support human resource departments and higher education professionals, in general, who are looking to either begin or broaden their own talent management approach. However, despite the progress that has been made across several institutions noted throughout the research study, much more must be learned in terms of how the time and resources invested in talent management translates to institutional success. [The dissertation citations contained here are published with the permission of ProQuest llc. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://www.proquest.com/en-US/products/dissertations/individuals.shtml.].

The Oxford Handbook of Talent Management offers academic researchers, advanced postgraduate students, and reflective practitioners a state-of-the-art overview of the key themes, topics, and debates in talent management. The Handbook is designed with a multi-disciplinary perspective in mind and draws upon perspectives from, inter alia, human resource management, psychology, and strategy to chart the topography of the area of talent management and to establish the base of knowledge in the field. Furthermore, each chapter concludes by identifying key gaps in our understanding of the area of focus. The Handbook is ambitious in its scope, with 28 chapters structured around five sections. These include the context of talent management, talent and performance, talent teams and networks, managing talent flows, and contemporary issues in talent management. Each chapter is written by a leading international scholar in the area and thus the volume represents the authoritative reference for anyone working in the area of talent management.

This engaging core textbook on compensation develops a market-driven perspective, written with managers in mind.

In the new millennium, talent management (TM) has become more important and has received attention from institutions that seek a foundation on the map institutions of excellence. Higher education institutions are represented by their possession of highly qualified employees who are able to show initiative, creativity and excellence in performance. Those individuals are the core resources of innovation and social development. It is apparent that there is a great competition among institutions in this modern technology era, driving an increase in knowledgeable employees along with vast market changes. Consequently, academic institutions have started to rethink their procedures and policies to achieve better attraction, development and retention of those employees. Therefore, this chapter aims to improve the theoretical and pragmatic comprehension of TM as an essential source of innovative and educational development. Through pragmatic use of elements of previous research approaches combined with a comprehensive qualitative study, this study concludes that higher education institutions are aware of innovation sources that are currently used in managing talent in their divisions and faculties. These were talent attraction, talent development, and talent retention. Both empirical research represented by the case study in the higher education sector and previous research confirm that the best practices of TM are considered as attraction, development and retention of talent.

The ebook edition of this title is Open Access and freely available to read online. This short book aims to present an overview of empirical research on Talent Management, and offers an integrated model that addresses the full nature and scope of TM in practice.

The purpose of this study was to explore the relationship between Talent Management, Motivation and Service Orientation of the support staff at a Higher Education Institution in Namibia. The level of Talent Management Practices applied within the institution was below average as perceived by employees within the institution. The results showed that on average the respondents indicated that all the Talent Management Practices were perceived to be important by the employees within the institution. It has been demonstrated by the study that Talent Management and Motivation are critical for the success of the organisation and to increase employees' level of Service Orientation. It was valuable to gather the views of the support staff of the Higher Education Institution with regard to Talent Management Practices. The study was successful in achieving the intended objectives. This kind of research study should serve as an eye opener to Higher Education Institutions in Namibia and to encourage them to formulate Talent Management strategies and to implement it successfully.

Talent Management is one of the fastest growing themes in the management field, yet, there is little knowledge about the nature of TM in practice, and how TM evolves over time. This book offers an integrated framework, based on empirical research that addresses the nature and dynamics of TM in organizations.