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767
CHAPTER 22
CRITICAL RESEARCH
ISSUES IN TALENT
MANAGEMENT
Rob Silzer
In general, research on talent management in organizations has
been limited (see Gubman, 1998; Lawler, 2008; Lewis &
Heckman,
2006), although much has been written about specifi c talent
man-
agement components such as recruiting, selection, and perfor-
mance management. Doing rigorous research in organizations is
challenging because of the complexity of fi eld research and the
limited ability to hold some variables constant while others are
studied. The fi eld also lacks agreement on the appropriate type
and
level of outcome measures to use.
Many of the previous chapters make suggestions for future
research in specifi c areas of talent management. This chapter
discusses the talent management areas that would benefi t from
further research investigation (see Table 22.1 ).
Key Strategic Links
At the beginning of this book, we identifi ed the key strategic
links
in how talent management can be ingrained in a business

organi-
zation. While business managers have generally developed
strong
links among the business environment, the business strategy,
and
business results, this process in the past has often bypassed
human
resource (HR) and talent management systems. Business
executives
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EBSCO Publishing : eBook Collection (EBSCOhost) - printed
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768 Strategy-Driven Talent Management
and human resource professionals are increasingly likely to see
tal-
ent management as a core business process that has a major role
to play in linking business strategy to business results.
However, the
links between these business elements are not yet well

developed,
and many of them are relatively weak (see Figure 22.1 ).
A critical area for research is investigating these links and
identifying the factors that strengthen or weaken the links. We
probably have better insight into the link between a talent strat-
egy and talent programs and processes than for the other links
in Figure 22.1 . In this area, some HR and talent professionals
are
experienced and knowledgeable. But linking these at the front
and back end with business practices is a relatively new fi eld.
For
example, which changes in talent can directly result in strategic
gains for the company?
Key research questions are:
What is the most effective talent strategy for achieving a
particu-
lar business strategy? What key factors are most important to
con-
sider when choosing a talent strategy (such as talent
availability,
business conditions, business strategy time frame, or others)?
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Table 22.1. Talent Management Areas That Need
Further Research
Strategic issues Key strategic links
Organizational talent strategy and
talent models
Talent as a driver of business strategy

Programs and processes Talent model for individuals
Talent programs and practices
Talent pools and differential
investment
Talent decisions
Outcomes and cultural issues Talent measures and
outcomes
Organizational acceptance
Talent expertise Talent management talent
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Critical Research Issues in Talent Management 769
How can we design the most effi cient and effective talent
programs and processes that have the greatest likelihood of
achieving a talent strategy?
How do we measure the impact of those talent programs and
practices on achieving the talent strategy, and if they are inef-
fective, what diagnostic process should we use to identify and
fi x the underlying problem?
How can we clearly understand the link between the suc-

cess of talent programs and processes and the achievement
of business results, achievement of the business strategy, and
organizational success? What processes and conditions con-
tribute to a stronger or weaker impact? What other variables
(such as product development and technology) also contrib-
ute to these outcomes, and how can we identify the indepen-
dent contribution of talent?
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Figure 22.1. Strength of Key Strategic Talent Management
Links
Business
Strategy
Business
Environment
Talent
Strategy
Strategy-Driven
Talent Management
Processes
Strong
Weak
Moderate

Weak
Business
Results
Measurement
of Progress
Weak
Strong
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Organizational Talent Strategy and Talent Models
There has been some discussion in the HR profession regarding
talent strategies, but frequently this gets reduced to focusing on
specifi c talent programs and processes rather than choosing a
broad approach to talent. There needs to be a greater
understand-
ing of which broad talent strategies are most effective for
specifi c
business conditions and strategies. For example, Leslie W.
Joyce
(see Chapter 3 ) presents a buy, build, borrow, or bind model of
talent strategies and discusses the benefi ts of each. How can we

measure the effectiveness of each strategy, and when should an
organization switch talent strategies? Can we identify a talent
ROI
(return on investment) for each strategy (given specifi c objec-
tives and business conditions)? What impact do limited fi
nancial
resources or limited talent resources in a geographic location
have on talent strategy choice? Many organizations have a
broad
cultural bias for selection or development approaches. What
busi-
ness conditions favor one approach over the other? What are the
benefi ts and drawbacks of having a strong preference for one
over
the other, and how can we achieve the right balance?
Implementing and measuring the impact of various talent
strategies are also areas of interest. How do we operationalize
specifi c talent strategies in the most effi cient and effective
way?
Some companies have talent strategies or talent brands that are
well known. Do these talent brand strategies actually provide
some competitive advantage by attracting the desired talent, or
do they just provide marketing publicity? Most of the evidence
here is self - report survey data. How do we more objectively
mea-
sure the outcomes of a broad talent strategy and determine if the
strategy is successful? If the organization is not achieving its
busi-
ness goals, how do we know whether to change the talent
strategy
or just the specifi c programs?
In thinking about broad talent management models (see
Chapter 1 by Rob Silzer and Ben E. Dowell and Chapter 2 by
Marcia J. Avedon and Gillian Scholes), can we confi rm various

stages in the development of an effective talent management
sys-
tem? What evidence is there for the effectiveness of different
tal-
ent management models? What aspects of these models actually
provide the most sustainable competitive advantage?
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What talent strategies are most effective, under what condi-
tions, and for which business objectives and strategies?
How can a talent strategy easily be converted into specifi c
programs and processes that are effective and effi cient?
Is there a single general model of talent management across
companies, or does it vary for different companies and busi-
ness conditions?
Talent as a Driver of Business Strategy
Many organizations now see their internal talent as a
competitive
advantage that is critically important for delivering on existing
business strategies. However, only a few see their internal tal-
ent as a major infl uence on driving or determining future busi-
ness strategies. How can organizations evaluate current talent
and build new business strategies around them? For example,

Capital One Financial leveraged its existing internal fungible
tal-
ent to pursue new businesses beyond the credit card industry.
Human Resources is now being encouraged to step up to these
opportunities and take a leadership role in shaping, rather than
just responding to, business strategies. In this regard, Human
Resources should be contributing to the company ’ s strategic
direction as much as fi nance and product development by lever-
aging current talent to identify new strategic directions.
How can we identify the strategic opportunities that existing
internal talent provides for the organization?
What are the talent characteristics and business conditions
that can be combined to create new strategic opportunities?
What role can human resources take to exert infl uence on
future business strategies?
Talent Model for Individuals
There has been a lot of emphasis on developing and imple-
menting talent programs and processes, but there needs to be
a greater understanding of the role of individual differences in
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program effectiveness. For example, what types of individuals
(based on personality, ability, and motivational differences)
ben-
efi t most from specifi c development interventions and learning
opportunities? What are the person versus treatment versus situ-
ation interactions? Why do some individuals respond better in
certain situations and not in others? How can we better match
an individual to an effective learning experience? What are the
core components and limits of talent fungibility (the ability to
perform a variety of functions)? Can we outline a talent model
for individuals based on individual differences that identify key
matches to the work situations and talent programs? How can an
individual ’ s talent best be sustained or leveraged? What
compe-
tencies or individual differences are foundational elements for
other more complex skills and abilities?
Can we develop a model of individual talent based on what
we know about individual differences?
How do individual differences infl uence the effectiveness of
talent programs and processes (for example, does age affect
learning ability in a development experience)?
What are the core components of fungibility in an individual,

and can we develop and nurture those characteristics in people?
Talent Programs and Practices
Designing and implementing talent systems, programs, and
prac-
tices in an organization raises questions about:
How to choose programs
How to link them to the underlying strategies
How to design programs to refl ect the situation and business
conditions
How to implement and manage a program so it remains con-
sistent with the original objectives
How to integrate various talent programs and processes
First, we need research that identifi es which programs and
practices are most effective for specifi c purposes and
conditions.
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For example, when is starting a campus recruiting program or
an apprentice program a good talent choice? How is the choice
driven by the underlying business strategy? How simple or com-
prehensive does the talent approach need to be? When would
a straightforward recruiting program be suffi cient over an
approach that includes recruiting, development, compensation,
and retention components? When is it better to invest in a selec-
tion strategy over a development strategy?
Programs and processes may need to refl ect the organizational
culture, the business climate, and often the local geographic
cul-
ture. How can they be designed to refl ect these without losing
program effectiveness? Which program aspects can vary, and
which are essential to include? What is the necessary and suffi -
cient level of design complexity to be effective?
Implementation issues are often ignored after the program
developers have moved on to another project. How can
programs
and processes be implemented to best meet the original
objectives?
What periodic talent program reviews or updating are needed to
make sure the program continues to meet those objectives over
time? How can the program be designed to minimize the
adminis-
trative resources that are needed but still maximize the
outcomes?

Talent management integration is often cited as something
that is important to achieve. What are the core characteristics of
integration across talent programs and processes? Can we mea-
sure the degree of integration? Can we demonstrate that greater
integration actually leads to more effective outcomes? How do
we
go about integrating existing programs, and what efforts bring
the greatest payoff?
Often talent strategies discuss specifi c programs and outcomes
but often seem to skip over discussing the specifi c
characteristics
of the talent involved. For example, a talent strategy might be
to
buy talent from the outside at above-market compensation rates,
but how does this differentially apply to different talent groups?
Some groups or individuals are likely to be more responsive to
compensation inducements than others (for example, customer
service representatives versus medical researchers). What are
the
key talent differences that make them more or less responsive to
different programs and processes? How does a program need
to adapt to the specifi c talent group?
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How can we make the best choices on which talent programs
and processes to use to achieve specifi c business and talent
strategies?
How can programs be adapted to refl ect local norms, situ-
ational factors, and business conditions without losing
effectiveness?
How can programs be managed over time to remain consis-
tent with the original program objectives?
How important is it to integrate talent programs and prac-
tices, and how can that be effi ciently done?
How much do individual or group talent differences affect
the effectiveness of a program?
Talent Pools and Differential Investment
Currently there is great interest in the use of talent pools, such
as
high - potential talent, to identify and develop strategic talent.
But
we have little research on the effectiveness of talent pools and
how they are identifi ed and nurtured.
How do we know which talent groups in an organization are
critical to achieving strategic objectives? Can we demonstrate
that
certain characteristics, such as hard - to - replace talent,
actually
matter? Perhaps “ rare and hard to imitate ” talent (Barney,
2001) is
only a competitive advantage for a certain period of time before
a competitor leapfrogs over that advantage to reframe the com-
petition and capture a different type of talent. How long is spe-
cialized talent sustainable as a competitive advantage?
High - potential talent pools (see Chapter 5 by Rob Silzer and

Allan H. Church) are so popular that in some organizations they
seem to be an unquestioned talent program with little underly-
ing thought and few clear objectives. What are the key
character-
istics of someone who is high potential? Can these
characteristics
be developed to increase a person ’ s likelihood that he is seen
as
a high potential? How can we measure the outcomes and ben-
efi ts of this program beyond just comparing promotional rates
(a confounded variable)? How early in an individual ’ s career
can
you identify her as a high - potential individual?
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How can we evaluate the usefulness of differential invest-

ment in talent? We should defi ne and be able to measure the
tal-
ent return on investment for a specifi c investment in talent.
How
should we make decisions on where to invest? What impact does
differential investment have on the talent who get the resources
and the other employees who don ’ t? What is the impact on
orga-
nizational outcomes?
The composition of talent pools also needs further study.
Typically organizations annually look for the best high -
potential
candidates for a specifi c talent pool but give little thought to
what mix of talent or what number of individuals is needed.
What combination of talent (potential level, performance mix,
career stage) should be identifi ed to have a sustainable talent
pool over time?
What organizational resources should be included in the dif-
ferential investment in talent? Are some investments (for
example,
compensation level, development experiences, or career
advance-
ment) more effective with certain individuals or at different
career
stages or in certain geographies? How much investment is suf-
fi cient? When does a particular investment provide diminishing
returns? What is the appropriate level of talent investment to
max-
imize returns?
How do we accurately identify the critical, strategic talent
pools?

What are the core characteristics of being high potential, and
how early can they be identifi ed in individuals? Can these
characteristics be developed?
Can we measure the talent return on investment of differen-
tial investments in talent pools? What level and what type of
investment is the most effi cient and effective?
What is the ideal mix of talent in a talent pool in order to
have sustainable talent?
Talent Decisions
In the past, decisions regarding talent typically have been
based on
personal observations and experience. Often the most senior
per-
son in the room made the fi nal call about an individual.
However,
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we know that this type of decision making often has great

potential
for errors (Dawes, 1988; Hastie & Dawes, 2001; Tichy &
Bennis,
2007). How can we build a decision - making process regarding
tal-
ent that is data based and effective? Do we need to construct a
talent decision - making science, as Boudreau and Ramstad
(2007)
have suggested, or can we improve the talent decisions by intro-
ducing objective decision - making techniques (Dawes, 1988;
Hastie
& Dawes, 2001) into the process? How can we improve the
qual-
ity of each decision and also improve the overall decision -
making
process in the organization? What are the most important deci-
sion - making characteristics to include (such as making
decisions
based on objective data, getting others involved in the
decisions,
or focusing on the avoidance of typical decision errors)?
How can we improve the quality and effectiveness of talent
decisions?
Can well - known decision - making techniques signifi cantly
improve these decisions?
How important is it to fi rst improve the quality and rigor of
the talent data?
How easily can managers and leaders learn and adopt these
techniques?
What outcome measures can we use to provide feedback to
deci-
sion makers on the quality and effectiveness of their decisions?

Talent Measures and Outcomes
Most organizations now stick to basic talent metrics, such as
turn-
over and time to fi ll a position, if they measure talent outcomes
at all. These measures are very broad and may not be directly
relevant to the specifi c talent programs and processes. There is
emerging interest in developing more useful and precise talent
metrics (see Chapter 12 by John C. Scott, Steven G.
Rogelberg,
and Brent W. Mattson). But what are the right outcome mea-
sures for talent management systems, programs, and practices?
How do we measure achievement of program objectives, talent
strategies, and business strategies?
Most current measures are either subjective or based on very
general information. Can we develop more rigorous, relevant,
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and objective measures that also parcel out the infl uence of
other related factors such as business and economic conditions?
What are those other infl uential factors? How can we
accommo-
date the dynamic nature of many talent programs and processes
and still get a sound outcome measure?
The organizational level of the measure is also important. What
are the complexities and limitations of measuring talent
manage-
ment effectiveness against broad organizational performance?
What is the best organizational level to establish these metrics:
organization-wide, business unit, department, work group, or
spe-
cifi c talent group? Are some organizational performance
criterion
measures, such as profi t margin, inappropriate to use because
of
the complex set of variables that can have an impact on them?
How rigorous do the measures need to be? What measure-
ment standards, such as reliability and validity, should we insist
on following in developing these measures? What type of data
and data analysis capabilities are needed to provide high -
quality,
objective talent data? At what point does a focus on data
analysis
interfere with sound judgment?
How important is it to have a solid underlying model of talent
management to guide the interpretation of the outcome results?
How can outcome measures be most useful in guiding future tal-
ent decisions?

What are the most useful and precise talent measures?
Can we develop outcome measures that are objective and rig-
orous but still useful?
At what levels in the organization should we measure talent
outcomes and over what period of time?
Should we rely on objective data - based outcome results or
should they be interpreted using an underlying model of
organizational talent as a guide?
Organizational Acceptance
Several chapters have noted the need for a cultural mindset for
talent (see Chapter 1 by Rob Silzer and Ben E. Dowell ) or a
tal-
ent stewardship (see Chapter 2 by Marcia J. Avedon and
Gillian
Scholes) in order to have a highly effective talent management
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system. Also mentioned is the importance of installing talent
management as a core business practice (see Chapters 1 and 2
as
well as Chapter 9 by Ben E. Dowell). These assume an
organization-
wide acceptance of talent management.
This raises some important issues. What are the organizational
readiness factors for gaining this broad acceptance? Are some
organizations more ready than others? How critical is CEO sup-
port for establishing talent management as both a cultural mind-
set and a core business practice? Is CEO support necessary and
suffi cient? How do you introduce, communicate, and embed
these organizational values? How do you maintain them over
time? Do they require constant support and communication?
What are the early signs that organizational acceptance is
declin-
ing? Once accepted, what actions does an organization need to
take to maintain acceptance? What is the impact of changing the
allocation of resources to talent management?
What are the key characteristics of a cultural mindset in
practice?
How can an organization introduce this concept, and are some
organizations more ready than others than others to accept it?
What factors, such as CEO support, are needed to embed a
talent mindset in an organization?
How can talent management get accepted as a core business
practice? Is CEO endorsement and active support enough?
How do you measure the impact of having a talent mindset in
the organization?
Talent Management Talent

Over the years, HR professionals working in the area of talent
have moved from being specialists in specifi c talent areas, such
as
staffi ng or training and development, to broader roles in
manage-
ment development and leadership development. More recently
they have broadened their roles even further by working in
orga-
nizational development or as an HR consultant to a business
unit.
Now some of them are being asked to step up to an even broader
role as a talent director (or maybe in the future to chief talent
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offi cer) for a business unit. This requires knowledge (and
prefera-

bly experience) in the full range of talent programs and
processes
but also an understanding of talent and business strategies and
busi-
ness in general. They will need to be partners with the senior
business executive much as a chief fi nancial offi cer is today.
These broader roles require talent professionals to have both
a broader and a deeper background, which raises several ques-
tions that HR will need to address. How can an HR professional
gain this breadth and depth? What individual characteristics
(skills, abilities, motivations) are needed to operate effectively
as
a chief talent offi cer? Will they need to gain line management
experience to fully understand the connection between business
strategy, talent management, and business performance?
How can we fully describe this broader and deeper talent
management role?
What skills, abilities, and motivations are needed to be effec-
tive in this critical role?
How early in their careers can we identify individuals with
potential for these roles?
Should organizations develop a program for high - potential
talent offi cers similar to ones found in fi nance, to build this
critical talent pool?
Conclusion
A large number of questions regarding the effectiveness of tal-
ent management still need to be addressed. The most important
priority may be to study how talent management efforts can be
more directly linked to business strategies and outcomes. It is
challenging to do nonsurvey - based research on talent manage-
ment in organizations. But we need to fi nd new ways to study

these complex issues.
Readers are encouraged to review Chapter 12 on manag-
ing and measuring the talent management function for a bet-
ter understanding of talent management metrics. In addition,
relevant research issues have also been identifi ed in most of the
other chapters.
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References
Barney, J. B. (2001). Is the resource – based “ view ” a
useful perspective
for strategic management research? Yes. Academy of
Management
Review, 26 (1), 41 – 56.
Boudreau, J. W., & Ramstad, P. M. (2007). Beyond HR: The

new science of
human capital . Boston: Harvard Business School.
Dawes, R. M. (1988). Rational choice in an uncertain world .
Orlando, …
Running head: TALENT MANAGEMENT 1
TALENT MANAGEMENT 2
Talent Management in an Envision Organization- Space Age
Furniture Limited Company
University Affiliation
Name
Introduction
Organizations across the globe have been using different
systems and approaches to talent management. The development
of proper talent management strategies enhances growth and
development in an organization (Silzer & Dowell. 2010).
According to Burns and Dewhurst (2016), employees are the
backbone to the success of many companies. Investing in talent
management for-profit or non-profit making organization

increases efficiency in job performance from workers. It also
acts as a form of motivation which boosts employees’ morale
and in retaliation; the employees increase their inputs in the
company (Stephen et al., 2014). Space Age Furniture Limited is
an envisioned company purported to have 200 people and 20 of
them are identified as leaders. The company is meant for profit-
making. The essay aims at formulating talent management
strategies that would encompass the entire talent in the
organization. There will be an evaluation of talent management
strategies, determination of the key components in talent
management, an examination of how talent management strategy
creates competitive advantage to the company, and assessment
of how talent management strategy should change with doubling
of the organization in the next five to six years.
Formulation of a talent management strategy to encompass the
entire talent requirement of the organization
Strategy-Driven Talent management
One approach of talent management in the organization is to
evaluate if they add value to the performance of the business.
The effectiveness of talent management will be based on
whether there will be a positive impact of managing the talents
of the company (Silzer & Dowell, 2010, p. 746). According to
Silzer and Dowell (2010), talents should be designed to meet
businesses’ goals and objectives. The targeted talents should
also be adaptive to changes in business strategies due to several
factors such as a change in demand of the product or services,
new competitors in the market, technological advancement, and
mergers, among others (Silzer & Dowell, 2010).
Space Age Furniture Limited Company will be dealing with the
production of cabinets, TV stands, microwaves, beds, chairs,
among other home furniture. Application of strategy-Driven
talent management approach would suit this organization
because it deals with products that need to be upgraded with
changes in time and technology. The objective of the company
is to make quality products to fulfill customers’ needs. The use
of a strategy-driven approach to manage talent, in this case, will

assist in evaluating whether workers have talents that would
help to achieve the company’s goals and objectives. For
example, if a certain worker in Space Age Furniture portrays
designing talents, then the human resource department should
focus on nurturing this talent since it would be of great help in
the company. The company deals with products that require
different modifications to suit the values and preferences of a
variety of customers in the market. Such a talent should not be
overlooked but rather, the organization should invest in training
and development practices to increase the efficiency of
performance in such a worker (Jadhav, 2020).
Another business strategy that the company would evaluate to
determine the approach of talent management would be on its
values, vision, and mission. Space Age Furniture Limited
Company has values such as honesty, Kindness, hardworking,
and enthusiastic. In this case, where a team member(s) would
portray such values and leadership skills, then such talent
should be managed through different approaches. Leadership
skills and the ability to employ an ethical code of conduct
would help to take the company into greater heights. However,
where a team member would show talent in dancing or singing,
then using a strategy-driven approach to manage the talent in
the company would not fit in Space Age Furniture Limited
Company. The talents are useful but not in this particular
company since they would not help to achieve the set business
strategies or objectives in this particular firm.
Therefore, the company would not invest its resources to
nurture such talents in that it would incur expenses that would
not have returns to the company. The use of a strategy-driven
approach would help Space Age Furniture to focus on talents
that are useful and discard those that would not uplift the
company’s performance. The approach is appropriate in that it
is simple to use. Additionally, the approach of talent
management makes it easy for the company to engage workers
in recruitment processes that match their talents (Khoreva,
Vaiman & Zalk, 2017). It also helps in job division where

workers would be assigned duties based on their talents. The
technique increases the efficiency and effectiveness of job
performance (Silzer & Dowell, 2010).
Key components of talent management that is, identifying,
assessing, and managing talent
Identifying
Identifying is a key component of talent management.
According to Silzer and Dowell (2010), identification of talents
helps human resource management develop integration practices
that could help to improve skills on workers identified to have
useful talents. It would be difficult for HRM to improve
worker’s talents, where they have not been identified.
Identification involves different processes which include the
team members in the company should be indulged in certain
activities or undergo a recruitment process, and training
programs, among others. Through involvement in these
activities, supervisors, trainers, and managers will be able to
identify talent in certain workers.
Leaders are encouraged to always engage workers in different
activities in the companies as this would create a platform for
talent identification (Hughes, 2018). In Space Age Furniture
Limited Company, team members should be taken for
recruitment processes to provide them with the necessary skills.
The members should also be involved in practical activities
such as making tables, chairs, and other furniture. Through this
process, the company can manage to identify unique talent in
different workers and develop approaches to manage the talent.
Talents can be managed through consistent training,
encouragement, rewards, and appreciation. Workers who get
motivated for their hard work will tend to explore their talents
more and perform diligently in the firm.
Assessment
Assessment is a key component of talent management in
organizations. Assessment should be done by experts or highly
skilled professions in the company. The assessment process
involves managers or supervisors monitoring the performance of

workers in their duties (Jadhav, 2020). The supervisors or
managers will be able to assess how workers are utilizing their
talents. Where they make mistakes, the managers provide
guidelines and instructions to improve their talents. To
encourage the team members, the assessment process should be
conducted through observation of the ethical code of conduct
such as honesty, kindness, and politeness. Where the workers go
wrong, they should be rectified with love and appreciation of
their efforts ( Khovera, Vaiman & Zalk, 2017). Workers are
human beings with feelings and if they feel harassed or scolded
for making errors, they may be discouraged and lack the
motivation to nurture their talents (Burns & Dewhurst, 2016).
Talent development
The development of talents is a key component of talent
management in a firm. Talents can be developed through
opportunity provisions. For example, in the case of Space Age
Furniture Company, employees who portray skills in data
recording and good customers’ relation should be assigned
duties at the receptionist, receiving customers’ calls, replying to
customers’ emails and messages, and communicating to
customers when they visit the shop(Sener et al., 2015).
To develop talent, the company should not force workers to
perform in areas they show little or no skills. The examination
of workers' personalities is also crucial in talent development.
For example, where a team member has skills in decorating
items but is an introvert, such a worker should not be forced to
work in the marketing department on the verge of achieving
workers’ flexibility at work. Instead, the team member should
be encouraged to pursue decoration skills to boost his skills. In
most cases, introverts may not like marketing due to their nature
of wanting to be alone and reduce social contacts(Burns &
Dewhurst, 2016).
Examination of how talent management process is a strategy for
competitive advantage to the company
The talent management process is a strategy for competitive
advantage for the company in that workers’ performance

contributes to a high percentage of most of the businesses’
success. According to Jadhav(2020), companies that use
different approaches to manage talents in the organization have
a high rate of workers’ retention. The retention of workers in a
firm helps in working together in coordination and focusing to
achieve a certain goal together. In the case of Stage Age
Furniture Limited Company, the talent management process
would be a strategy that would have a competitive advantage for
the company in the market. Through talent management, the
company will invest in different programs to develop the
identified talents among its team members.
With 20 leaders, the company will manage to allocate these
leaders to different team workers to assess their talents and
recommend various ways such talents can be nurtured. In this
case, the firm will win its team members’ trust, and in return,
the workers are likely to be loyal to the company ( Seren et al.,
2015). The workers will retaliate through hard work and
increasing the rate of input to the company. In the long-run,
Space Age Furniture is more likely to have a high competitive
advantage in the market. Customers will like the quality of
products made out of consistent training to the workers. The
workers will continue adding skills and learning the values of
the targeted customers to produce products that match these
values. The company will win a variety of customers through
this strategy.
Assessing how talent management strategy should change with
anticipation of the company doubling in the next five to six
years
Talent management strategy should be changed where the
company would double in the next five or six years. With the
growth of the company, it is anticipated that there will be more
job creation; an increase in the number of items manufactured
each day, and an increase in the level of data processed in the
company. In this case, an integrated talent management strategy
should be adapted. The strategy involves integration
coordination of processes, programs, and systems of talent

management to increase the ability of talent assessment,
identification, and development ( Silzer & Dowell, 2010). The
integration strategy will help HRM departments work together
and share talent management goals that fit the business strategy.
Since the number of employees would be large, HRM should
develop processes that could help the integration of workers in
training programs and focus on the identification of their talents
(Silzer & Dowell, 2010). The process would be cost-effective
for the company unlike where the organization would have to
develop talents at individual levels. Integration talent
management strategy will also create a platform to discuss
workers’ talents and mitigations that could help to encourage
them to pursue their passion. Human Resource Management
should use this strategy to discover talents at all levels from
senior workers to subordinate staff. The HRM management will
also manage to reward employees for their skills using this
approach.
Conclusion
In conclusion, talent management is crucial for all companies.
Through the talent management strategy, the company can focus
on developing talents that are useful to its business strategies.
Companies employ different components of talent management
such as identifying, assessing, and developing talent. The talent
management strategy can earn a company a competitive
advantage in the market. Space Age Furniture is an envisioned
company that looks forward to manufacturing furniture and
home appliance such as microwaves. The application of a
strategy-driven talent management approach can help the
company identify appropriate talents that could help in the
growth and development of the company.
The strategy-driven approach of talent management will help
the company invests in developing talents that would help in
achieving the company’s set goals and objectives. With the
anticipation of doubling of the company in the next five to six
years, Space Age Furniture Limited Company could shift to
integration strategy of talent management. The process will help

in the coordination of different departments and communicating
about talents identified from different team members. The
method will help to plan training practices for different workers
that show similar talents. The initiative will be cost-effective to
the company and help in consideration of all workers in the
firm.
References
Paul Burns, Jim Dewhurst. (2016). Small Business and
Entrepreneurship. Hampshire: Palgrave .
Violetta Khoreva, Vlad Vaiman, Maarten Van Zalk. (2017).
Talent management practice effectiveness: investigating
employee perspective. Journal of business management , 0142-
5455.
Hughes, C. (2018). The Role of HRD in Using Diversity
Intelligence to Enhance Leadership Skill Development and
Talent Management Strategy . Page 4, Available at:
https://doi.org/10.1177/1523422318778016.
Jadhav, S. (2020). A Literature Review of Conceptual
Significance of Talent Management in Service Industry. Vol. 31
No. 21 (2020): Vol-31-Issue-21-May-2020 .
Stephen Job, Zhang Y., Duysters G. & Cloodt M. (2014). The
role of entrepreneurship education as a predictor of university
students' entrepreneurial intention. International
Entreprenuership and Management Journal , Volume 10, Isue 3,
PP 623-641.
Sefer Şener, Ercan Sarıdoğan, Selva Staub. ( (3 July 2015)).
World Conference on Technology, Innovation and
Entrepreneurship. 1-2936.
Rob Silzer, Ben E. Dowell . (2010). Building Sustainable Talent
Through Talent Management: Benefi ts, Challenges, and Future
Directions . 745-766, Available at:
file:///C:/Users/User/Downloads/DowellBenESilze_2010_Chapt
er21BUILDINGSUST_StrategyDrivenTalentM(1).pdf.
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