- 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
Taking advantage of the history of research quantifying the effects of human resource (HR) practices, leveraging current advances in information systems and opportunities presented by big data, HR metrics and talent analytics present a renewed opportunity to help drive effective HR practices. HR metrics are operational measures, addressing how efficient, effective, and impactful an organization’s HR practices are. In contrast, talent analytics focus on decision points, guiding investment decisions. The chapter provides an overview of the historic roots and current practices around HR metrics and talent analytics. Through this, we explore the role, benefits, and risks of benchmarking and utility analyses as two common approaches to setting HR metrics. We discuss how current advances in research and practice make the use of HR metrics and talent analytics a greater business necessity. We conclude the chapter with a discussion on fostering talent analytics within organizations.
Alexis A. Fink, PhD, is currently general manager, Talent Intelligence Analytics at Intel. Her organization provides original organizational effectiveness research, HR analytics, talent marketplace analytics, HR systems and tools, and consulting on talent solutions and strategic workforce planning. Before Intel, Alexis spent seven years at Microsoft, where her roles included director of Talent Management Infrastructure. Her career has been characterized by an integrative approach to HR, including developing and implementing competency systems and integrated talent-management systems. Her background also includes work in large-scale organizational transformation. Alexis earned her PhD in Industrial/Organizational Psychology and is a Fellow of the Society for Industrial and Organizational Psychology (SIOP). In addition to practicing and leading in organizations, she continues to teach, is a frequent SIOP contributor, and is an occasional author and journal editor.
Michael C. Sturman is a professor of Management and the Kenneth and Marjorie Blanchard Professor of Human Resources at Cornell University’s School of Hotel Administration. There, he teaches undergraduate, graduate, and executive education courses on Human Resource Management and Compensation. His current research focuses on the prediction of individual job performance over time and the influence of compensation systems. He has published research articles in journals such as the Journal of Applied Psychology, Academy of Management Journal, Personnel Psychology, and Journal of Management, as well as hospitality-focused and practitioner-oriented papers in Compensation and Benefits Review, Cornell Hospitality Quarterly, International Journal of Hospitality Management, Lodging Magazine, Lodging HR, and the American Compensation Association Journal. Michael holds a PhD, MS, and BS from Cornell University’s School of Industrial and Labor Relations, and is a senior professional of Human Resources, as certified by the Society for Human Resource Management.
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