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function for the person and organization) - and in case of any these fail the other two
do not replace it.
Therefore, in our conceptual model we present an integrative definition of Talent:
The talented one's should have been gifted with inborn factors but should also have
the will to develop it, investing personal energy and effort in the task. Only when
someone have this holistic characteristics and attitude are able to demonstrate their
real Talent (see Figure 1).
3.4
Identifying the Internal Talent Pool Based on a Strategic and Exclusivist
Approach
To face Talent as a force for excellence, potentiating more proficient performances,
this should be seen as operationally and his management practices must emphasize
the importance of the specific context in which they operate [25][26], assuming its
strategic planning.
We assume therefore a segmented perspective with strategic propose in which the
Talent management is a kind of architecture between organizational strategy [18],
shaped in the Business Plan, and the internal Talent that allows to achieve it. For this
purpose, the keyword for the success of Talent management is suitability. It is not
enough the uncritically transposition of best practices, benchmarking products. It is
essential to check the Talent that is intended to detain, so that the organizational
outputs are leveraged, seeking its success in pursuit of core business goals.
Thereby, the individual Talent needs an appropriate context to optimize and in this
context, managers are important because they lead the organizational learning
processes, identifying and allocation resources to the Talent pool. They should
discover “hidden Talent”, helping them to realize it for the team benefit, encouraging
creative problem solving and decision making [13], being supported by the HR
management.
Thus, we adopt an exclusivist approach to Talent, based on differentiation between
workers [15][27], recognizing that organizations invest their scarce resources
disproportionately, depending the expected return [28]. Therefore, development
initiatives should be based in the certain of knowing who invest in, why should be
done and what to expect of these people, with the implicit cost/benefit ratio, in order
to optimize the investment.
3.5
Macro-Indicators for Internal Talent Identification
Essentially in this process is the existence of an internal organizational culture of
Talent that encourages and promotes the optimization of its human capital and
manages it through programs aligned with its mission, vision and strategy,
communicating objectively to their employees what they should do and how they
can do it to be considered Talented. Increasing their potential for motivation and
commitment, the great challenge addressed to Talent management is to hold the right
Talent in the right place at the right time, with the skills and motivation necessary in
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