Talent Management Agenda In A Post Covid 19 World

Is everyone in the organisation a talent? I addressed this question deeply in the book and the thinking behind the difference, relative to the organisation. In the talent management context, we consider "talent"” from the viewpoint of what the core essence of the organisation is in relation to specific mission critical individuals whose value-add directly help the organisation to achieve its core essence. What could be more important than focussing on the attraction, selection, proper segmentation, development and retention of the top talent? Invariably, a "talent"” is that individual whose contributions directly help to achieve the core objective of the organisation or business either now or in the future (or both). Consequently, every proactive activity which is required or channelled towards improving the contributions or managing the risks relating to key organisational roles and individuals regarded as “talent” could be termed talent management. In simple term, “talent management” is a proactive risk mitigation process that is particularly related to the human capital and geared towards ensuring continuous sustainability of the business. Accordingly, the content of this book – “Talent Management Agenda in A Post COVID-19 World” - focuses on talent and succession management concepts and approaches to guide every professional, business leader and executive on how to deliver real business value by focusing on the talent. The guidelines and principles contained in the book cut across various businesses and sectors; large, small, private, public, family-owned, academia and non-governmental. The insights shared with practical case studies will help to broaden the understanding of everyone so as to be able to design and proffer the right solutions that fit for purpose regardless of the organisation that is involved.

The experiences of COVID-19 and the resulting disruptions on a global scale triggered new dimensions in the world of work. Several businesses are yet to recover from the effects of the pandemic; operationally and economically. Beyond these economic implications, there has been an enormous impact on individual careers and career transitions. Many employees suffered mental illness, career shocks, while others have ventured into careers they would not have previously considered but for the effects of the pandemic and their options to manage these effects. COVID-19 has prompted several reconsiderations not only in the ways we now define “"work"”, “"workforce"” and “"workplace"”but also in terms of how businesses operate and where businesses and employees operate from. Additionally, other key related trends namely, the ‘"Great Resignation"’ and ‘"Quiet Quitting"’ with other patterns have subsequently emerged. These trends and their impacts on talent management cannot be overemphasised. It does seem that the “workplace powers” have shifted to the employees as they now try to redefine what an ideal work and workplace should look like. Again, “compound talents” seem to be dictating/influencing the structure of contracts in organisations and, this determines what contract/s they are willing to enter considering their skills set. The disruption has influenced certain outcomes including, the immersive adoption of the use of technology, necessity for skills upgrade and the positive embrace of flexible work arrangements. There is an emergence of “uncommon leaders; leaders who ordinarily, would not have come on the scene if things were normal. Consequently, this book presents detailed insights into key trends that have now emerged in the new world of work. The author draws on experience and research in guiding business leaders, professionals and talent custodians on theories, methodologies, and tools that can be applied in dealing with these emerging talent management trends.

In today’s modern business world, the dominant factor of any organization's success is human capital. Appropriately acquiring and managing talented staff is crucial to the growth and development of companies and provides them with a considerable competitive advantage in the industry. Further study on the importance of talent management is required to ensure businesses are able to thrive in the present environment. Post-Pandemic Talent Management Models in Knowledge Organizations discusses strategic human resource management and the talent management of post-modern knowledge-based organizations during the COVID-19 pandemic and post-pandemic paradigm. Covering critical topics such as organizational performance and creative work behavior, this major reference work is ideal for managers, business owners, entrepreneurs, academicians, researchers, scholars, instructors, and students.

"This book focuses on human capital management and talent management in a post-pandemic world, making a significant contribution to the literature on strategic human resource management, specifically talent management in post-modern knowledge-based organizations during the COVID-19 pandemic period and post-pandemic paradigm"--

Despite the ill effects of COVID-19 and the temporary closure of business operations worldwide, some organizations, such as the food and pharmaceutical industries, are still functioning, and their need to resume operations is dire. Managing the workforce and performing other functions of human resource management, such as recruitment and hiring, is a continuous process, and today’s organizations must be adaptive and careful in employing the practices of human resource management for any unforeseen events that trigger uncertainty and threats to the company’s workforce performance and hinder organizational effectiveness. Navigating the New Normal of Business With Enhanced Human Resource Management Strategies shares effective strategies in human resource management from organizations worldwide to shed light and ideas on how existing organizations have managed to continue their operations in a post-COVID-19 world, as well as how they have enhanced their strategies and prospects for the future. Covering a range of topics such as employee rights, labor markets, and talent management, it is an ideal resource for instructors, administrators, managers, industry professionals, academicians, practitioners, researchers, and students.

New Directions in the Future of Work explores vital research and industrial issues that are central to understanding the concepts of the Future of Work and address key challenges in this evolving area of debate.

The Covid-19 pandemic has induced a crisis grasping the world abruptly, simultaneously, and swiftly. As a critical juncture, it ignited a change of era for international business. This book illustrates how governments have dealt with the pandemic and the consequent impacts on international business. It also explores the disrupted operations and responses of businesses as their worldwide interconnectivity has been seriously threatened. The book discourses multidirectional aspects of the effects of Covid-19 on international business, ranging from the juxtaposing forces disrupting globalization and installing a change of era through decoupling of technological, production and knowledge flows to its stimulating aspects to the strategic response on business, industry and state level. The book contains thirty chapters that offer a multidimensional interpretation of impacts of Covid-19 on international business theory and practice. Employing the latest state of knowledge on the topic, the book is aimed at international business audience - scholars, students and managers who need to understand better the nature, scope and scale of the impacts of the pandemic on international business.

This book contains an Open Access chapter. Aimed at researchers, postgraduate students, and professionals in the field, Talent Management: A Decade of Developments charts the evolution of talent management, illustrating the progress, prospects, and challenges that have transpired over the last ten years.