Abstract
Over the past decade, organisations have increasingly been facing challenges
associated with the globalisation, digitisation and augmentation of industries, work,
and workforces. However, these challenges present significant opportunities to build
sustainable and proactive organisations able to adapt and transition.
Talent management has long been viewed as an important enabler for organisations
to access, develop and retain talent to deliver on strategic objectives. However,
beyond the war for talent, there has been little evolution in talent management
practices to reflect the complexities of the external environment, their internal realities,
and the dynamic nature of careers associated with the current and future world of
work.
This research problem formed the basis of the study, which focused on understanding
the contexts that influence talent management in organisations, including the intersect
between organisational level talent management practices and individual careers. The
aim of the study was to understand the external and contextual factors that affect talent
management and the most prominent career factors prevalent in organisations to
explore how talent management should be operationalised to reflect this reality.
Through the lens of social constructivism, a generic qualitative approach was followed
to form an understanding of the meanings and relationships between these concepts,
develop an adaptive talent management model, and to make a theoretical contribution
to the field of talent management and careers. In the first phase of the research, a
critical review of the literature informed the development of an initial conceptual model.
During the second phase of the research, data was collected through semi-structured
interviews from participants who could provide insight into their talent management
practices. This further evolved, expanded and refined the initial conceptual model that
was presented to an expert panel for validation in the third phase of the research using
the Delphi method. The analysis and interpretation of the data informed the
development of an adaptive talent management model.
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The final adaptive talent management model identifies various external and contextual
factors that influence the internal realities of organisations and should be reflected in
talent management strategies. The model further outlines the impact of talent
philosophies on the operationalisation of talent management practices and the
importance of this alignment in the context of individual careers, the psychological
contract and career enablement. The model proposes a value-based approach to
adaptive talent management practices as opposed to a talent life cycle or maturitybased
approach as a means for ensuring close alignment with organisational strategy,
talent management strategy and career enablement. Talent management enablers,
which are key to the success of talent management, are highlighted to reflect lateral
practice integration. Lastly, the model is based on an iterative, outcomes-based
approach, emphasising the adaptive nature of talent management through data and
measurement to ensure organisational sustainability.
The study contributes to the broader fields of talent management and career
management through theoretical and practical contributions. The study adds to the
existing talent management theory by providing considerations for the definition and
operationalisation of talent management in the future world of work. The study
provides a unique view on the intersect and alignment between organisational level
talent management practices and careers. The adaptive talent management model
provides a practical blueprint to practitioners for aligning talent management practices
with both organisational contexts and career experiences of talent. The focus on valuebased
outcomes and the role of the psychological contract provides guidance on
managing the tensions between individual and organisational outcomes.