Talent Management

With the development of globalization, diversity of human resources in the company is becoming one of the most important factors for the development, which at the same time, requires careful attention to talent management system (Cheese, Thomas & Craig 2008). Talented employees can be crucial to maintain the quality and integrity of the human potential of each company. Thus, long-term program for the development of employees is of paramount importance as the skills and qualifications necessary to constantly improve. Along with this, many experts in the field of human resources (HR) argue that the existing system for talent management organizations should be improved.

The article “Rites of passage through talent management progressions stages: an identity work perspective” is focusing on the research of the talent management progression that influences the organization development and being one of the most discussable research areas today (Tansley & Tietze 2013). The authors focused on the problems of defining what constitutes rites of passage across successive levels of a talent management program, and what is the role of identity work in ensuring successful advancement through each talent management.

First of all, it is necessary to note that the authors’ findings and research are both based on the theoretical framework and analysis of the literature related to the talent management (Perkins & Muondo 2013). From a business perspective, talent is the ability to achieve exceptional results, recognize and reward the owners, managers and consumers (Davis, 2007). Authors argued that the talent management is a set of organizational processes that aim to attract, develop, motivate and retain key employees. Thus, a key goal of talent management is to ensure that the right people with the right competencies are in the right places and at the right time (Martin & Hetrick 2006). Therefore, it is necessary to note that the talent management is a purposeful activity aimed at the creation of a system of recruitment, development, use, and retention of talented people capable of achieving exceptional business results.

Achieving this goal is based on two global and interrelated tasks: identification and evaluation of talent. As talent is primarily the potential, for identifying talents, such assessment tools as proven abilities (i.e., psychometric tests), personality traits (one needs professional personality inventories), and finally, motivation (motivation questionnaires) are most commonly used. There is no need to describe in detail the workings of all the personnel evaluation methods that can be applied to solve this problem (Talbot 2008). The fundamental point is that the identification and evaluation of talent should be based on relevant and realistic requirements set out in the competency model. In other words, first, it should be defined what it means to “talent” in this case – not even for the whole company, and especially not for the industry, but for this section, this level and this particular position (Tyson & Smith 2006). There are no general criteria: what and who is the talent in each individual case, the employer defines itself. Critically speaking, such criteria cannot be found, because of their dependence on the personality, specific characteristics, company’s culture and leadership types.

For every company, it is important to have talented employees; however, the company is motivated to develop collective talent, not only the individual one. This means that, when the talent management program is developed and is being successfully implemented into the human resource management strategy, the company still has the aim to develop its performance (Pollitt 2010). Companies are concentrated on the point that effective talent management can create synergy effect on the person, and the work efficiency and effectiveness will increase. Thus, the company is motivated to develop individual talents only for the company purposes. Today there is a talk that to buy a “star” employee is easy, but to make a star in the team of the company is the art of management.

In order to develop a clear strategy for talent management and to raise awareness about existing employees and receivers, all organizations need to hold meetings on the topic of talent evaluation, which, in turn, will be able to prepare the company to various changes: mergers, expansion or reduction of personnel (Rothwell 2012). “Review of the talents” is designed to explore the current state and future talent needs of the successor organization.

The first step in the talent management program can be the separation. This stage separates the candidates from their “comfort” life; it is organized for changes, new tasks and new surroundings. The next stage or period is liminalilty – this is the transitional stage between the first and the third one: it defines the time for the person’s adaptations for changes that were caused during the first period (Scullion 2011). The next stage is incorporation. During this stage, the person becomes the “organizational talent” – this is the actual emerge of the talent in the organization. Critically talking about these stages, they are not fully engage the psychological adaptation and development and they just generally show the process of the transaction through the talent management program.

The methodology of this study was aimed to construct the talent identity theory that will be based on the grounded approach. The research was designed as a case study of the accountancy consultancy talent in the rites of the passage identity. This type of the academic research presentation is effectively follow all the necessary grounds and shows the information that is relevant to the issue and can be easily understood. The case study as a research method is built on the ground of company’s annual reports and its data analysis. The study used the following research methods: dialectical scientific abstraction – exploring the characteristics of rites of talent passages identity; economical and statistical – examining, evaluating and determining the data and dynamics of the people’s identity characteristics; comparisons or analogies – comparison of the literature, understanding its limiting characteristics and understanding its role in brand issue; extrapolation – moving past trends for future periods; situational and systemic – studying of factors that determine the rites of talent passage identity.

The next component in the content of the methodology of this study is approach. Approach is the angle of a research; it is a kind of the original position, the starting point, with which the study begins and which defines its orientation relative to the target (Bryman & Bell 2011). The main approach that was used during this research writing is the scientific one. Critically speaking, this type of research does not give all necessary information about the topic, it just shows the findings that are relevant to the particular company in the particular information.

Data collection for this study was done throughout two techniques: analysis of the company’s documentation and interviews of employees that are responsible for the talent management in the company. Also, there were taped two interviews of the focused groups that included people from different positions and levels. These are rather effective methods of information collection and analysis that fully support particular topic and the research.

Summarizing the findings of this study, it is necessary to note that authors had made the research that showed how the rite of passage identity is going, how it influences all the processes of human resource talent management. It also demonstrated the interconnections and relations of the talented employees and the whole organization. It found that these relations are not articulate; they are unstable and unambiguous. The study argued that the talent promotion can be defined as experience of communication interconnections and changes for individuals that are recognized not only as freedom but also as a constant process of learning and solving temporal and ambiguous provisions, not only through the rites of talent passage. The researched questions that are posted by the authors at the beginning are fully answered at the end. The biggest limitation of this study can be seen in it narrowness to the consultancy industry, its specific performance and concrete subject.

Topic of talent management program is rather discussable nowadays and this article showed it from the new angle, creating a discussion of the significance of the received results. From the article, it is easy to recognize that the installation for talent management orientation is a deep conviction that the implementation of the ambitious goals of the business needs talented employees. This prevent for full understanding that bringing such people into the company should be the goal of every manager of the company because the personnel department in the new market conditions cannot handle it on their own (Dejoux & Thevenet 2011). Summarily, from this article I have understood that the essence of a more effective talent management is not to improve human resource processes and the new installation of thinking. I have found that often, for new companies, working with talent is not a priority: hiring department is engaged in staff issues, and managers are content with employees, they receive an inheritance from his/her predecessors. Thus, it gave me additional proves, that at best, top managers recognize that talented people are one of the many possible ways of achieving financial results.