How successful is Europe in the global “war for talent”?

Policy and academic circles in India put forth the argument that the country’s demographic dividend puts it in an optimal position to win the race between education and technology across nations by expanding higher education opportunities. This article examines the recruitment practices of 13 leading corporations in high-growth sectors in India. Based on detailed qualitative interviews, it explains why these corporations are unlikely to increase the demand for graduates in ways imagined by policy-makers or proponents of skills-biased technological change. Companies in India are locked into an intense ‘war for talent’, but only for graduates in India’s top-tier universities. We argue that there is a close correspondence between India’s highly elitist university system and corporate talent management strategies, creating a narrow pool of highly mobile Indian corporate elite, but resulting in limited prospects for the wider Indian workforce. In this talent market, the success of the top corporate elite rests on keeping the elitist character of higher education, rather than widening labour market opportunities. This paper also seeks to explain why top corporations in India engage in this ‘war for talent’ when they are not always certain their investments pay off.

Winning the War for Talent: Back to Basics

The English Premier League (EPL) has undergone a significant commercial and economic transformation in the last 30 years. During this period, labour migration has emerged as a pre-eminent process in the development and competitiveness of the league. For the EPL’s 20 clubs, the desires to remain both commercially and performatively competitive on a global stage necessitates the requirement to identify, attract and retain as many highly skilled workers as possible. Therefore, like other talent intensive industries where success is predicated on the depth of the talent pool, a global ‘war for talent’ has emerged. Drawing on scholarship that has explored the recruitments of highly skilled migrants in other talent intensive economies, this paper shows how EPL clubs are consistently winning the global war for talent that has emerged in professional football. It also highlights the significant role that these workers play in the making and continued re-making of the EPL.

The purpose of this research is to examine millennials’ work aspirations and how different factors affect their career expectations in Sri Lanka. This study used mixed method. Ten respondents were selected using purposive sampling for the qualitative study, and another fifty respondents were selected for the quantitative phase. Total sample size was 60. Data collected was from a sample of males and females born between 1982 and 2000. This study found that millennials are willing to go outside of their job description to gain professional growth and career development. They do not consider a long-term relationship with an organization if basic career expectations have not been considered or met. Millennials are serious job hoppers. Therefore, organizations would benefit from using two dimensions, relational and transactional, to design a management development programme to those who are confronted by war for talent and limited resources in meeting millennials’ expectations. This study expands geographical scope of the literature providing new research avenues.

The article deepens the theoretical foundations of talent management as an innovative concept and tool for human resource management in the organization; based on a critical analysis of the existing interpretations of the concept of "talent", our own interpretation of talent management is proposed. It is determined that ensuring the growth of motivation to work, loyalty to companies, increasing creativity and self-realization became possible due to the emergence of the concept of talent management. The definition of "talented employee" is studied, namely that talent in business can be called a person with high professionalism and competence, which is assessed on two parameters: 1) professional competence - assessment of professional knowledge, skills and performance; 2) competencies corresponding to the level of development of managerial skills (for example, internal competencies are used), which, in turn, are determined by the strategic goals of the business organization, determine the requirements for personal characteristics and motivation of each employee. The need for them for the successful operation of business organizations in the neo-economy; the arguments of expediency of development of strategy of management of talents are stated. Talents are the key to the success of modern organizations, and talent management is a tool for their identification, disclosure and maintenance. The classical structuring of the talent management system, in particular its components such as: HR branding and selection, mentoring, coaching, evaluation, performance management, development and retention of talents, is deeply and updated taking into account modern realities. In the "war for talent", in modern realities, the winners are those companies that have a properly debugged system of talent management. Priorities and prospects of talent management in organizations are defined. Approaches to overcoming existing problems in talent management are proposed.

The war for talent has intensified over the past years. Firm executives and university leaders raise concerns about their ability to find talented employees to fill key positions. This research revolves around the identification and development of talent. It explores how firms and universities should - or sometimes should not - address the problem of identifying their future leaders. Building on this, the dissertation provides insights into the mechanisms that support the further development of identified talent and can help employees and organizations to fully exploit their potential.

Universities in developing countries are often engaged in competition for academic staff. Universities are recognised for the quality of their teaching and high research outputs, and this leads to a “war for talent” in terms of experts in teaching, research and community engagement. This article assumes that poor conditions of service and strained relationships between academic staff and university authorities may cause attrition of academic staff in emerging universities. Therefore, institutions of higher learning seeking to retain their best academic staff need to foster a good social relationship with the academic employees based on African indigenous practices to ensure a reduction in staff turnover. This paper explores how the translation of social capital into the indigenous practice of Ubuntu can reduce academic staff attrition in the new public universities in Ghana. A purposive sampling approach was used to select two new public universities that suffer from frequent academic staff attrition. The qualitative study employed interviews involving 30 participants (from two new universities) and observation as data collection tools. The study revealed that emerging universities in Ghana do not develop social capital or practise African indigenous practices and this alienates academic staff, hence they often look for greener pastures elsewhere. The study also revealed that good human relationships based on African values of mutual respect, cooperation, compassion and love are important ingredients for the retention of academic staff in any institution of higher learning. The findings validate the assumption that poor human relationships are a catalyst for academic staff attrition in emerging universities.

The paper is focused on determinants make a new shape of compensation system in a context of economy based on knowledge. The organizational requirements connected to knowledge workers make a need for a different way to shape a motivation tools. There is a time to reconstruction of role and meaning of human capital in a final success of a firm. That’s way the people should be paid and rewarded by specific and modern compensation system. The main determinants can influence into efficiency of that system are: innovativeness and flexibility as a criteria for distribution of money for employees, Long Term Incentive Plans, The diversity and changeability in a construction of a system, motivation by structure and criteria, and competitiveness and war for talents as source for development of compensation system.

The burgeoning literature on star performers has deep roots in and profoundly important implications for strategic human resource management. As the “war for talent” only becomes more concerning for HR scholars and managers, the importance of star performers – the uncommonly productive, innovative, seemingly indispensable sources of value-generating novel outcomes for organizations – has largely passed unquestioned. But stars in the human capital context exert complex influence across firm-level “solar systems.” Recent scholarly work has begun to shed light on the less desirable impacts of stars on their peers and organizations. Extending and enhancing this emergent stream, our study breaks new ground by developing and testing a crowding out theory of stars. Using a sample of 835 specialty contractors, we show that despite the many favorable impacts of star performers, the disproportionate attention and resources that flow to stars may actually leave firms worse off, especially among firms with star systems that emphasize hiring stars from outside the organization rather than developing talent internally. Our findings provide scholars and practitioners with new opportunities to reevaluate the potential role of remarkable individuals in the knowledge economy, thereby better illuminating the boundary conditions on how stars and star systems impact organizational outcomes.

Wenn die Diagnose des Trendforschers Matthias Horx zutrifft - und vieles spricht dafur -, „dass sich die meisten Firmen in einem recht turbulenten Ubergang befinden von den alten, industriellen Firmenorganisationen zu dem, was man Wissensorganisation nennen konnte (Horx-Strathern 2001), dann verwundert es auch nicht, dass Ende der 1990er Jahre erstmals der etwas martialische Begriff „war for talents* als Kurzel fur den harter werdenden Kampf der Unternehmen um die vielbegehrten Leistungstragerinnen die Runde machte.

Organizations are engaged in a war for talent as they face mounting complexity and must fight harder to remain effective. Attracting, hiring, and developing employees that have the potential to drive organizational success has become a top priority for many leaders and human resource executives. Fortunately, the field of industrial-organizational (I-O) psychology can assist in these endeavors, given that individual differences have been consistently demonstrated to be statistically significant and practically meaningful predictors of individual, team, and organizational performance. It, therefore, stands to reason that psychological assessments are the key weapons by which organizations can win the war for talent. That said, the current tools used to identify and develop talent, while effective, are on the verge of being replaced by artificial intelligence, big data, and biometrics. The past decade has seen these technologies significantly mature as people increasingly live out their lives through smart devices and offer new ways to measure and observe human behavior and talent. Organizations, therefore, must not only instate evidence-based talent management practices; they must also begin to upskill and build competencies around data literacy and artificial intelligence so that they can use such technologies to hire and develop talented employees more effectively. This chapter seeks to inform and provide this foundation for those academics and practitioners that have little knowledge of talent management. Readers will finish the chapter having a firm understanding pertaining to the psychological talent and how it can be assessed.

Since tangible assets of companies are becoming increasingly insignificant, emphasis should rather be placed on human capital as an essential source of competitive edge. This paper, accordingly, pursues the purpose to shed light on the major demands that the Millenials place on their prospective employers. In consequence, the work aims to identify attractiveness factors that German retailers should particularly promote in order to succeed in the war for talents and attract the most promising candidates among the German GenY. This work is based on a mixed-methods approach. First, interviews with German retail experts as well as generational keynote speakers were conducted in order to obtain a deep understanding and assessment of the German retail landscape from a professional perspective. The insights gained were subsequently used to design a questionnaire, which distribution led to a final sample of 216 useable responses by Millenials. Furthermore, the data obtained by interviewing experts and the survey was subsequently compared in order to evaluate to what extent the expectations of the Millenials correspond to the experts’ assessment. This study reveals Millenials to be driven by the need for growth, such as wide offers of development opportunities or scope for decision when choosing an employer. Among the relatedness needs, a harmonious working environment is particularly important, whereas a weekend off ranks first among the existential needs. Moreover, male Millenials consider Media Markt is the most popular employer in the German retail sector, while dm is preferred from a female perspective. Overall, employers of the German retail sector provide the majority of factors required by the Millenials, yet are only considered the 4th most popular industry behind the automotive, IT, art and entertainment industries. Our findings provide valuable practical implications as the research results might serve companies to build up a target group-specific employer brand. Marketing strategies can be aligned with the identified attractiveness factors to efficiently and cost-effectively attract and bind Millenials to the company. Customized recruiting campaigns enhance the appeal as well as the attractiveness of an employer driving the likelihood of obtaining the strived status: Employer of Choice. To the best of the author’s knowledge, no study has yet dealt specifically with the attractiveness factors demanded by the Millenials in the context of the German re- tail sector as well as their most aspired employers in this industry. Furthermore, the attractiveness factors identified in the literature were embedded in Aldefer’s ERG theory. This work also offers a bilateral perspective through the widely conducted survey carried out among Millenials, which was additionally expanded through the lens of experts.

PurposeHigh-skilled employees are crucial for sustained competitive advantage of organisations. In the “war for talent”, organisations must position themselves as attractive employers. This study aims to introduce a unified framework to systematically identify and prioritise organisational attractiveness (OA) components, focusing on the extreme context of the airline industry.Design/methodology/approachTreating OA as a multi-criteria decision-making (MCDM) situation, this study uses the Fuzzy Delphi Method to validate key OA factors and the Fuzzy Analytical Hierarchy Process to prioritise them based on experts’ judgements.FindingsThis study identifies 5 criteria and 22 sub-criteria for OA, with job characteristics and person–job fit as most critical. These elements signal employment quality and skill–job alignment, reducing information asymmetry and attracting talent.Practical implicationsThis research provides a practical framework for airline managers to identify and prioritise key aspects of OA to enhance their value proposition and attract and retain qualified employees. For policymakers, applying the OA framework supports informed policy decisions on employment standards and workforce development.Originality/valueThis research introduces a fuzzy OA index and a framework that enhances OA. By incorporating signalling theory into a fuzzy MCDM approach, it systematically addresses key OA components, offering a strategic method to boost OA.

The war for talent has led organizations to develop a strong employer brand to attract and retain skilled employees. Few studies have examined the antecedents and consequences of the internal employer brand. We focus on (i) the influence of employee‐organization values congruence on the employee's perception of the employer brand and (ii) the influence of the employer brand on organizational identification and positive word of mouth vis‐à‐vis the employer. Results from a survey of 308 employees show that the employer brand fully mediates the relationship between values congruence and organizational identification and positive word of mouth. These results give rise to theoretical and managerial implications in terms of employer branding. Copyright © 2016 ASAC. Published by John Wiley & Sons, Ltd.

“What is currently happening is comparable with the discovery of America. Under the flag of happy-go-lucky modernisation, we set sail for “India” and we got to the One-World society where a deterritorialised socio-spatial order still remains unchartered – including its new transnational power games, ways of life and lifestyles, cultural landscapes, elite management, contrasts, cross-border social movements and ways of governance beyond the national state. In the meanwhile, we are all global players in some sense, according to the sociologist Ulrich Becker who described the phenomenon that had its first entry in an English dictionary under the term: globalization. If the discovery of America introduced “modern times” in historical and geographical terms, then globalization is a dramatic socio-economic break. It poses new tasks, particularly for the strategic management. It is a synonym for the integration of national economies into a shared global economy with intensive transnational trade-offs regarding goods and services, capital, knowledge, and people as well as the often-cited “War for Talents”. However, in contrast to the common perception, this is not merely the continuation of an internationalisation process, but instead a completely new phenomenon as national economies, societies, value systems as well as political regulation frameworks are deeply affected, if not erased. “The key challenge for humankind will be the capability to manage global interdependence”. This concise statement by Professor Klaus Schwab, Executive Chairman of the World Economic Forum, addresses the challenge of globalization faced by business management. The skill to influence new global connections and dependencies will be of absolute importance for modern HR management.