Strategic Talent Management by Collings, Mellah - Article Example

Name: Course: Lecturer: Date: Critical Analysis of the Article: Collings, D, G., & Mellah, K. "“Strategic Talent Management: A Review and Research Agenda." Human Resource Management Review, Vol 19, No, 4 (2009): 304-313. Executive Summary This report seeks to explore and critically analyse the article: Collings, D, G., & Mellah, K. "“Strategic Talent Management: A Review and Research Agenda." Human Resource Management Review, Vol 19, No, 4 (2009): 304-313. The report begins by outlining the importance of talent management to any organization and the entire human resource management. Secondly, strength and weakness contained in this article will be outlined, which will help draw recommendations and conclusion. Table of Contents 1.0 Introduction 4 2.0 Significance of Strategic Talent Management to IHRM 4 3.0 Credibility 6 3.1 Authors Credibility 6 3. 2 Strength found in this Article 7 3.3 Limitations 10 4.0 Recommendations 10 5.0 Conclusion 11 References 12 1.0 Introduction Modern organizations are constantly changing contributed by factors such as modernized policies, rationalized global market and varied and elastic employment arrangement. Certainly, implications of these factors to any business are significantly evident (Hough & Oswald, P. 635) 2000). In view of, evolving nature of the work environment, analysts propose that in order to achieve the corporate goal of any organization; competent job analysis and strategic talent management practices must be implemented. As such, valuable information to handle particular positions and complex issues are facilitated (Stone, p. 1). This report critically analysis Collings and Mellahi`s journal article, “strategic talent management: a review and research agenda. Human Resource Management Review”. The report begins by looking which looks the relevance of talent management to IHRM. Secondly this report will check the strength and weakness of this article, and lastly come up with essential recommendations and a conclusion. 2.0 Significance of Strategic Talent Management to IHRM Simply put, Collings and Mellahi (p.5) define strategic talent management as the process that makes sure an organization has the right staff in the right tasks, and at the right time to generate the projected results. Human resources are one the most important asset of any organization. These individuals create value for the business through confirmed business practices, sales, innovation, and customer service and through various diverse activities (Lawler, p. 1). This means that as the business endeavor to meet it corporate goals, then, it ought to ensure availability of a continuous and incorporated process for hiring, training, supporting, running and remuneration and compensating these employees. In other words, talent management is not only a matter of attracting, retaining and developing the high caliber talents, rather, organizing and managing these individuals to ensure they generate best organizational performance. Compared to steady working environment in traditional organizations, modern and rapidly changing organizations are elastic, competitive, are less hierarchical, dynamic, multidimensional, and technological (Schilling & Werr, p. 1; Carrasco, p. 223). Thus, contemprary organizations are extra organic structure. Employees are greatly involved and authority is disstributed in accordance to skills and ones abilities. Thus, networking and callaboration through theory highly characterize modern organizations (Schatten & Zugaj, p. 33). Talent management is valid only when it is able to remain abreast with the dynamic requirements of an HRM. As organizations are changing, likewise, the characteristics of best staff required for these modern organizations are changed as well (Spector, p. 807). From above perspective, strategic talent management assist international human resource management (IHRM) in understanding and describing their current status, project talents gaps as well as in taking the essential steps to erase these gaps. In other words, effectively implemented strategic management ought to ally human capital requirements with business objectives, elucidate current and upcoming tasks and responsibilities, focusing on recruitments, training, and development efforts (Spector, p. 807). Additionally, talent management enhance transfer of knowledge with the multigenerational employees, optimizes every employee`s contribution and finally, helps in handling commotions linked to sudden departures of employees (Lawler, p. 1). 3.0 Credibility 3.1 Authors Credibility The journal article under analysis on strategic talent management is one of the many literatures on various topics by David G. Collings. Collings has written numerous articles especially on human resource management and practices. He has in many occasions collaborated with various authors to write articles on business topics. One of his most successful articles is the 2006, “international journal of Global staffing: Approaches to International staffing” that he collaborated to write with H, scullion. This piece of work among others has achieved international audience due to their caliber and reliable information to the business world (ResearchGate, p. 1). Moreover, Collings is a professor of Human resource management at Dublin City University- business school, where he specializes on business and management, expatriation, talent management, and international human resource management. In this case, he is in a good position to write any articles or books concerning HRM. Therefore, his credibility in writing “Strategic talent management: a review and research agenda. Human Resource Management Review” journal article is approved (ResearchGate, p. 1). On the other hand, Kamel Mellahi has worked in various institutions of higher learning in United Kingdom, where where he has involved in teaching various courses on strategic management, as well as international business from undergraduate to PhD levels. Mellahi is currently a professor of strategic management at the University of Sheffield. In regard to Mellahi academic qualification, he has a PhD in management, a BA management and a Post-graduate certificate in teaching and higher learning. As of now, Mellahi is the author of three books, has published numerous journal articles such as Journal of World Business, Long Range Planning, Management Journal, and British Journal of Management Accordingly, Professor Mellahi has involved in consultation and delivery of executive courses on management for various organizations both in private and public sectors worldwide (WBS, P. 1). With the above understanding, it is therefore right to conclude that Collings and Mellahi are credible and a reliable authority to work and produce publications on talent management. Indeed, the conjectures and outcomes contained in their article may be termed dependable. 3. 2 Strength found in this Article The diligence of carrying out the measuring process is one of main strengths of the article. It has engaged dependable methods of collecting required information. The quantitative and qualitative techniques employed, and drawn of information from a myriad of resources makes certain that their journal article is a reliable source of information. The writers also take the reader of this work through the processes or method in a systematic way. This flow well in the order of introduction, definition of talent management, demonstration of a theoretical model in regard to talent management, restructuring of HR, the outcomes and finally comes with a conclusion. For that reason, the intended achievement of this paper is well demonstrated. Furthermore, considering the article’s approach or methodology it is evident that the writing has continuously and greatly reviewed and relied on the works of others. As Schatten and Zugaj (p. 1) observes, the relevance of high level reseach cannot be understated. Le Grange, (p. 1125) states that any study that relies on a single mind is not its optimal level. In the article under anlysis, Collings and Mellahi`s methodology constituted investigating both recent and older researches on human resources practices and management. The literature review on definition and theoretical model on strategic management, and under almost under every subtopic proves the extensive research from different authors on this topic. The article borrows from other researchers to come up with information and statistics relevance of strategic talent management that is vital for the IHRM and to organizations a competitive advantage in the marketplace. As Lawler, p.1 asserts that, a well implemented talent management offers the entire fraternity a competative advantage inside and outside the organization. This means that the success of talent management is the achievement of staff, the HR department, the firm and the customers. This article also distinctly confirms the differentiated concept of talent management in the business world. Initially, at its inception in organizations talent management was done in a more traditional way. However, the article noted the increased interest on this phenomenon has given varied meanings, approaches, and practices. This is greatly influenced by the changing nature of work environment, incorporation of technology, and globalization (Carrasco, p. 241). In this regard, the paper agrees that talent management concept is yet to be made clearer. In fact, Collings and Mellahi posit that the current concept needs clarification in regard to definition, range, and generally the purpose of talent management. Nonetheless, the efforts employed by these writers in coming up with another concept on definition of talent management are dependably imperative. This article argues that by first identifying the positions that give the company a competitive advantage, it will enhance identification of talents that suites these positions. Additionally, on carrying out various researches and indulging in numerous literatures, Collings and Mellahi notices the lack of theoretical development of talent management. This explicit identification made by this journal article contributes to its strengths. Furthermore, considering the article’s methodology in facilitating the development of the theoretical model, greatly adds to the merit of this article. Moreover, the authors realize that there is no best way exhausts any study in business management. When authors critique themselves in regard to their work gives the readers a more clear view of the issue under discussion. Regardless of expertise employed and researches done, Le Grange (p. 1) argues that there is no possibility of creating an absolutely perfect study. This self-critiquing practice ensures that readers are able to accommodate the weaknesses found in their publication. Finally, the strength of this article is widely found in the credibility of its authors. Both Collings and Mellahi`s academic and work profiles are far-fetched. Thus, this article has relied and drawn from incredible sources. 3.3 Limitations According to Schilling & Werr (p. 21) all studies and research methods have their strengths and weakness, as they may have something working perfectly for them but still miss out an essential tip. The article offers just an approach in the initial points of developing a theoretical model in talent management. In addition, it leans more on cost-effectiveness process, rather than showing what improvements and the cost to be incurred in development of a strategic talent management that would affect the quality of work in organizations. Accordingly, the paper exhibits several limitations in regard to model. Clear conclusions on the impacts of the theoretical model on strategic talent management to IHRM are not clearly presented. Moreover, in the investigation no control group was put in place. Also, it was difficult to generalize the findings by this paper as the number of experiments and sample size was generally small to come out with more convincing conclusion. 4.0 Recommendations This article aimed at coming up with provision in definition, scope and application of talent management by developing a theoretical model. However, considering the embryonic nature of modern organization and human resource departments, it is worth saying that the model may not be relevant for a long time. And as the world-economy is changing, more and more individuals come up with new demands. This necessitates HRM and its professionals to be more skilled to provide up to date services for the growing clientele (Stenseng, p. 1). In reality, the evolving nature of modern organizations demands continuous innovation and creativity. What is new today or relevant in an area could be archaic or obsolete in a few days with ever changing needs, and potential that was never thought few or many of years back, can be fully integrated easily now (Stenseng, p. 1). In this regard; organizations must integrate constant change to remain on the top of the game. Those that fail to answer the changing needs are likely not going to survive. To be relevant in the future, organizations must keep analyzing trends within the industry; understand present behavior of consumers in order to develop models that suit the current condition (Schilling & Werr, p. 22). From this perspective, it is highly recommended continuation of experiential research in this field of talent management, especially using the weakness identified as subject matter and variables as the base considerations. 5.0 Conclusion Conclusively, talent management is an imperative component of the human resource management (Hough & Oswald, p. 632. Ideally, within the business trends of the 21st century any organization will be outstanding with a well defined and implemented talent management (Lawler, p. 1). Despite the variation in definition, scope and goals of talent management, this article has proven that it is a fundamental part of any organization. Regardless of the limitations found in this study, Collings and Mellahi effort in outlining and developing a richer concept of talent management is significantly evident. The weaknesses found in this study are not all destructive, rather they can employed in developing future models, and in development of strategic talent management. Future studies will as well greatly benefit from these limitations as they can avoid repeating the same misgivings, hence significantly developing the talent management discipline. References Carrasco, G. G. " Exploring The Multi-Scale Structure of Printing Paper--A Review of Modern Technology." Journal of Microscopy Vol, 234, Issue, 3. (2009): 211-242. Collings, D, G., & Mellah, K. "“Strategic Talent Management: A Review and Research Agenda." Human Resource Management Review, Vol 19, No, 4 (2009): 304-313. Hough, L. M., & Oswald, A. " ‘Personnel Selection: Looking Toward The Future—Remembering The Past’." Annual Review of Psychology, vol 51, (2000): 631-652. . Lawler, E, E. Strategic Talent Management: Lessons From The Corporate World. Los Angeles: University of Southern California, 2008. Le Grange, L. "A survey of educational research in the second decade of South Africa's Democracy." South Africa Journal of Higher Education Vol 23, No, 6 (2009): 1115-1125. ResearchGate. David G. Collings. 2013. 27 03 2013 . Schatten, M., & Zugaj, C. " Biomimetics in Modern Organizations - Laws and Metaphors." Journal of Interdisciplinary Description of Complex Systems Vol 9, Issue 1 (2011): 39-55. Schilling, A. " Managing and Organizing For Innovation in Service Firms: A Literature Review With Annotated Bibliography." Innovation Vol 6 , 1-90. (2009): 1-90 . Spector, P. E. " Introduction: Job Analysis: Accuracy Versus Consequential Validity." Journal of Organizational Behavior Vol 21, Issue 7. (2000): 807-810. Stenseng, H. The future of the hotel industry. Oslo: Oslo School of Management, class of 2013., 2012. Stone, R. J. Human resource management, 5th edition. Canberra: John Wiley & Sons Australia Ltd., 2005. WBS. Professor Kamel Mellahi: Professor of Strategic Management . 2013. 27 03 2013 . Read More