- The Oxford Handbook of Talent Management
- List of Figures
- List of Tables
- List of Contributors
- The Historical Context of Talent Management
- Star Performers
- Within-Person Variability in Performance
- The Potential for Leadership
- Managing Talent across Organizations: The Portability of Individual Performance
- Human Capital Resource Complementarities
- Talent and Teams
- Talent or Not: Employee Reactions to Talent Designations
- Virtual Teams: Utilizing Talent-Management Thinking to Assess What We Currently Know about Making Virtual Teams Successful
- Stars that Shimmer and Stars that Shine: How Information Overload Creates Significant Challenges for Star Employees
- Employer Branding and Talent Management
- Talent Intermediaries in Talent Acquisition
- Straight Talk About Selecting for Upper Management
- Managing talent Flows Through Internal and External Labor Markets
- Workforce Differentiation
- Succession Planning: Talent Management’s Forgotten, but Critical Tool
- Talent Development: Building Organizational Capability
- Talent and Turnover
- HR Metrics and Talent Analytics
- Talent Management in the Global Context
- Talent Management in the Public Sector: Managing Tensions and Dualities
- Talent Management in Emerging Economies
- Talent Management in Multinational Corporations
- Talent Management in Small- and Medium-Sized Enterprises
- Talent Management of Nonstandard Employees
- Integrating Talent and Diversity Management
- How is Technology Changing Talent Management?
Abstract and Keywords
Technological advances have touched nearly every aspect of human life in recent decades, including the world of work. This chapter provides an overview of how these advances have specifically affected talent management. Organized around the primary elements of the talent-management lifecycle (identifying talent, acquiring talent, developing talent, and evaluating talent), each section provides a summary of current research findings and practice trends, examples illustrating those trends, and questions to guide future research. Several themes cut across these sections, including (1) the potential for technology to help individuals to identify, grow, and manage their talent in a more proactive ways, (2) the increasing use of engaging simulations for recruitment, selection, and developmental purposes, and (3) the need for systematic research to investigate the many intriguing questions raised by technology’s dramatic influence throughout the talent-management field.
Patrick Gavan O’Shea is the director of Private Sector Talent Management at Human Resources Research Organization (HumRRO), and lives in Louisville, Kentucky. Before joining HumRRO in 2006, Gavan was a senior research scientist at American Institutes for Research (AIR) in Washington, DC. His work has involved leadership assessment using 360-degree feedback, rich-media simulations, and assessment centers; job analysis and competency modeling; and employee selection, promotion, and development for jobs within the energy, aviation, and US law enforcement and intelligence communities. Gavan is also a certified coach and an adjunct professor within Villanova University’s Department of Human Resource Development. Earlier in his career, he worked at a market research firm and with Volunteers in Service to America (VISTA). He received his PhD in Industrial-Organizational Psychology from Virginia Tech and his MS in General-Experimental Psychology from Villanova University.
Kerrin E. Puente is a research scientist in the Personnel Selection and Development program at Human Resources Research Organization (HumRRO) located in Alexandria, Virginia. Her work involves job analysis and competency modeling; selection and promotion; and managing and analyzing data to support a number of human capital solutions for public sector, private sector, and non-profit organizations. She is experienced in developing a variety of behavior-based assessments, including rich-media simulations, situational judgment tests, structured interviews, and assessment center exercises. Before joining HumRRO in 2014, Kerrin was an organizational effectiveness consultant at the Home Depot (in Atlanta, Georgia), where she supported the design and execution of large-scale talent-management solutions in a fast-paced retail environment. She received her PhD in Industrial-Organizational Psychology from the University of Georgia.
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