Keywords : Talent Management


Talent management in a microeconomy

Svala Guðmundsdóttir; Gylfi D. Aðalsteinsson; Jessica Helgudóttir

International Journal of Organizational Leadership, 2017, Volume 6, Issue 2, Pages 169-175
DOI: 10.33844/ijol.2017.60240

In recent years, there has been a growing interest in talent management, but there is still considerable debate with regard to understanding of the meaning of talent. While talent management has been criticized for the lack of conceptual and intellectual foundation, this paper aimed at exploring the systematic approaches to talent management in Icelandic organizations. A qualitative study was performed and some interviews were conducted with 10 human resources managers. The results indicated that there were positive attitudes towards the talent management. Also, the interviewees described talent management as a rather new phenomenon within Icelandic companies. Talent management was defined by the managers as a powerful tool to monitor, attract, and develop their employees’ skills and retain new talent.

Talent management: The great challenge of leading organizations

Vajiheh Saadat; Zahra Eskandari

International Journal of Organizational Leadership, 2016, Volume 5, Issue 2, Pages 103-109
DOI: 10.33844/ijol.2016.60413

Today is called as the age of increasing competition among the organizations against the limited resources. Nowadays, organizations reached higher consciousness that talented human resources are valuable resources and if they can be managed strategically, they will be associated with maximum return on investment. It is obvious that getting benefits from talented human resources requires proper management and this is one of the major challenges for organizations. Talent management as a system of identification, recruitment, training, promotion, and retention of talented people has been proposed with the aim of optimizing the organization and to achieve business results. In other words, talent management refers to the systematic and dynamic process that by which human resources are being identified to fill key jobs and positions in the future and they get ready through a wide variety of educational and training programs for these occupations. With respect to the  use of  talent management at all levels of the organizations to release the true potential of existing  human resources and orient and direct their talents to achieve the expected outcomes, this study aims to review the literature related to the concept of talent management and related topics to establish gaps for further studies on the topic

Identifying and prioritizing the indicators of talent management in recruiting radiology technicians

Sadegheh Hosseinzadeh Nojedeh

International Journal of Organizational Leadership, 2015, Volume 4, Issue 3, Pages 213-224
DOI: 10.33844/ijol.2015.60215

The purpose of this study was identifying and prioritizing the indicators of talent management in recruiting the radiology technicians. The sample for the study was drawn randomly from all managers and personnel of the radiology sector in Ardabil public hospitals. Shannon entropy was applied to weighted criteria. In the next stage, for ranking the indicators of talent management, we employed multi-criteria decision-making techniques of TOPSIS method. Eight indicators were identified and prioritized using the TOPSIS method. These indicators are interest, commitment, skill, specialized knowledge, intelligence, the ability to solve the problem or issue, proper treatment with patient, and relationships with colleagues. The findings indicated that recruiting staff that do their work with love and are committed to the organization tend to be effective in improving hospital performance.