You are on page 1of 12

Talent Management in the Workforce

April 2006

All rights reserved. National Library Board 2006.

Page 1 of 12

Author: Publishing and Research Services Division, National Library Board, Singapore

For more information about the National Library Board Infoserv products and services, please contact: Publishing and Research Services Division National Library Board Tel: +65 6333 7977 Fax: +65 6333 7990 Email: cis@nlb.gov.sg

The contents of this Report, including news, quotes, data and other information, is provided by the National Library Board, Singapore and its third party content providers for your personal information only, and is not intended for trading purposes. Contents stated in this Report are not appropriate for the purposes of making a decision to carry out a transaction or trade. Nor does it provide any form of advice (investment, tax, legal) amounting to investment advice, or make any recommendations regarding particular financial instruments, investments or products. Neither the National Library Board, Singapore nor its third party content providers shall be liable for any errors, inaccuracies or delays in content, or for any actions taken in reliance thereon. THE NATIONAL LIBRARY BOARD, SINGAPORE EXPRESSLY DISCLAIMS ALL WARRANTIES, EXPRESSED OR IMPLIED, AS TO THE ACCURACY OF ANY THE CONTENT PROVIDED, OR AS TO THE FITNESS OF THE INFORMATION FOR ANY PURPOSE. Although the National Library Board, Singapore makes reasonable efforts to obtain reliable content from third parties, the National Library Board, Singapore does not guarantee the accuracy of or endorse the views or opinions given by any third party content provider. This Report may point to other Internet sites that may be of interest to you, however the National Library Board, Singapore does not endorse or take responsibility for the content on such other sites.

All rights reserved. National Library Board 2006.

Page 2 of 12

Talent Management in the Workforce


Introduction
Talent in the workforce refers to people who have high potential, crucial knowledge and skills, and can successfully lead transformation and change within the organisation. As talent is crucial in determining the success of an organsation, much emphasis is placed on its management. Talent management encompasses the application of best practices in the identification, cultivation, recruitment and retention of a qualified, effective workforce. This resource list covers aspects of talent management, where they reside, strategies of talent attraction and luring talent back home, issues of talent mobility and shortage, impacts of talent migration, talent development and also talent retention.

Talent Management

Global Talent Management: Fostering Global Workforce Practices that are Scalable, Sustainable and Ethical
Details eight principles for building the global workforce and seven global talent management (GTM) field lessons. As offshoring becomes more common, the "global workforce" is gradually becoming a reality. With a majority of multi-national organisations operating with double standards in treating workforce in the developed and developing nations, there has to be cultural sensitivity and localization with regards to effective, long-term global talent management.
Chaisson, J. and Schweyer, A. (2004, July 4). Global talent management: Fostering global workforce practices that are scalable, sustainable and ethical. Human Capital Institute. (51 pages). Retrieved March 27, 2006, from http://www.humancapitalinstitute.org/portal-pload/superuser/libraryPaper_10032.pdf

All rights reserved. National Library Board 2006.

Page 3 of 12

HR's Role in Talent Management and Driving Business Results


In the challenging business world today, business leaders want increased revenue and productivity, driving real value to the shareholders; whilst employees are expected to be accountable, focus on customers, and adapt to change. HR has the eminent role of ensuring the development of future leaders and honing leadership skills of their employees. This article describes how HR can attain business goals and results through effective talent management.
Farley, C. (2005). HRs role in talent management and driving business results. Employment Relations Today, 32(1), 55-61. (7 pages). Retrieved 2006, March 23, from http://proquest.umi.com/pqdweb?did=820595621&sid=3&Fmt=2&clientId=13402&R QT=309&VName=PQD

Integrated Talent Management at BD Japan


Records the holistic integrated talent management approach from hire to retire- the Human Capital Pipeline of Becton Dickinson and Co. of Japan. Strategies in each phase of identifying/attracting, developing, maximizing and retaining are discussed in detail. Talent management was attributed by BD Japan to be one of the most critical success factor.
Romans, J. and Lardner, L. (2005, July/August). Integrated talent management at BD Japan. Strategic HR Review, 4(5), 16-19. (4 pages). Retrieved 2006, March 23, from http://search.epnet.com/login.aspx?direct=true&AuthType=ip,url,uid&db=buh&an=1 7570353

The Talent Management Handbook: Creating Organizational Excellence by Identifying, Developing, and Promoting Your Best People
Provides pointers and case studies for designing career plans that boost employee morale, as well as creates and sustains excellence in the organization. Strategies elaborated include: Identifying, selecting and cultivating Superkeepers (employees whom the organisation cannot afford to lose) Finding, developing, and positioning highly qualified backups for key positions, and, Allocating resources to employees based on their contribution (actual and/or potential) to the organization excellence.
All Rights Reserved, McGraw-Hill, 2004 Berger, L. A. and Berger, D. R. (2004). The talent management handbook: Creating organizational excellence by identifying, developing, & promoting your best people. New York: McGraw-Hill Call No.: RBUS English 658.314 BER.

All rights reserved. National Library Board 2006.

Page 4 of 12

Where Does Talent Reside? Counting Immigrants and Expatriates in OECD Countries: A New Perspective
Provides a detailed, comparable and reliable picture of immigrant populations within OECD countries. It also reflects the cumulative effect of movements over the past decades and provides additional information on the educational attainment of migrants.
Dumont, J.and Lemaitre, G. (2005, June 22). Counting immigrants and expatriates in OECD countries: A New perspective. Working Paper No. 25. Organisation for Economic Co-operation and Development. (44 pages). Retrieved March 27, 2006 from http://www.oecd.org/dataoecd/34/59/35043046.pdf

Global Flows of Foreign Talent: Identity Anxieties in Singapore's Ethnoscape


Examines the competing and dissenting discourses surrounding the foreign talent policy. It argues that the mobility of migratory flow has transformative and disruptive effects at the level of culture and the identity landscape of Singapore, where its discursive cultural boundaries are drawn according to a nationalist framework. Drawing on theories and concepts of "diaspora", "hybridity", and "third space", these are the political and cultural issues that this paper attempts to tease out.
Koh, A. (2003, October 01). Global flows of foreign talent: Identity anxieties in Singapores ethnoscape. Journal of Social Issues in SE Asia, 18(2). Retrieved March 24, 2006, from the Factiva database.

Taxation, Ethnic Ties and the Location Choice of Highly Skilled Immigrants
With an increasing international demand for highly skilled migrants, determinants such as expected wages, job opportunities, costs of migration and location are becoming more important. This paper suggests two other determinants are just as important - taxes and network effects. Aims to throw empirical light on the role of the above two factors via a case study of Switzerland (more than 35 percent of all persons with a degree are immigrants).
Liebig, T. and Sousa-Poza, A. (2005, July 29). Taxation, ethnic ties and the location choice of highly skilled immigrants. Social, Employment and Migration Working Paper No. 24. Organisation for Economic Co-operation and Development. (45 pages). Retrieved September 5, 2005 from http://www.oecd.org/dataoecd/5/60/35239536.pdf

All rights reserved. National Library Board 2006.

Page 5 of 12

Talent Attraction and Luring Talent Back Home Broadening Our Horizons: Making Fresh Talent Work for Scotland
Scotland launched its Fresh Talent initiative, which is designed to attract skilled foreign workers, in February 2004. However, this report warns that more needs to be done to help prepare migrants for life in Scotland and prepare Scottish communities for the influx of foreign workers. The report makes 26 recommendations. They include: Ensuring that tackling racism is given the same attention as attracting people to Scotland; Developing a template "welcome pack" for new migrants and employers which sets out their rights, responsibilities and entitlements; Making sure public services monitor and address the support needs of new migrants, employers and communities; Persuading businesses to take positive action measures such as targeted recruitment, work placement and shadowing schemes.
Commission for Racial Equality in Scotland (2005, October 31). Broadening our horizons: Making fresh talent work for Scotland. (34 pages). http://www.cre.gov.uk/downloads/broadening_our_horizons_full_report.pdf

German Scheme to Recruit and Keep Talented Young Scientists


Reveals that the German Helmholtz Association of National Research Centres is raising its funding and expanding its support programmes for young and talented scientists. The Association has intended for a total of 18 new Young Investigator Groups to be set up and funded over a five-year period. This programme aims to provide candidates with the prospect of a permanent position after the five year period.
Helmholtz Association, Researchers Mobility Portal. (2005, April 14). German scheme to recruit and keep talented young scientists. Retrieved on 28 March, 2006 from http://europa.eu.int/comm/research/headlines/news/article_05_04_14_en.html

How to Become a Talent Magnet: Getting Talented People to Work for You
Identifies the issues causing massive change in the workplace and turning them into your advantage. More importantly, it covers widely the need for talent in organisations, recognising true talent, as well as provides a blueprint for crafting compelling employment offers that will ensure a flexible and diverse workforce.
Johnson, M. (2002). How to become a talent magnet: Getting talented people to work for you. Great Britain: Pearson Education Limited. Call No.: RBUS English 658.3111 JOH

All Rights Reserved, Pearson Education Limited, 2002


All rights reserved. National Library Board 2006.

Page 6 of 12

Scholarships to Lure Talent Back Home


In an attempt to offset brain drain, the Australian government is offering a return scholarship scheme to bring back the best and brightest researchers from overseas for short periods each year. This scholarship scheme is intended to be a cost-effective way of helping the nation benefit from the large pool of leading Australian scientists, engineers and researchers who work overseas.
Morris, S. (2004, June 15). Scholarships to lure talent back home. Australian Financial Review. About the Scheme: NSW Expatriate Return Awards. Retrieved March 28, 2006 from http://www.cst.usyd.edu.au/expatawards/index.html

Talent Mobility From Brain Drain to Brain Circulation: Emerging Policy Agenda
This presentation by the senior economist for the Office of Policy and Strategy at U.S. Citizenship and Immigration Services (USCIS) focuses on emerging models of mobilising the highly skilled. It draws lessons from India, China and other countries. It finds that the increasing mobility of highly skilled people is going to just four host countries: USA, Germany, Canada and Australia. It has found that most government initiatives to establish 'brain gain' and 'return of talent' have largely failed. Thus, one of its recommendations is to promote 'brain circulation networks' which allow the expatriate talent to benefit the country of origin without relocating back.
World Bank Institute. (2005, November 9). From brain drain to brain circulation: Emerging policy agenda. Retrieved December 1, 2005 from World Bank website http://info.worldbank.org/etools/library/latestversion.asp?203731

Globalizing Talent and Human Capital: Implications for Developing Countries


Sources out facts and trends in the international mobility of human capital, assesses the economic characteristics of migration, and examines the issue of brain drain and brain circulation. Surmises that global inequality might decrease as national talents may return or induce greater sharing by transition economies, thus benefiting from global knowledge creation.
Solimano, A. (2002, August 22). Globalizing talent and human capital: Implications for developing countries. Satiago de Chile: CEPAL, Division de Desarrollo Economico. Call No.: RBUS Other q331.71 SOL ser 15 Retrieved March 23, 2006 from http://wbln0018.worldbank.org/eurvp/web.nsf/Pages/Paper+by+Solimano/$File/SOL IMANO+REVISED.PDF

All rights reserved. National Library Board 2006.

Page 7 of 12

Off-ramps and On-ramps: Keeping Talented Women on the Road to Success


Summarises findings from The Hidden Brain Drain Task Force of the Center for Work-Life Policy, which examines the opt-out phenomenon across professions and sectors with particular focus on highly qualified women. The article presents the reasons for women to leave the workforce and the challenges they face when seeking to re-enter. It also analyses the penalties for career interruptions and discusses practices that can help to reverse the brain drain.
Hewlett, S. A. and Luce, C. B. (Mar 2005). Off-ramps and on-ramps: Keeping talented women on the road to success. Harvard Business Review, 83(3), 43-54. Call No.: RBUS English 658.005 HBR. Further reference: Shiller, P. (2004, Feb 24). The Hidden Brain Drain: Off-Ramps and On-Ramps in Women's Careers. Harvard Business Review Report 9491. <http://harvardbusinessonline.hbsp.harvard.edu/b01/en/common/item_detail.jhtml;js essionid=5R21ZPIBJ5FF0CTEQENSELQ?id=9491> (Full report for purchase)

Talent Barriers
Examines and surveys the current legislative developments in relation to facilitating the recruitment of foreign workers. Pension funding and portability issues were also potential barriers of foreign executive talent recruitment in Ireland.
Carter, M. and OHara, M. (2005). Talent barriers. Business Ireland Magazine. Retrieved March 28, 2006 from PricewaterhouseCoopers website http://www.pwcglobal.com/extweb/service.nsf/docid/8933E1F945FDE01480257084 003948D4

Talent Shortage China's Looming Talent Shortage


Reports that China is unlikely to become a giant in offshore IT and business process servies despite its cheap labour. This is because few of China's university graduates are capable of working successfully in the services export sector due to the lack of skills for service occupations. Long term solutions to this problem include improving the quality of its graduates through better education and English language instruction. In the interim, however, companies like Microsoft are investing in the training and developing their own talent. For e.g., it hired ten native U.S. English speakers to teach their Chinese workers about US email protocol and writing style.
Farrell, D. and Grant, J. A. (2005). China's looming talent shortage. McKinsey Quarterly, 4. Retrieved November 14, 2005 from http://www.mckinseyquarterly.com/article_page.aspx?ar=1685&L2=18&L3=31 Access to article requires registration.

All rights reserved. National Library Board 2006.

Page 8 of 12

Mind the (Talent) Gap


Discusses the looming labour shortage in the United States and the prediction from Deloitte Consulting of a global, cross-industry skills shortage threat as early as 2008. The Future of Work too foresees a shortfall of about 10 million knowledge workers by 2010. Retention of workers was cited as most critical, followed by recruitment - which includes outsourcing and training - to a companys success.
Kaplan-Leiserson, E. (2005, April). Mind the (talent) gap. T+D, 59(4), 12-13. (2 pages). Retrieved March 28, 2006 from http://search.epnet.com/login.aspx?direct=true&AuthType=ip,url,uid&db=aph&an=1 6627535

Must Skilled Migration be a Brain Drain? Evidence from the Indian Software Industry
Looks at the scale and type of skilled migration from the Indian software sector and the consequences for firms that are losing skilled workers. In general, findings show that such migration, including significant temporary migration, does not necessarily contribute to an adverse results or brain drain. The software industry is characterised by several types of cross-border mobility, in which most are temporary. Such mobility is important as it contributes to network effects.
Commander, Sinmon, et al. (2004, December). Must skilled migration be a brain drain? Evidence from the Indian software industry. IZA Institute for the Study of Labour. (32 pages). Retrieved March 27, 2006 from ftp://ftp.iza.org/dps/dp1422.pdf

Selective Admission: Making Migration Work for Britain


The UK Government has proposed a five-tier points-based system controlling who would be admitted to work, train and study in Britain. The new proposal aims to fill the skills gap, increase productivity and flexibility in the labour market and safeguard against abuse of the system. The top two tiers are defined as the 'highly-skilled' and 'skilled workers with a job offer'. The third tier applies to lower-skilled workers brought in for a fixed period to fill shortages in the labour market. The fourth and final tiers cover students and visiting workers respectively.
Selective admission: Making migration work for Britain. (2005, July 19). Immigration and Nationality Directorate, United Kingdom. Retrieved March 28, 2006 from http://www.ind.homeoffice.gov.uk/ind/en/home/laws___policy/consultation_docume nts/closed_consultations.Maincontent.0139.file.tmp/Selective%20AdmissionMaking%20Migration%20Work%20for%20Britain%20consultation.pdf Press Release: Making Migration Work for Britain - Consultation Launched on Managed Migration Routes to UK. (2005, July 19). Immigration and Nationality Directorate, United Kingdom. http://www.ind.homeoffice.gov.uk/ind/en/home/news/press_releases/making_immig artion.html?

All rights reserved. National Library Board 2006.

Page 9 of 12

Foreign Talent Diaspora: The World Wide Web of Australians


Studies the Australian diaspora from various perspectives including demographics, economics and public opinion. The authors believe that the community of Australian expatriates is a valuable asset for the country and that businesses and governments should take steps to access and embrace this community instead of worrying about brain drain. Recommendations for Australian institutions to better engage expatriates in their national endeavours are also included in the paper.
Fullilove, M. and Flutter, C. (2004, Nov). Diaspora: The World Wide Web of Australians. Lowy Institute. (120 pages). Retrieved March 28, 2006 from http://www.lowyinstitute.org/PublicationGet.asp?I=182

Foreign-trained Talents Give New Impetus to Hong Kong's Economy Revival


Reports on the Hong Kong Government's effort in attracting and encouraging foreign-trained talents to return to Hong Kong with the hope to inject international perspectives to the nation's business community. A cross-continent career video conference was held earlier this month simultaneously in Hong Kong, Toronto and Vancouver to encourage Canadian-trained Hong Kong students to pursue their career in Hong Kong.
Foreign-trained talents give new impetus to Hong Kong's economy revival. (2004, Mar 6). Hong Kong Special Administration Region Government. Retrieved March 28, 2006 from http://www.info.gov.hk/gia/general/200403/06/0306114.htm

Impact of Skilled Migration on Receiving Countries


Acknowledges that brain drain and brain gain is too simplistic, and delve further into individual impacts of skilled migration. Impacts include networking and positive knowledge circulation, possible crowding out effect and displacement of locals jobs, and change in wages. It is noted however that these skilled migrants are highly mobile, thus efforts have to be put in to attract and keep them.
Regets. M. C. Impact of skilled migration on receiving countries. United Nations Online Network in Public Administration and Finance. (4 pages). Retrieved on March 28, 2006 from http://unpan1.un.org/intradoc/groups/public/documents/APCITY/UNPAN022376.pdf

All rights reserved. National Library Board 2006.

Page 10 of 12

Talent Development The Coaching Manager: Developing Top Talent in Business


Challenges managers to become coaches who focus on helping "coachable" employees to improve their performance and build strong teams within the organisation. Several key elements are to create high performance are : Manager with a mindset to coach; Employees who are willing to learn; Relevant coaching techniques; A trusting relationship between the former and latter.
Hunt, J. and Weintraub, J. R. (2002). The coaching manager: Developing top talent in business. Thousand Oaks, California: Sage Publications. Call No.: RBUS English 658.3124 HUN All Rights Reserved, Sage Publications, 2002

Supporting Future Leaders at the Learning and Skills Council: Big Savings Result from Identifying Talent Within the Organzation
The Learning and Skills Council (LSC) plans and funds vocational education and training to improve the knowledge and skills of adults and young people above 16 years old in England, has run seven evelopment centers across England to help to identify an internal pool of talented directors. Elimination of advertising charges and agency fees, response handling and interview time for recruitment for senior positions have resulted in savings.
Pollitt, D. (2005, December). Supporting future leaders at the Learning and Skills Council: Big savings result from identifying talent within the organization. Human Resource Management International Digest, 13(7), 13- 14. (2 pages). Retrieved March 23, 2006 from http://www.emeraldlibrary.com/Insight/ViewContentServlet?Filename=/published/emeraldfulltextarticle/ pdf/0440130705.pdf

Talent Retention Finding and Keeping the Necessary Talent


Suggests that multinationals' big problem is a lack of leadership talent and that it is increasingly difficult to find and keep the right people needed to run operations in emerging markets. With analysis from Shell and Honeywell, it concludes that multinationals have to offer better salaries to retain their high fliers and incentives need to be loaded towards retention. Some strategies include non-transferable stock options, subsidised housing, and repatriation bonuses.
Kippenberger, T. (2000). Finding and keeping the necessary talent. The Antidote. Retrieved March 24, 2006 from Emerald Intelligence database. http://www.emeraldibrary.com/Insight/ViewContentServlet?Filename=/published/emeraldabstractonlyar ticle/pdf/2700050210.pdf

All rights reserved. National Library Board 2006.

Page 11 of 12

Power Management for Talent Retention


Presents a case study of which a commitment to leader development and employee retention led Brown & Williamson Tobacco Corporation to created an internal database- Kenexa Career Tracker, where employees could track their development accomplishments and goals to strengthen its commitment to employees. It purportedly maximizes employee performance and reduces hiring costs and turnover, and helps to provide a better understanding of an organisations current talent pool.
Power management for talent retention. (2004, July). T+D, 58(7), 68-69. (2 pages). Retrieved March 23, 2006 from http://search.epnet.com/login.aspx?direct=true&AuthType=ip,url,uid&db=aph&an=1 4027689

Retaining Valued Employees


In current times where employees are increasingly jumping ship for greener pastures, turnover remedies are more essential. Successful personnel retention case studies and employee surveys were utilized to predict and diagnose. Topics covered include differentiating functional and dysfunctional turnover, job enrichment, strategies to reduce turnover and so on.
Griffeth, R.W. and Hom, P. W. (2001). Retaining valued employees. California: Sage Publications. Call No.: RBUS English 658.3 GRI All Rights Reserved, Sage Publications, 2001

Strategic Talent Retention


Presents case studies to illustrate how use of talent metrics can help to manage a high-performing and engaged workforce. It suggests two measurement methods: Identifying the attributes of an employer brand that attracts talent inside an organisation and employee-recruit gap analysis.
Brown, A. (2003, May/June). Strategic talent retention. Strategic HR Review, 2(4), 22-27. (6 pages). Retrieved March 27, 2006 from http://search.epnet.com/login.aspx?direct=true&AuthType=ip,url,uid&db=buh&an=9 879525

All rights reserved. National Library Board 2006.

Page 12 of 12

You might also like