International Journal of Contemporary Hospitality Management

Managing the talent management pipeline: Towards a greater understanding of senior

managers' perspectives in the hospitality and tourism sector
Norma D'Annunzio#Green
Article information:
To cite this document:
Norma D'Annunzio#Green, (2008),"Managing the talent management pipeline", International J ournal of
Contemporary Hospitality Management, Vol. 20 Iss 7 pp. 807 - 819
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Users who downloaded this article also downloaded:
Norma D'Annunzio#Green, Gill Maxwell, Sandra Watson, Bernadette Scott, Sheetal Revis, (2008),"Talent
management in hospitality: graduate career success and strategies", International J ournal of Contemporary
Hospitality Management, Vol. 20 Iss 7 pp. 781-791
Norma D'Annunzio#Green, Gill Maxwell, Sandra Watson, J ulia Christensen Hughes, Evelina Rog,
(2008),"Talent management: A strategy for improving employee recruitment, retention and engagement
within hospitality organizations", International J ournal of Contemporary Hospitality Management, Vol. 20 Iss
7 pp. 743-757
Norma D'Annunzio#Green, Gill Maxwell, Sandra Watson, Tom Baum, (2008),"Implications of hospitality
and tourism labour markets for talent management strategies", International J ournal of Contemporary
Hospitality Management, Vol. 20 Iss 7 pp. 720-729
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Managing the talent
management pipeline
Towards a greater understanding
of senior managers perspectives
in the hospitality and tourism sector
Norma DAnnunzio-Green
School of Management and Law, Napier University, Edinburgh, UK
Abstract
Purpose This paper aims to explore managers views on the challenges and opportunities around
the talent management (TM) pipeline in a range of hospitality and tourism organisations. The paper
seeks to focus on drawing out key issues and suggesting practical actions arising from these.
Design/methodology/approach The paper draws primarily on a number of in-depth interviews
with senior managers representing a wide range of sectors in the industry. Managers views are
summarised and quotes used to illustrate key themes.
Findings Each stage of the TM pipeline is explored and the ndings reveal a number of contextual,
strategic and operational concerns around the implementation of TM policy and processes. Findings
indicated clear commitment towards the value of TM, but revealed that some policy areas were felt to
be underdeveloped. Approaches to TM were organisation specic, and driven by internal expertise
and available resources. Organisations would t and tailor their TM approach to their own context.
Practical implications A number of practical implications emerge from this paper specically
relating to dening, attracting, retaining developing and transitioning talent.
Originality/value The paper provides a senior management perspective on TM and allows the
reader a unique insight into the complexities of managing talent in the hospitality and tourism sector,
highlighting the issues that organisations are facing.
Keywords Hospitality services, Tourism, Senior managers
Paper type Viewpoint
Introduction
Talent management (TM) can be dened as a holistic approach to human resource
planning aimed at strengthening organisational capability and driving business
priorities using a range of HR interventions. These include a focus on performance
enhancement, career development and succession planning (Iles, 2007). The concept of
TM has evolved into common management practice and while originally focused on
recruitment (Michaels et al., 2001), it is now recognised as a much broader concept
aimed at attracting, retaining, developing and transitioning talented employees. This
paper presents the views of a number of senior managers in the hospitality and tourism
sector, and develops a deeper understanding of their perceptions around the value of
TM, the approaches they adopt, and the issues and challenges they face in the process.
The objectives of the discussion were as follows:
.
To examine senior managers views on TM in terms of its denition and meaning
and its contribution to business success.
The current issue and full text archive of this journal is available at
www.emeraldinsight.com/0959-6119.htm
The talent
management
pipeline
807
International Journal of
Contemporary Hospitality
Management
Vol. 20 No. 7, 2008
pp. 807-819
qEmerald Group Publishing Limited
0959-6119
DOI 10.1108/09596110810897628
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To explore current practice in a range of hospitality and tourism organisations at
each stage of the TM pipeline, specically attraction, retention, development and
transitioning of talent.
.
To uncover managers views on challenges and issues at each stage and provide
practical suggestions for process improvement.
This discussion was specically focused around senior managers in hospitality and
tourism operations representing a variety of sub-sectors (hotels, bars, restaurants,
contract catering and events management) and a range of SMEs, large MNCs, charities
and government funded bodies responsible for hospitality and tourism development.
The contributors were given the following denition of TM and were asked to
discuss a series of questions around the area of TM with the aim of learning more
about the challenges and key issues that they are dealing with and how they are
responding to these. The denition was drawn from CIPD (2006a) and is illustrative of
a holistic approach to TM:
Talent consist of those individuals who can make a difference to organisational performance,
either through their immediate contribution or in the longer term by demonstrating the
highest levels of potential.
Talent management is the systematic attraction, identication, development, engagement
retention and deployment of those individuals with high potential who are of particular value
to an organisation (CIPD, 2006a).
The discussion highlighted a range of views and suggestions as to how TM strategies
can be improved. These are presented in Tables I-V which draw out the implications of
the discussions for key stakeholders in order to assist them in operationalising their
TM strategies.
Area of talent
management
strategy Key issues
Implications for
hospitality
organisations
Implications for
managers
Implications for
talented
employees
Dening talent Low awareness
of talent
management
terminology
Need for more
specic
denition of
talent and more
discussion of
what constitutes
talent in
organisations
Collaborate with
educators and
allocate a
member of the
management
team to keep up
to date with
current thinking
in talent
management
Consider ways to
encourage
managers to take
responsibility for
talent
management
Take
responsibility for
talent
management
Include talent
management as
an item on the
agenda for
management
meetings
Get to know the
language of
talent in the
organisation.
Look for role
models and learn
from them and
their behaviour
Table I.
Talent management
strategy issues and
implications for
stakeholders
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There follows a brief review of literature in the four areas of dening, attracting,
retaining developing and transitioning talent, followed by the key themes arising from
the discussion and illustrative quotes.
Dening talent
In dening talent, it is worthwhile referring back to Michaels et al. (2001) who rst
coined the phrase the war for talent. They dene talent in a general sense as the
sum of a persons ability, to include their skills, knowledge and potential for
development. They argue that a certain part of talent eludes description you simply
know it when you see it. Many companies today invest resources in describing the
behaviours that they would like to encourage in talented employees and these will
vary from organisation to organisation. There is therefore likely to be no universal
description of talent and each company will work towards understanding the specic
talent prole that ts best with their culture and structure. Achieving
a comprehensive approach to TM involves organisations in a journey, focused on
Area of talent
management
strategy Key issues
Implications for
hospitality
organisations
Implications for
managers
Implications for
talented
employees
Attraction Acute awareness
of the benets of
selling their
employer brand
to future talent
and each
organisation
clearly
understood their
unique selling
points but often
this was not
validated from
the employee
perspective
General
agreement that a
more formal
attraction plan
was needed at
local level
More
understanding
and discussion
required of
common
problems and
possible
solutions to
problems of
attracting talent
Continue to
dene employer
brand,
communicate
widely through
recruitment
channels
Develop strategy
to encourage
current
employees as
ambassadors
Differentiate
brand from
competition
consider unique
selling points
Survey
employees to
develop better
understanding of
their views on
employer brand
Develop
recruitment plan
for each job
family
Offer feedback to
managers as to
whether the
suggested unique
selling points are
the reality of
working life in
the organisation
Ask to meet
members of the
team as part of
the recruitment
process to help
set your
expectations
Act as
ambassadors for
new talent into
your
organisation
Table II.
Attraction of talented
employees issues and
implications for
stakeholders
The talent
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rstly establishing a strong business case for talent and understanding the direction
and needs of the business and secondly aligning this with a range of HR systems and
processes. While this makes good business sense and there are many
well-documented and compelling arguments for developing a TM strategy, a recent
CIPD (2006a) survey reported that 60 per cent of organisations had no formal TM
strategy and 80 per cent had no formal denition of talent. The aim of this discussion
with hospitality and tourism managers, was to present a snapshot of views on the
value of TM and current practice but at the same time highlight the problems that
exist in developing a formal strategy and go some way towards understanding why
TM is such a compelling yet elusive concept.
Recent research in the UK has pointed to practitioner confusion around denitions
and focus of TM and often when managers talk about talent there is lack of clarity
regarding exactly whom they are referring to (CIPD, 2006a; Schweyer, 2004; Tansley
et al., 2007). Talent strategies can focus on a number of groups of employees. For
example, the high potential, high performers (commonly referred to as HiPos) who are
identied as promotable; or key talent, dened as people with talent that the
organisation values at all levels. They may have business specic skills or knowledge
or possess special know-how, which differentiates them from other employees and
makes them hard to replace. They may not be on a particularly structured career path
but they are just as important to organisational success. The choice here is between an
inclusive or exclusive approach to TM. Most respondents to the CIPD (2006a) learning
Area of talent
management
strategy Key issues
Implications for
hospitality
organisations
Implications for
managers
Implications for
talented
employees
Retention Need to develop
better
understanding of
motivations
behind
employees
decisions to stay
or go
Need to keep up
to date with
emerging social
trends
inuencing
different staff
motivations
Need to develop
structured
retention plan
Loss of talent due
to poor
communication
between
managers and
staff
Develop
managers
communication
skills and
measure the
results
Dene good and
poor
communication
and measure as
part of the
appraisal system
Use hard data to
gain
management
commitment
towards
developing
retention plan
Develop
coaching skills
for all managers
Understand the
hard and soft
costs of employee
turnover for your
business and
communicate
this to all
involved
Consider whether
talented
employees know
they are valued
Communicate
your concerns to
managers as
often problems
and concerns can
be solved
Table III.
Retention of talent
issues and implications
for stakeholders
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and development survey believed TM should be inclusive and applicable to all (CIPD,
2006a). Almost two-thirds of respondents believed that an exclusive focus would have
strong de-motivating effects on those not included.
Interest in TM
A range of factors have fuelled interest in TM. With a growing global labour market
making competition for labour increasingly internationalised, employers are looking
to other countries to attract talent, therefore companies are experiencing
more competition for talent in their domestic labour markets and have to compete
internationally themselves. An increasingly virtual workplace has made the
boundaries between organisations more permeable, enabling collaboration and
intensifying competition for staff at all levels (Reed, 2001).
The diversity of the workforce in terms of age race and culture has put pressure on
employers to embrace and embed concepts of fairness and diversity in any TM
approach. Many of todays employees have independent views about their own
lifestyles and access to information about career opportunities. The growing focus on
work life balance issues is driving TM policies to shift the focus from measuring hours
at work towards the quality of contribution made while at work. In addition, a mobile
workforce, tight labour markets and the end of the concept of a job for life have made
workers with highly transferable skills a much sought after commodity (Reed, 2001).
An organisations key assets are also its most mobile assets with job moves
undertaken to increase and enhance knowledge bases, employability and earning
potential (Iles, 2007, p. 107).
Discussion and results
The results of the discussions with senior managers are now presented, drawing on
key themes and using illustrative quotes to amplify managers views on the challenges
that they are facing.
Area of talent
management
strategy Key issues
Implications for
hospitality
organisations
Implications for
managers
Implications for
talented employees
Development Role of line
manager as critical
to development
process
A trend towards
encouraging
employees to take
more responsibility
for their own
development
Other pressures,
priorities and
resource constraints
provide barriers to
more sophisticated
approaches to talent
development
Free up time in
management role
for talent
development
Allocate resource to
identifying internal
talent and increase
awareness of the
skills prole of your
employees
Consider
development of all
levels of talent
including
executive/director
level
Encourage talented
employees to
discuss their
development needs
and aspirations
with you
Try to look for
potential in your
employee pool on a
continual basis
Take responsibility
for your own
development
Communicate your
aspirations to your
line manager
Table IV.
Development of talent
issues and implications
for stakeholders
The talent
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Use of the term TM and TM strategies
There was generally low awareness and low usage of the term TM. It was described by
one respondent as:
[. . .] creeping more into the conversation now but not part of common language here and
another we never use it. It is not a word I had come across until now.
Quite a high percentage of the respondents involved in the discussion were
representative of SMEs and they discussed the challenges around having no formal HR
function to coordinate TM activity. One manager suggested that:
[. . .] this puts a lot of responsibility and pressure on managers to take the lead in talent
management and it is difcult to know where to start.
Part of the discussion involved asking the respondents to describe a highly talented
person in their organisation. Interestingly many found this hard to articulate and for
some it was not a prole that had been clearly dened. One manager commented:
I think we would benet from being able to come to a common understanding of this and
encourage people to talk about it.
When prompted, many common behaviours and competencies were cited across the
respondents for example a passion for the job, leading by example and ability to
motivate their team. Many of the respondents already measured many of these skills
and competencies but suggested that some, particularly the softer skills, could be both
measured and communicated to staff more rigorously using competency descriptors:
Area of talent
management
strategy Key issues
Implications for
hospitality
organisations
Implications for
managers
Implications for
talented employees
Transitioning Reactive approach
driven by pressure
to ll vacancies
Fast internal
promotion process
can pose problems if
talent has not yet
acquired all the
necessary skills
At senior levels a
more bespoke and
individualised
approach to
transitioning talent
was adopted
Transition from
middle to senior
managers deemed
problematic
Need to develop
structured
transition paths
and communicate
these clearly to
future talent
Fast internal
promotion system,
while
advantageous,
requires coaching
and mentoring
support system
Coaching and
mentoring training
for managers and
talent
Need to develop
skills in identifying
potential talent
Have realistic
expectations
Learn the skills and
experience
necessary to move
from one level to
another. Be
proactive about
seeking out these
training
opportunities
Listen to feedback
on
Table V.
Transitioning talent
issues and implications
for stakeholders
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[. . .] at management level we talk about passion for the job a lot and we know what we
mean but we need to write this down in terms of behaviours that staff can identify and
replicate, otherwise it becomes a cliche.
These views suggested the importance of developing a common language of talent in
each organisation, which is unique to that organisation and developing competency
descriptors which articulate clearly to all stakeholders what talent looks like and what
behaviours could be identied and developed in talented employees.
The word talent was dened by respondents in a number of ways:
[. . .] people with potential, employees we value, employees with skills and abilities that we
really need and as our future.
There was generally positive feedback regarding increased use of the term TM with
one respondent commenting:
[. . .] sometimes when I talk about appraisal it all sounds quite dull and not particularly
engaging for managers but when you talk about talent management, all of a sudden it sounds
much more dynamic [. . .] it might help generate some new life back into our process.
Many of the respondents felt that they needed a conscious strategy for TM activity but
were extremely aware of resource constraints and the multi faceted nature of TM.
There was a strong realisation that they needed to focus on key areas of the business,
and key people:
[. . .] we are a relatively small business and cannot resource all areas of talent management
interventions but some would work better for us than others and we need to spend some time
developing the areas that t with our culture yet are not overly resource intensive or difcult
for managers to engage in on a day to day basis.
In most of the SMEs, it was clear that resource constraints appeared to be driving
them to consider a more exclusive approach to managing and developing talent, which
focused on key people. There was also a strong notion, however, of the need for TM
strategies to be directed at all those employees with potential, rather than an exclusive
focus on managers. This was indicative of a much more inclusive approach to TM.
There was a great deal of motivation and commitment towards identifying talent
across the business and the potential benets this could bring.
Respondents articulated a range of micro and macro level concerns regarding
developing TM strategies. One high-growth company had an issue in knowing and
understanding what talent they needed in the future:
[. . .] it is about having that strategic view where will we be in the next 2 years, what talent do
we need to get there? [. . .] what additional skills do we need to enable the organisation to grow.
For them, TM was about having a more strategic perspective towards talent in terms
of matching business growth with manpower supply and demand.
For another TM was about:
[. . .] ensuring that we are promoting the right people with the right skills. How do we attract
people who t our culture and business needs, people with the right competencies and then
how do we measure these competencies as they progress their career?
For this organisation, TM was about trying to ensure some element of vertical
integration of employees skills with the needs of the business and horizontal
The talent
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pipeline
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integration in terms of measuring the skills using a range of HR interventions such as
performance management, communication and reward systems:
We spend a lot of time looking at our teams and looking at people coming through the ranks
and identifying people who are ripe for promotion. Having said that we dont have a strategy
for doing this. I mean it comes out of constant communication just being tuned into whats
going on. We can do this because we are still relatively small but as we grow our approach
will need to be more systematic.
This organisation understood that at present their relatively informal approach
worked well and was effective but were well aware that as they grew this area would
require a more systematic approach. It was clear from this discussion that while
extremely committed to notions of TM the respondents were grappling with a range of
concerns and complexities around dening the boundaries of TM strategies and
prioritising different groups of employees.
Issues in attracting talent
Respondents articulated the need to sell their employee brand or unique selling point to
a wider audience and discussed the range of benets that can be used to attract talent:
[. . .] we may not pay hugely well at entry level but employees do progress up the ladder
quickly and experience many unique benets such as free hotel accommodation around the
world [. . .] they join a culture where teamwork and camaraderie are key to success.
We attract staff by telling them about the potential for progressions. When I interview one of
the things I always tell new staff is that all of our general managers have come up through the
ranks it is one of our unique selling points.
Respondents generally agreed that there needed to be a more proactive approach to
attracting talent and that a more focused approach to TM could in itself be used as a
unique selling point to be communicated to prospective employees through the website
and recruitment process:
We are not so good at attraction we need to develop a talent attraction plan in the same way
as we would do a marketing plan. For example, what can we do to compensate for the high
cost of living in the local area and levels of pay which are at some levels less competitive that
they could earn elsewhere? We set new recruit expectations clearly early on and tell them
that we may not pay the highest salaries but we will offer them other benets and
development opportunities we want people to come to us because they are attracted by
these opportunities, not just by the bottom line.
There was a general consensus amongst respondents that more dialogue and
discussion needed to take place within organisations and across organisational sectors
regarding common areas of difculty and which kind of staff they nd hardest to
attract and recruit, in order to identify reasons for these difculties and solutions in the
form of clear employee attraction strategies.
Respondents discussed the need to come to a better understanding of their
employees motivations. There was recognition that the nancial benets were not
necessarily the strongest part of their offer so developing a better understanding of
other factors that motivate their people to stay was seen as crucial.
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Issues in retaining talent
A discussion around the changing attitudes of individuals demonstrated how TM
strategies needed to ex according to different types and categories of employee and take
account of emerging social trends. One respondents account described the challenges and
expectations of generation Y (those employees born since 1980), and their propensity
towards changingtheir jobs regularly. These employees were seentoplace more emphasis
on employability rather than employment, which in turn put pressure on organisations to
offer them continuous development of their own careers. One respondent described these
employees as:
[. . .] a new younger group of people coming through who want everything and who want it
now and are quite happy to demand it!
This company had realised that the key to keeping hold of this group of employees lay
in developing a better understanding of their expectations and focused on developing a
more meritocratic approach that valued talent. As a result it was felt important to nd
ways of working with the expectations of these employees that make the most of them
and their enthusiasm, ensuring at the same time that that they tted in with the
company culture and other employees who may have quite different mindsets. It did,
however, prove difcult as a culture was seen to be developing whereby employees
were motivated to acquire the skills they needed in order to make themselves more
marketable to other companies. Retaining these individuals was proving to be a great
challenge.
It was suggested that employers needed to focus equally on both recruitment and
retention:
[. . .] we are quite happy to spend many thousands on recruitment plans, projects and
initiatives but when we look at what we do around retention specically it is often
underdeveloped and we risk seeing our investment walk out of the door into the hands of our
competition.
We perhaps shoot ourselves in the foot a bit in terms of raining expectations for quick
progression. Many very good people move around after 2/3 years as they dont get the speedy
promotion opportunities they were promised. We need to manage their expectations more
effectively.
Developing a deeper understanding of why good talent may leave was a strong and
recurring theme throughout the discussions with respondents. One organisation had
recently done some work in this area and were frustrated to nd that the reasons many
of the most recent leavers had given for leaving could have been easily changed had
the managers known about them. There needed to be more ongoing communication
and dialogue between employer and employee. The view was expressed that often the
employee feels that the manager is not interested and would not make the changes
even if they were small.
Respondents discussed the need to involve and gain commitment from all managers
to treat this issue as a priority. One respondent discussed how they viewed this area as
a team problem requiring team effort:
[. . .] a couple of months ago we pulled together all the turnover statistics and costs over the
last year, we broke it down department by department and presented these to management
and supervisors. We said this is the current picture and this is what it is costing us. We tried
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to assess both hard quantitative costs and softer less tangible but equally important costs.
The challenge was how we as a team would deal with this information and develop a plan to
improve it. We were conscious to avoid dwelling on the past and rather focused on engaging
the team and pulling a plan together to ensure we were all accountable and so we could come
back a few months later and evaluate the results.
This narrative provided an interesting example which illustrated how the hard,
quantitative labour turnover gures and their impact on the bottom line could be used
to engage managers and convince them to buy-in to developing a retention plan which
would focus on softer elements of HR such as communication, coaching and personal
development.
Developing employee talent
Much discussion took place over the crucial role of the line managers in developing
talent and creating more space to understand what make each employee tick. There
was a shared understanding of the management time and effort this took and a concern
that often there is not enough time to devote to this ongoing communication. One
respondent described ways of freeing up managers time by devolving some
managerial responsibility to small groups of employees (for example, this organisation
gave staff the rota to organise). This was seen to provide employees with valuable
development opportunities and increased feelings of autonomy and responsibility
while releasing the manager from a job that she disliked and allowing her more time to
focus on the leadership and communication part of her job.
Another organisation discussed how they encouraged employees to take more
responsibility for their own development:
[. . .] tell us what your development needs are; tell us about the skills that you have and how
we can develop them to the mutual benet of the business and yourselves and we will do our
best to support you.
To illustrate how unaware managers are of the latent talent in employees, they cited
the example of an employee who was working as a porter but who had previously been
a qualied interior designer in Poland. Nobody realised this until the department was
being refurbished and the employee started to offer valuable advice. This organisation
had recently implemented regular job chats and continuing professional development
activity planning for all levels of staff to assist with communication and highlight
employee aspirations as part of the TM process.
The problems of administering the development process were discussed by a
number of respondents and this emerged as an area of concern. Respondents
understood that administration of training needs analysis was necessary underpinning
for TM strategies to work. One manager discussed the challenge of translating the
development needs identied in the twice-yearly appraisal into a training plan. Twice
yearly appraisals generated over 400 training needs proformas, each with a number of
possible training and development interventions:
I could spend 3 months compiling a full training plan, discussing each individuals needs with
the manager, organising the training and planning the training and communicating it to the
individuals but I have to be realistic. I dont have time for this and other areas take priority so
I operate a system whereby I read each form, summarise the most commonly mentioned
training needs arising and plan these into next quarters training plan. I know I will not be
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able to satisfy all individuals aspirations. The rest of the development we offer is demand led,
whereby a member of staff identies a development opportunity, presents a good business
case and with manager authorisation it will be arranged. It needs to be more formal but this is
the best we can do with the resources we have.
This example clearly demonstrates the tension between the rhetoric and reality of TM
where good practice gives way to organisational pressures and resource constraints.
There were also concerns around senior management and managing director level
regarding knowing what an appropriate training intervention would be at this level to
keep their skills current and developed.
Transitioning talent
Transitioning talent was described to the respondents as the point at which
an employee or leaders responsibilities and skills change as a result of promotion from
one level to another. These transitions require signicant effort and personal
transformation from employees if they are to be competent at their new level. The CIPD
(2006b) describe the main principles of transition as focusing on ensuring that:
.
one level of development feeds smoothly into the next;
.
leaders learn the skills they will always need as early as possible and have access
to those skills needed for the next level before they get to it; and
.
leaders know what the unique contribution of each stage of leadership must be to
the business and are driven towards and supported in making this shift.
There were some excellent examples of structured transition paths, for example, one
respondent described:
[. . .] we have clearly dened 3 grades of management and associated levels of responsibility.
For each we have a web based training programme so we have a clearly dened pathway for
our staff who want to move from supervisor to deputy unit manager.
There was also a view that while some organisations had clearly dened generic
transition processes dening what skills and training each level required, there needed
to be a more individualised approach for some categories of talent:
We need to tailor transition programmes to individuals rather than a one size ts all
approach.
Once you get to general manager level the training is more bespoke and informal driven
more by the individual.
There were also a number of concerns raised by respondents, the most challenging
area appeared to be the transition from middle to senior management, for example,
from bar or restaurant manager to food and beverage manager or deputy general
manager.
We have a bit of stagnation at this level and a bit of a glass ceiling and as a result we loose
good people.
A strong theme centred around whether the sector might promote individuals too soon
without giving enough attention to whether the promoted employee has the necessary
skills to be able to cope at the new level. As a result of high turnover rates, some
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organisations felt that their guidelines for transition were not always followed due to
recruitment pressures and the need to ll vacancies within a certain timescale. This
was driving organisations to reactive approaches with subsequent problems as
illustrated by the following quotes:
We have a reactive approach to transitioning talent we react to vacancies when they arise
and ll them with good internal people.
We offer excellent internal promotion opportunities but sometimes we are too reactive. We
need a person in post nowso we have a tendency to promote too soon. This fast track approach
requites a lot of development in the rst few months and sometimes we just dont have the
management time to support and coach these individuals we are setting them up to fail.
I feel we promote people too soon into rst line manager positions we underestimate the
demands on people with no managerial or supervisory experience they may have lots of
talent but they dont have the right amount of experience or condence to manage teams of
people. This is symptomatic of our sector.
The role of a performance appraisal in preparing employees for transition and
promotion was seen to be important. Most organisations had sophisticated systems in
operation but many were under review and it was felt that the appraisal itself and the
training, development and commitment of managers towards this process would
benet from further development in order to strengthen the TM system:
Our appraisal process is a bit outdated and laborious We have got a very lengthy appraisal
that takes about two days to complete.
Managers tick the boxes but I am not convinced that the process is as rewarding as it could be
for employees.
Conclusions
The discussions highlighted much enthusiasm around the concept of TM and
uncovered some excellent practice but there were clearly a number of challenges facing
managers around the area of TM and these are summarised below. Practical
implications arising from these are discussed in Tables I-V:
.
There was a clear commitment towards and enthusiasm for all elements of TM
but many organisations were aware that their approach would benet from
further development.
.
No shortage of talent mentioned as a real concern but retention and development
issues were signicant for all contributors.
.
Retention centred around meeting employees expectations and holding on to
them until a suitable promoted position arose this sometimes proved
problematic and resulted in talent being promoted too early.
.
Approaches to TM were organisation specic, and driven by internal expertise
and available resources organisations would t and tailor their TM approach
to their own context.
.
Managers were acutely aware of the dynamic nature of TM strategies and tried
to adapt their approaches to emerging social, professional and industry trends.
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.
A range of approaches were adopted towards TM to include a number of
informal but effective approaches.
.
Organisations acknowledged the need to offer good performance management
systems to draw together elements of TM.
.
Respondents emphasised the necessity for talented employees to take some
responsibility for their own development, be self-motivated and build their
self-belief and condence.
.
Senior managers development appeared to be subordinated to the development
of supervisors and middle managers.
.
Managers need to take responsibility for TM particularly the motivation,
coaching, mentoring and ongoing communication.
.
Resource constraints, particularly in the form of management time to engage
fully with TM was seen as a key concern.
Senior managers from the following companies took part in this discussion. Their
contribution and participation is gratefully acknowledged.
Scottish Enterprise Edinburgh and Lothian; Hilton Hotels, Edinburgh; The Town
House Company, Edinburgh; Sheraton Hotel, Edinburgh; Karen Calvert, Montpeliers
Partnership, Edinburgh; Hospitality Industry Trust, Scotland; Heritage Portfolio Ltd
Edinburgh.
References
CIPD (2006a), Reections on Talent Management: Change Agenda, CIPD, London.
CIPD (2006b), Talent Management, Understanding the Dimensions, CIPD, London.
Iles, P. (2007), Employee resourcing and talent management, in Storey, J. (Ed.), Human
Resource Management, A Critical Text, Thomson, London, Ch.6.
Michaels, E., Handeld-Jones, H. and Axelrod, B. (2001), The War for Talent, Harvard Business
School Press, Boston, MA.
Reed, A. (2001), Innovation in Human Resource Management: Tooling up for the Talent Wars,
CIPD, London.
Schweyer, A. (2004), Talent Management Systems, Best Practices in Solutions for Recruitment,
Retention and Workforce Planning, Wiley, New York, NY.
Tansley, C., Turner, P., Foster, C., Harris, L., Stewert, J. and Sempik, A. (2007), Talent Strategy,
Management and Measurement, CIPD, London.
Further reading
Weddle, P. (2006), Manage talent needs witha soundstrategy, available at: www.careerjournal.com
Corresponding author
Norma DAnnunzio-Green can be contacted at: n.dannunzio-green@napier.ac.uk
The talent
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To purchase reprints of this article please e-mail: reprints@emeraldinsight.com
Or visit our web site for further details: www.emeraldinsight.com/reprints
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