TY - JOUR
T1 - Talent management in practice in Australia: individualistic or strategic? An exploratory study
AU - Jones, Janice
AU - Whitaker, Marian
AU - Seet, Pi-Shen
AU - Parkin, Jarrad
PY - 2012/10
Y1 - 2012/10
N2 - Drawing on the results of a qualitative study involving senior human resources (HR) practitioners and executives, this paper explores the nature of talent management in Australia, including whether organisations adopt an 'individualistic' or s̀tar' perspective or a more systems-level, strategic perspective on talent management. The results suggest that there is heterogeneity in how organisations execute talent management with a spectrum of approaches ranging from what is, in essence, a relabelling of human resource management (HRM), with a narrow functional focus; through to integrated HRM, with an exclusive individual focus; to a more organisationally focused competence development approach. We find evidence of an emphasis on the identification of key positions that can add significant competitive advantage and differentiated HR'architecture' associated with a more strategic perspective in some organisations. Overall, the study finds little indication of a systems-level, strategic perspective, with most firms taking an individualistic approach to talent management.
AB - Drawing on the results of a qualitative study involving senior human resources (HR) practitioners and executives, this paper explores the nature of talent management in Australia, including whether organisations adopt an 'individualistic' or s̀tar' perspective or a more systems-level, strategic perspective on talent management. The results suggest that there is heterogeneity in how organisations execute talent management with a spectrum of approaches ranging from what is, in essence, a relabelling of human resource management (HRM), with a narrow functional focus; through to integrated HRM, with an exclusive individual focus; to a more organisationally focused competence development approach. We find evidence of an emphasis on the identification of key positions that can add significant competitive advantage and differentiated HR'architecture' associated with a more strategic perspective in some organisations. Overall, the study finds little indication of a systems-level, strategic perspective, with most firms taking an individualistic approach to talent management.
KW - Australia
KW - Individualistic
KW - Strategic
KW - Systems-level
KW - Talent management
UR - http://www.scopus.com/inward/record.url?scp=84871842301&partnerID=8YFLogxK
U2 - 10.1111/j.1744-7941.2012.00036.x
DO - 10.1111/j.1744-7941.2012.00036.x
M3 - Article
VL - 50
SP - 399
EP - 420
JO - Asia Pacific Journal of Human Resources
JF - Asia Pacific Journal of Human Resources
SN - 1038-4111
IS - 4
ER -