I am currently doing a bit of a ‘deep dive’ into the academic literature on talent management and finding quite a bit of interesting material. The paper by Bish et al from the latest American Academy of Management is one such paper:
Bish, Adelle & Jorgensen, Frances (2016) Employee perceptions of the talent management message: Case analyses in Danish SMEs. In 76th Annual Meeting of the Academy of Management, 5-9 August 2016, Anaheim, CA.
In their study they consider employees’ perceptions of their organizations’ talent management message in their qualitative, multiple case study of nine SMEs in Denmark, ’employees’ perceptions of their organizations’ talent management message prior to and after being employed and how these before and after perceptions influence their current attitudes and behaviors’. Their findings suggest that
‘while externally oriented talent management messages in SMEs may mimic those of large organizations, internal messages may be far less explicit and formalized in SMEs. Further, there appeared to be a high level of incongruence between internal and external talent management messages in these SMEs. Significantly, the perceived impact of gaps between the external and internal talent management messages on employees’ attitudes and behaviors seemed however to be mitigated by value alignment.’
It is nice to see papers on talent management which consider TM from a differently sized organisational point of view – here it is SMEs. I see this not only adding to talent management literature per se but also to employer branding literature, a very interesting field which links to talent identity as well as talent management.
The UK Chartered Institute of Personnel and Development (CIPD) define employer branding as:
‘‘…a set of attributes and qualities, often intangible, that makes an organisation distinctive, promises a particular kind of employment experience, and appeals to those people who will thrive and perform best in its culture’ (CIPD, accessed 6 September, 2016).