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pooling</title> <meta name="description" content="Search results for: talent pooling"> <meta name="keywords" content="talent pooling"> <meta name="viewport" content="width=device-width, initial-scale=1, minimum-scale=1, maximum-scale=1, user-scalable=no"> <meta charset="utf-8"> <link href="https://cdn.waset.org/favicon.ico" type="image/x-icon" rel="shortcut icon"> <link href="https://cdn.waset.org/static/plugins/bootstrap-4.2.1/css/bootstrap.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/plugins/fontawesome/css/all.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/css/site.css?v=150220211555" rel="stylesheet"> </head> <body> <header> <div class="container"> <nav class="navbar navbar-expand-lg navbar-light"> <a class="navbar-brand" href="https://waset.org"> <img src="https://cdn.waset.org/static/images/wasetc.png" alt="Open Science Research Excellence" title="Open Science Research Excellence" /> </a> <button class="d-block d-lg-none navbar-toggler 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id="custom-search-input"> <div class="input-group"> <i class="fas fa-search"></i> <input type="text" class="search-query" name="q" placeholder="Author, Title, Abstract, Keywords" value="talent pooling"> <input type="submit" class="btn_search" value="Search"> </div> </div> </form> </div> </div> <div class="row mt-3"> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Commenced</strong> in January 2007</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Frequency:</strong> Monthly</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Edition:</strong> International</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Paper Count:</strong> 186</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: talent pooling</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">186</span> Human Talent Management: A Research Agenda</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mehraj%20Udin%20Ganaie">Mehraj Udin Ganaie</a>, <a href="https://publications.waset.org/abstracts/search?q=Mohammad%20Israrul%20Haque"> Mohammad Israrul Haque</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this paper is to enhance the theoretical and conceptual understanding of human talent management (HTM). With the help of extensive review of existing literature, we proposed a conceptual framework and few propositions to elucidate the influential relationship of competency focus, talent pooling, talent investment, and talenting orientation with value creation of a firm. It is believed that human talent management model will enhance the understanding of talent management orientation among practitioners and academicians. Practitioners will be able to align HTM orientation with business strategy wisely to yield better value for business (Shareholders, Employees, Owners, Customers, agents, and other stakeholders). Future research directions will explain how human talent management researchers will work on the integration of relationship and contribute towards the maturity of talent management by further exploring and validating the model empirically to enhance the body of knowledge. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=talent%20management%20orientation" title="talent management orientation">talent management orientation</a>, <a href="https://publications.waset.org/abstracts/search?q=competency%20focus" title=" competency focus"> competency focus</a>, <a href="https://publications.waset.org/abstracts/search?q=talent%20pooling" title=" talent pooling"> talent pooling</a>, <a href="https://publications.waset.org/abstracts/search?q=talent%20investment" title=" talent investment"> talent investment</a>, <a href="https://publications.waset.org/abstracts/search?q=talenting%20orientation" title=" talenting orientation"> talenting orientation</a> </p> <a href="https://publications.waset.org/abstracts/69757/human-talent-management-a-research-agenda" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/69757.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">384</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">185</span> Level of Application of Integrated Talent Management According To IBM Institute for Business Value Case Study Palestinian Governmental Agencies in Gaza Strip</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Iyad%20A.%20A.%20Abusahloub">Iyad A. A. Abusahloub</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This research aimed to measure the level of perception and application of Integrated Talent Management according to IBM standards, by the upper and middle categories in Palestinian government institutions in Gaza, using a descriptive-analytical method. Using a questionnaire based on the standards of the IBM Institute for Business Value, the researcher added a second section to measure the perception of integrated talent management, the sample was 248 managers. The SPSS package was used for statistical analysis. The results showed that government institutions in Gaza apply Integrated Talent Management according to IBM standards at a medium degree did not exceed 59.8%, there is weakness in the perception of integrated talent management at the level of 53.6%, and there is a strong correlation between (Integrated Talent Management) and (the perception of the integrated talent management) amounted to 92.9%, and 88.9% of the change in the perception of the integrated talent management is by (motivate and develop, deploy and manage, connect and enable, and transform and sustain) talents, and 11.1% is by other factors. Conclusion: This study concluded that the integrated talent management model presented by IBM with its six dimensions is an effective model to reach your awareness and understanding of talent management, especially that it must rely on at least four basic dimensions out of the six dimensions: 1- Stimulating and developing talent. 2- Organizing and managing talent. 3- Connecting with talent and empowering it. 4- Succession and sustainability of talent. Therefore, this study recommends the adoption of the integrated talent management model provided by IBM to any organization across the world, regardless of its specialization or size, to reach talent sustainability. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=HR" title="HR">HR</a>, <a href="https://publications.waset.org/abstracts/search?q=talent" title=" talent"> talent</a>, <a href="https://publications.waset.org/abstracts/search?q=talent%20management" title=" talent management"> talent management</a>, <a href="https://publications.waset.org/abstracts/search?q=IBM" title=" IBM"> IBM</a> </p> <a href="https://publications.waset.org/abstracts/154399/level-of-application-of-integrated-talent-management-according-to-ibm-institute-for-business-value-case-study-palestinian-governmental-agencies-in-gaza-strip" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/154399.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">83</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">184</span> Talent Management through Integration of Talent Value Chain and Human Capital Analytics Approaches</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Wuttigrai%20Ngamsirijit">Wuttigrai Ngamsirijit</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Talent management in today’s modern organizations has become data-driven due to a demand for objective human resource decision making and development of analytics technologies. HR managers have been faced with some obstacles in exploiting data and information to obtain their effective talent management decisions. These include process-based data and records; insufficient human capital-related measures and metrics; lack of capabilities in data modeling in strategic manners; and, time consuming to add up numbers and make decisions. This paper proposes a framework of talent management through integration of talent value chain and human capital analytics approaches. It encompasses key data, measures, and metrics regarding strategic talent management decisions along the organizational and talent value chain. Moreover, specific predictive and prescriptive models incorporating these data and information are recommended to help managers in understanding the state of talent, gaps in managing talent and the organization, and the ways to develop optimized talent strategies.     <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=decision%20making" title="decision making">decision making</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20capital%20analytics" title=" human capital analytics"> human capital analytics</a>, <a href="https://publications.waset.org/abstracts/search?q=talent%20management" title=" talent management"> talent management</a>, <a href="https://publications.waset.org/abstracts/search?q=talent%20value%20chain" title=" talent value chain"> talent value chain</a> </p> <a href="https://publications.waset.org/abstracts/107981/talent-management-through-integration-of-talent-value-chain-and-human-capital-analytics-approaches" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/107981.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">187</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">183</span> Talent-Priority: Exploring the Human Resource Reengineering Model in Digital Transformation of a Benchmark Company</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Hsiu%20Hua%20Hu">Hsiu Hua Hu</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Digital transformation has widely affected various industries. It provides technological innovation, process redesign, new business model construction, and talent value creation. This transformation not only allows organizations to obtain and deploy specific technologies and methods suitable for organizational reengineering but also is an important way to solve management problems in human resource (HR) reengineering, business efficiency, and process redesign. In this study, we present the results of a qualitative study that offers insight into a series of key feature of reengineering related to the digital transformation and how to create talent value when the companies successfully perform digital transformation and human resource reengineering, which is led by business digitalization strategies including talent planning, talent acquisition, talent adjustment, and talent development. Drawing from the qualitative investigation findings, we built an inductive model of HR reengineering, which aims to provide research and practical references on future digital transformation and management inquiry. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=talent%20value%20creation" title="talent value creation">talent value creation</a>, <a href="https://publications.waset.org/abstracts/search?q=digital%20transformation" title=" digital transformation"> digital transformation</a>, <a href="https://publications.waset.org/abstracts/search?q=HR%20reengineering" title=" HR reengineering"> HR reengineering</a>, <a href="https://publications.waset.org/abstracts/search?q=qualitative%20study" title=" qualitative study"> qualitative study</a> </p> <a href="https://publications.waset.org/abstracts/130406/talent-priority-exploring-the-human-resource-reengineering-model-in-digital-transformation-of-a-benchmark-company" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/130406.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">156</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">182</span> The Impact of Talent Management on Improving Employee Loyalty in IT Sector, Kerala, India</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Obaidullah%20Molakhail">Obaidullah Molakhail</a>, <a href="https://publications.waset.org/abstracts/search?q=R.%20Reshmi"> R. Reshmi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Objective: This study explains the impact of talent management on employee loyalty in the IT sector in Kerala, India. Methods: A descriptive investigation was conducted within the confines of this paper to gain insight into the ramifications of talent management on enhancing employee allegiance to the organization. A quantitative study was conducted by distributing questionnaires to respondents in three IT companies. One hundred and seventy questionnaires were distributed, with `150 being utilized and the remainder being discarded. Data was collected from various departments within the companies, and the selection of respondents was conducted randomly. statistical software SPSS (version 26) was used to analyze the data and determine the outcomes. Results: The objective was examined through Pearson correlation to find the relation, and linear regression was used to find the strength of variables as talent management is independent and employee loyalty is the dependent variable. The results reveal that talent management is essential to employee loyalty. If there is a high-level implementation of talent management practices, there will be low turnover rate, it reflected employee loyalty towards the organization. Conclusion: Strategic planners ought to devote their attention to the realm of talent management due to the existence of a correlation between talent management and the loyalty exhibited by employees. The results of this study suggest that there is a favorable correlation between talent management and employee loyalty. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=talent%20management" title="talent management">talent management</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20loyalty" title=" employee loyalty"> employee loyalty</a>, <a href="https://publications.waset.org/abstracts/search?q=IT%20sector" title=" IT sector"> IT sector</a>, <a href="https://publications.waset.org/abstracts/search?q=quantitative%20study" title=" quantitative study"> quantitative study</a> </p> <a href="https://publications.waset.org/abstracts/184063/the-impact-of-talent-management-on-improving-employee-loyalty-in-it-sector-kerala-india" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/184063.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">59</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">181</span> Career Path: A Tool to Support Talent Management</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Rashi%20Mahato">Rashi Mahato</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Talent management represents an organization’s effort to attract, develop and retain highly skilled and valuable employees. The goal is to have people with capabilities and commitment needed for current and future organizational success. The organizational talent pool is its managerial talent referred to as leadership pipeline. It is managed through various systems and processes to help the organization source, reward, evaluate, develop and move employees into various functions and roles. The pipeline bends, turns, and sometimes breaks as organizations identify who is 'ready now' and who is 'on track' for larger leadership roles. From this perspective, talent management designs structured approach and a robust mechanism for high potential employees to meet organization’s needs. The paper attempts to provide a roadmap and a structured approach towards building a high performing organization through well-defined career path. Managers want career paths to be defined, so that an adequate number of individuals may be identified and prepared to fill future vacancies. Once career progression patterns are identified, more systematic forecasting of talent requirements is possible. For the development of senior management talent or leadership team, career paths are needed as guidelines for talent management across functional and organizational lines. Career path is one of the important tools for talent management and aligning talent with business strategy. This paper briefly describes the approach for career path and the concept of <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=career%20path" title="career path">career path</a>, <a href="https://publications.waset.org/abstracts/search?q=career%20path%20framework" title=" career path framework"> career path framework</a>, <a href="https://publications.waset.org/abstracts/search?q=lateral%20movement" title=" lateral movement"> lateral movement</a>, <a href="https://publications.waset.org/abstracts/search?q=talent%20management" title=" talent management"> talent management</a> </p> <a href="https://publications.waset.org/abstracts/56663/career-path-a-tool-to-support-talent-management" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/56663.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">215</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">180</span> Assessing Factors That Constitute Talent in the Islamic Financial Institutions among Bank Officers</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Zairani%20Zainol">Zairani Zainol</a>, <a href="https://publications.waset.org/abstracts/search?q=Zulkiflee%20Daud"> Zulkiflee Daud</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study employed 86 respondents representing bank officers of Bank XYX (one of the full-fledged Islamic banks in Malaysia) in the northern region of Malaysia to assess the factors that constitute talent in the Islamic financial industries. To test the discriminant factors for talent among bank officers, a factor analysis was performed. The KMO, Bartlett and MSA tests were executed as the prerequisite before performing the factor analysis. The discriminant factors for talent were extracted via eigenvalues and rotated component matrixes. The results show that five factors, namely (1) self-motivation, (2) leadership, (3) teamwork, (4) interpersonal skills, and (5) creativity/innovation constitute talent in the Islamic financial industries. It is hoped that this study could offer guidelines to education providers, specifically those that conduct the Islamic finance and banking program, as to the areas of emphasis for students before graduating. For the Islamic financial institutions, this study is also vital since they could tackle the areas that need to be improved in managing their talents. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=talent" title="talent">talent</a>, <a href="https://publications.waset.org/abstracts/search?q=Islamic%20financial%20industries" title=" Islamic financial industries"> Islamic financial industries</a>, <a href="https://publications.waset.org/abstracts/search?q=talent%20development" title=" talent development"> talent development</a>, <a href="https://publications.waset.org/abstracts/search?q=bank%E2%80%99s%20officers" title=" bank’s officers"> bank’s officers</a> </p> <a href="https://publications.waset.org/abstracts/33701/assessing-factors-that-constitute-talent-in-the-islamic-financial-institutions-among-bank-officers" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/33701.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">402</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">179</span> Early Talent Identification and Its Impact on Children’s Growth and Development: An Examination of “The Social Learning Theory, by Albert Bandura"</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Michael%20Subbey">Michael Subbey</a>, <a href="https://publications.waset.org/abstracts/search?q=Kwame%20Takyi%20Danquah"> Kwame Takyi Danquah</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Finding a child's exceptional skills and abilities at a young age and nurturing them is a challenging process. The Social Learning Theory (SLT) of Albert Bandura is used to analyze the effects of early talent identification on children's growth and development. The study examines both the advantages and disadvantages of early talent identification and stresses the significance of a moral strategy that puts the welfare of the child first. The paper emphasizes the value of a balanced approach to early talent identification that takes into account individual differences, cultural considerations, and the child's social environment. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=early%20talent%20development" title="early talent development">early talent development</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20learning%20theory" title=" social learning theory"> social learning theory</a>, <a href="https://publications.waset.org/abstracts/search?q=child%20development" title=" child development"> child development</a>, <a href="https://publications.waset.org/abstracts/search?q=child%20welfare" title=" child welfare"> child welfare</a> </p> <a href="https://publications.waset.org/abstracts/168115/early-talent-identification-and-its-impact-on-childrens-growth-and-development-an-examination-of-the-social-learning-theory-by-albert-bandura" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/168115.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">108</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">178</span> Competency Based Talent Acquisition: Concept, Practice, and Model, with Reference to Indian Industries</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Manasi%20V.%20Shah">Manasi V. Shah</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Organizations, in the competitive era, are participating in the competency act. They have discerned that, strategically researched and defined competencies when put up on the shelf, can help in achieving business goals. The research focuses on critical elements of competency-based talent acquisition process from practical vantage, with significant experience in a variety of business settings. The research is exploratory and descriptive in nature. The research conduct and outcome is the hinge on with reference to Indian Industries. It elaborates about the concept, practice and a brief model that human resource practitioner can use for effective talent acquisition process, which in turn would be in alignment with business performance. The research helps to present a prudent understanding of recruiting and selecting apt human capital, that can fit in a given job role and has action oriented competency based assessment approach for measuring the probable success of a job incumbent in a given job role. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=competency%20based%20talent%20acquisition" title="competency based talent acquisition">competency based talent acquisition</a>, <a href="https://publications.waset.org/abstracts/search?q=competency%20model" title=" competency model"> competency model</a>, <a href="https://publications.waset.org/abstracts/search?q=talent%20acquisition%20concept" title=" talent acquisition concept"> talent acquisition concept</a>, <a href="https://publications.waset.org/abstracts/search?q=talent%20acquisition%20practice" title=" talent acquisition practice"> talent acquisition practice</a> </p> <a href="https://publications.waset.org/abstracts/61639/competency-based-talent-acquisition-concept-practice-and-model-with-reference-to-indian-industries" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/61639.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">311</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">177</span> Talent Management, Employee Competency, and Organizational Performance</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Sunyoung%20Park">Sunyoung Park</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Context: Talent management is a strategic approach that has received considerable attention in recent years to improve employee competency and organizational performance in many organizations. The implementation of talent management involves identifying objectives and positions within the organization, developing a pool of high-potential employees, and establishing appropriate HR functions to promote high employee and organizational performance. This study aims to investigate the relationship between talent management, HR functions, employee competency, and organizational performance in the South Korean context. Research Aim: The main objective of this study is to investigate the structural relationships among talent management, human resources (HR) functions, employee competency, and organizational performance. Methodology: To achieve the research aim, this study used a quantitative research method. Specifically, a total of 1,478 responses were analyzed using structural equation modeling based on data obtained from the Human Capital Corporate Panel (HCCP) survey in South Korea. Findings: The study revealed that talent management has a positive influence on HR functions and employee competency. Additionally, HR functions directly affect employee competency and organizational performance. Employee competency was found to be related to organizational performance. Moreover, talent management and HR functions indirectly affect organizational performance through employee competency. Theoretical Importance: This study provides empirical evidence of the relationship between talent management, HR functions, employee competency, and organizational performance in the South Korean context. The findings suggest that organizations should focus on developing appropriate talent management and HR functions to improve employee competency, which, in turn, will lead to better organizational performance. Moreover, the study contributes to the existing literature by emphasizing the importance of the relationship between talent management and HR functions in improving organizational performance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employee%20competency" title="employee competency">employee competency</a>, <a href="https://publications.waset.org/abstracts/search?q=HR%20functions" title=" HR functions"> HR functions</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20performance" title=" organizational performance"> organizational performance</a>, <a href="https://publications.waset.org/abstracts/search?q=talent%20management" title=" talent management"> talent management</a> </p> <a href="https://publications.waset.org/abstracts/168290/talent-management-employee-competency-and-organizational-performance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/168290.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">96</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">176</span> Global Race for Talent: Exploring Global Talent Management (GTM) and its Impact on Organizational Development: From the Prospective of Malaysian MNEs</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Asma%20Moomal">Asma Moomal</a>, <a href="https://publications.waset.org/abstracts/search?q=Zukarnain%20Zakaria"> Zukarnain Zakaria </a> </p> <p class="card-text"><strong>Abstract:</strong></p> In this uncertain, highly competitive and hasty moving era, most of the organizations are surviving under the pressure of complex dynamics, fierce competition and many challenges in terms of global talent management within the global market. One key result of these challenges is that the organizations have to be organized and good at handling human capital if they want to gain sustainable and steady success in near future. By keeping in mind the importance of global competition, many human resource (HR) professionals are diagnosing the complexities in managing talent of human capital at global level, especially those of multinational enterprises (MNEs). As, there has been little research in the country regarding identification of the GTM in MNEs, this paper reviewed the relevant literature in order to examine the role of GTM strategies in enhancing the organizational development in the MNEs of Malaysia. The data collection technique used in this study was done through the secondary data resources (i.e. the existing literature analysis). This study contributes to extend our understanding of the impact of GTM on organizational development of MNEs within the country. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Global%20Talent%20Management%20%28GTM%29" title="Global Talent Management (GTM)">Global Talent Management (GTM)</a>, <a href="https://publications.waset.org/abstracts/search?q=multinational%20enterprises%20%28MNEs%29" title=" multinational enterprises (MNEs)"> multinational enterprises (MNEs)</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20development" title=" organizational development"> organizational development</a>, <a href="https://publications.waset.org/abstracts/search?q=talent" title=" talent "> talent </a> </p> <a href="https://publications.waset.org/abstracts/17029/global-race-for-talent-exploring-global-talent-management-gtm-and-its-impact-on-organizational-development-from-the-prospective-of-malaysian-mnes" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/17029.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">439</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">175</span> Analysis of the Current and Ideal Situation of Iran’s Football Talent Management Process from the Perspective of the Elites</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mehran%20Nasiri">Mehran Nasiri</a>, <a href="https://publications.waset.org/abstracts/search?q=Ardeshir%20Poornemat"> Ardeshir Poornemat</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The aim of this study was to investigate the current and ideal situations of the process of talent identification in Iranian football from the point of view of Iranian instructors of the Asian Football Confederation (AFC). This research was a descriptive-analytical study; in data collection phase a questionnaire was used, whose face validity was confirmed by experts of Physical Education and Sports Science. The reliability of questionnaire was estimated through the use of Cronbach's alpha method (0.91). This study involved 122 participants of Iranian instructors of the AFC who were selected based on stratified random sampling method. Descriptive statistics were used to describe the variables and inferential statistics (Chi-square) were used to test the hypotheses of the study at significant level (p ≤ 0.05). The results of Chi-square test related to the point of view of Iranian instructors of the AFC showed that the grass-roots scientific method was the best way to identify football players (0.001), less than 10 years old were the best ages for talent identification (0.001), the Football Federation was revealed to be the most important organization in talent identification (0.002), clubs were shown to be the most important institution in developing talents (0.001), trained scouts of Football Federation were demonstrated to be the best and most appropriate group for talent identification (0.001), and being referred by the football academy coaches was shown to be the best way to attract talented football players in Iran (0.001). It was also found that there was a huge difference between the current and ideal situation of the process of talent identification in Iranian football from the point of view of Iranian instructors of the AFC. Hence, it is recommended that the policy makers of talent identification for Iranian football provide a comprehensive, clear and systematic model of talent identification and development processes for the clubs and football teams, so that the talent identification process helps to nurture football talents more efficiently. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=current%20situation" title="current situation">current situation</a>, <a href="https://publications.waset.org/abstracts/search?q=talent%20finding" title=" talent finding"> talent finding</a>, <a href="https://publications.waset.org/abstracts/search?q=ideal%20situation" title=" ideal situation"> ideal situation</a>, <a href="https://publications.waset.org/abstracts/search?q=instructors%20%28AFC%29" title=" instructors (AFC)"> instructors (AFC)</a> </p> <a href="https://publications.waset.org/abstracts/69682/analysis-of-the-current-and-ideal-situation-of-irans-football-talent-management-process-from-the-perspective-of-the-elites" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/69682.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">213</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">174</span> Management Trainee Program</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ambreen%20Amir%20Ali">Ambreen Amir Ali</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In todays’ dynamic environment, it has become very crucial to have comprehensive management trainee program to hire future leaders of organization. It is being proved that fresh graduates mostly join organizations because of its institution but later on they leave organization because of their immediate manager or supervisor. The concept of coaching and mentoring in talent management systems are very important, because mentors are those who can advise, facilitate, help and support new entrants to advance in their career. When it comes to going for talent hunt, one point needs to be highlighted that MTs are the raw talent for your organization, now it’s the responsibility of employers to nourish them, polish and developed them so that they can enthusiastically take care of senior leadership roles. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=management%20trainee" title="management trainee">management trainee</a>, <a href="https://publications.waset.org/abstracts/search?q=retention" title=" retention"> retention</a>, <a href="https://publications.waset.org/abstracts/search?q=leadership%20roles" title=" leadership roles"> leadership roles</a>, <a href="https://publications.waset.org/abstracts/search?q=coaching" title=" coaching"> coaching</a> </p> <a href="https://publications.waset.org/abstracts/17494/management-trainee-program" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/17494.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">636</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">173</span> HIV Incidence among Men Who Have Sex with Men Measured by Pooling Polymerase Chain Reaction, and Its Comparison with HIV Incidence Estimated by BED-Capture Enzyme-Linked Immunosorbent Assay and Observed in a Prospective Cohort</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mei%20Han">Mei Han</a>, <a href="https://publications.waset.org/abstracts/search?q=Jinkou%20Zhao"> Jinkou Zhao</a>, <a href="https://publications.waset.org/abstracts/search?q=Yuan%20Yao"> Yuan Yao</a>, <a href="https://publications.waset.org/abstracts/search?q=Liangui%20Feng"> Liangui Feng</a>, <a href="https://publications.waset.org/abstracts/search?q=Xianbin%20Ding"> Xianbin Ding</a>, <a href="https://publications.waset.org/abstracts/search?q=Guohui%20Wu"> Guohui Wu</a>, <a href="https://publications.waset.org/abstracts/search?q=Chao%20Zhou"> Chao Zhou</a>, <a href="https://publications.waset.org/abstracts/search?q=Lin%20Ouyang"> Lin Ouyang</a>, <a href="https://publications.waset.org/abstracts/search?q=Rongrong%20Lu"> Rongrong Lu</a>, <a href="https://publications.waset.org/abstracts/search?q=Bo%20Zhang"> Bo Zhang </a> </p> <p class="card-text"><strong>Abstract:</strong></p> To compare the HIV incidence estimated using BED capture enzyme linked immunosorbent assay (BED-CEIA) and observed in a cohort against the HIV incidence among men who have sex with men (MSM) measured by pooling polymerase chain reaction (pooling-PCR). A total of 617 MSM subjects were included in a respondent driven sampling survey in Chongqing in 2008. Among the 129 that were tested HIV antibody positive, 102 were defined with long-term infection, 27 were assessed for recent HIV infection (RHI) using BED-CEIA. The remaining 488 HIV negative subjects were enrolled to the prospective cohort and followed-up every 6 months to monitor HIV seroconversion. All of the 488 HIV negative specimens were assessed for acute HIV infection (AHI) using pooling-PCR. Among the 488 negative subjects in the open cohort, 214 (43.9%) were followed-up for six months, with 107 person-years of observation and 14 subjects seroconverted. The observed HIV incidence was 12.5 per 100 person-years (95% CI=9.1-15.7). Among the 488 HIV negative specimens, 5 were identified with acute HIV infection using pooling-PCR at an annual rate of 14.02% (95% CI=1.73-26.30). The estimated HIV-1 incidence was 12.02% (95% CI=7.49-16.56) based on BED-CEIA. The HIV incidence estimated with three different approaches was different among subgroups. In the highly HIV prevalent MSM, it costs US$ 1724 to detect one AHI case, while detection of one case of RHI with BED assay costs only US$ 42. Three approaches generated comparable and high HIV incidences, pooling PCR and prospective cohort are more close to the true level of incidence, while BED-CEIA seemed to be the most convenient and economical approach for at-risk population’s HIV incidence evaluation at the beginning of HIV pandemic. HIV-1 incidences were alarmingly high among MSM population in Chongqing, particularly within the subgroup under 25 years of age and those migrants aged between 25 to 34 years. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=BED-CEIA" title="BED-CEIA">BED-CEIA</a>, <a href="https://publications.waset.org/abstracts/search?q=HIV" title=" HIV"> HIV</a>, <a href="https://publications.waset.org/abstracts/search?q=incidence" title=" incidence"> incidence</a>, <a href="https://publications.waset.org/abstracts/search?q=pooled%20PCR" title=" pooled PCR"> pooled PCR</a>, <a href="https://publications.waset.org/abstracts/search?q=prospective%20cohort" title=" prospective cohort"> prospective cohort</a> </p> <a href="https://publications.waset.org/abstracts/75145/hiv-incidence-among-men-who-have-sex-with-men-measured-by-pooling-polymerase-chain-reaction-and-its-comparison-with-hiv-incidence-estimated-by-bed-capture-enzyme-linked-immunosorbent-assay-and-observed-in-a-prospective-cohort" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/75145.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">411</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">172</span> Talent Sourcing Practices in Sri Lankan Software Industry</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Malmi%20Amadoru">Malmi Amadoru</a>, <a href="https://publications.waset.org/abstracts/search?q=Chandana%20Gamage"> Chandana Gamage</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Sri Lanka is emerging as a global IT-BPO hub topping up among the 20 global outsourcing destinations. When setting up a new venture in Sri Lanka, talent sourcing plays one of the key functions due to the rapid growth of workforce. Getting competent people with right skills for right positions leads organizations achieving its vision, mission and objectives. It also drives in earning competitive advantage over industry competitors. Thus it is crucial to scan and recruit the best employees to an organization. However there is no published information available on recruitment methods utilized in Sri Lankan software industry, as a study of this nature had not being conducted previously in Sri Lanka. The main objective of this study was to explore various talent sourcing practices exploited in Sri Lankan software industry. Also this study analyses the extent which Sri Lanka has adopted different recruitment strategies utilized in worldwide and its deviations. The research outcome is beneficial for HR professionals to identify the current trends in recruitment practices. Moreover investors who are interested in IT-BPO engagements can gain a thorough knowledge about talent sourcing techniques in Sri Lankan software industry. Finally, this research clues trending areas which can be further investigated in future. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=IT-BPO" title="IT-BPO">IT-BPO</a>, <a href="https://publications.waset.org/abstracts/search?q=recruitment" title=" recruitment"> recruitment</a>, <a href="https://publications.waset.org/abstracts/search?q=Sri%20Lanka" title=" Sri Lanka"> Sri Lanka</a>, <a href="https://publications.waset.org/abstracts/search?q=software%20industry" title=" software industry"> software industry</a>, <a href="https://publications.waset.org/abstracts/search?q=talent" title=" talent"> talent</a> </p> <a href="https://publications.waset.org/abstracts/27375/talent-sourcing-practices-in-sri-lankan-software-industry" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/27375.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">487</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">171</span> Exploring Relationship of National Talent Retention and National Value Proposition</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Dzul%20Fahmi%20Md.%20Nordin">Dzul Fahmi Md. Nordin</a>, <a href="https://publications.waset.org/abstracts/search?q=Rosmini%20Omar"> Rosmini Omar</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This conceptual paper aims to explore the concept of National Talent Retention for a nation by extending the works on Talent Retention in organizations to the scope of nations. The objective of this paper is to explore the relationship of National Talent Retention as the dependent variable with the three explored value propositions namely Firm Value Proposition, Higher Education and Training Value Proposition and National Attractiveness Value Proposition as the independent variables. Life Satisfaction is introduced in this study as a moderating variable to explore possibilities of Life Satisfaction as a mediator for the relationship between National Value Proposition and National Talent Retention. Theories such as Migration, Value Propositions, Life Satisfaction, Human Resource Management and Resource Based View are referred to in order to understand and explore the concept of National Talent Retention. Malaysia is chosen as the background of this study since Malaysia represents a developing nation with progressive economic, education and national policy which presents an interesting background for this exploratory paper. Surprisingly, Malaysia is still facing the phenomenon of Brain Drain which if not handled properly will hinder its Vision 2020 to progress a fully developed nation by year 2020. Mixed methodology analysis is proposed in this paper to include both qualitative face-to-face interview as well as quantitative survey questionnaire to study on the value proposition factors explored. Target respondents are strictly confined to Malaysia’s local high skilled talents either residing in Malaysia or migrated abroad since this paper is mainly interested to study on the concept of National Talent Retention and how successful Malaysia is projecting its value propositions from the perception of high skilled talent Malaysians. It is hoped that this paper could contribute towards understanding National Talent Retention concept where, the model could be replicated to identify influential factors specific to other nations. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=national%20talent%20retention" title="national talent retention">national talent retention</a>, <a href="https://publications.waset.org/abstracts/search?q=national%20value%20proposition" title=" national value proposition"> national value proposition</a>, <a href="https://publications.waset.org/abstracts/search?q=life%20satisfaction" title=" life satisfaction"> life satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=high%20skilled%20talents" title=" high skilled talents"> high skilled talents</a> </p> <a href="https://publications.waset.org/abstracts/16078/exploring-relationship-of-national-talent-retention-and-national-value-proposition" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/16078.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">402</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">170</span> Improving the Quality of Staff Performance with a Talent-Driven Approach: Case Study of SAIPA Automotive Manufacturing Company in Iran</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Abdolmajid%20Mosleh">Abdolmajid Mosleh</a>, <a href="https://publications.waset.org/abstracts/search?q=Afzal%20Ghasimi"> Afzal Ghasimi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this research is to investigate and identify effective factors that can improve the quality of personal performance in industrial companies. In the present study, it was assumed that the hidden variables of talent management could be explained by an important part of the variance in improving the quality of employee performance. This research is targeted in terms of applied research. The statistical population of the research is SAIPA automobile company with a number (N=10291); the sample of 380 people was selected based on the Cochran formula in a random sampling method among employed people. The measurement tool in this research was a questionnaire of 33 items with a control questionnaire that included two talent management departments (talent identification and talent exploitation) and improvements in staff performance (enhancement of technical and specialized capabilities, managerial capability, organizational interaction, and communication). The reliability of the internal consistency method was confirmed by the Cronbach's alpha coefficient and the two half-ways. In order to determine the validity of the questionnaire structure, confirmatory factor analysis was used. Based on the results of the data analysis, the effect of talent management on improving the quality of staff performance was confirmed. Based on the results of inferential statistics and structural equations of the proposed model, it had high fitness. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employee%20performance" title="employee performance">employee performance</a>, <a href="https://publications.waset.org/abstracts/search?q=talent%20management" title=" talent management"> talent management</a>, <a href="https://publications.waset.org/abstracts/search?q=performance%20improvement" title=" performance improvement"> performance improvement</a>, <a href="https://publications.waset.org/abstracts/search?q=SAIPA%20automobile%20manufacturing%20company" title=" SAIPA automobile manufacturing company"> SAIPA automobile manufacturing company</a> </p> <a href="https://publications.waset.org/abstracts/156831/improving-the-quality-of-staff-performance-with-a-talent-driven-approach-case-study-of-saipa-automotive-manufacturing-company-in-iran" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/156831.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">90</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">169</span> Solar Power Monitoring and Control System using Internet of Things</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Oladapo%20Tolulope%20Ibitoye">Oladapo Tolulope Ibitoye</a> </p> <p class="card-text"><strong>Abstract:</strong></p> It has become imperative to harmonize energy poverty alleviation and carbon footprint reduction. This is geared towards embracing independent power generation at local levels to reduce the popular ambiguity in the transmission of generated power. Also, it will contribute towards the total adoption of electric vehicles and direct current (DC) appliances that are currently flooding the global market. Solar power system is gaining momentum as it is now an affordable and less complex alternative to fossil fuel-based power generation. Although, there are many issues associated with solar power system, which resulted in deprivation of optimum working capacity. One of the key problems is inadequate monitoring of the energy pool from solar irradiance, which can then serve as a foundation for informed energy usage decisions and appropriate solar system control for effective energy pooling. The proposed technique utilized Internet of Things (IoT) in developing a system to automate solar irradiance pooling by controlling solar photovoltaic panels autonomously for optimal usage. The technique is potent with better solar irradiance exposure which results into 30% voltage pooling capacity than a system with static solar panels. The evaluation of the system show that the developed system possesses higher voltage pooling capacity than a system of static positioning of solar panel. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=solar%20system" title="solar system">solar system</a>, <a href="https://publications.waset.org/abstracts/search?q=internet%20of%20things" title=" internet of things"> internet of things</a>, <a href="https://publications.waset.org/abstracts/search?q=renewable%20energy" title=" renewable energy"> renewable energy</a>, <a href="https://publications.waset.org/abstracts/search?q=power%20monitoring" title=" power monitoring"> power monitoring</a> </p> <a href="https://publications.waset.org/abstracts/163865/solar-power-monitoring-and-control-system-using-internet-of-things" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/163865.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">83</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">168</span> Gender Diversity Practices in Talent Management: An Exploratory Study in the Space Industry in Luxembourg</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=K.%20Usanova">K. Usanova</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study contributes to the conceptual and empirical understanding of how gender diversity management (GDM) is integrated into talent management (TM). Following the grounded theory, we interviewed 40 HR managers and talents from the space industry in Luxembourg. We provide a nuanced picture of what attitude on the GDM in TM organizations have, what strategies and practices they conduct, and how they differ from each other. Based on these differences, we developed three types of GDM integration to TM and explained the talents’ view on this issue. To the author's best knowledge, this study is the first empirical investigation of GDM in TM in the space industry that integrates both the TM executives' and TM receivers' views on gender equality in TM. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=gender%20diversity%20management" title="gender diversity management">gender diversity management</a>, <a href="https://publications.waset.org/abstracts/search?q=high-technology%20industry" title=" high-technology industry"> high-technology industry</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20resource%20management" title=" human resource management"> human resource management</a>, <a href="https://publications.waset.org/abstracts/search?q=talent%20management" title=" talent management"> talent management</a> </p> <a href="https://publications.waset.org/abstracts/133290/gender-diversity-practices-in-talent-management-an-exploratory-study-in-the-space-industry-in-luxembourg" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/133290.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">133</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">167</span> Two Fold Dimensional Analysis of Post-Employment Dissonance in Employer Branding Framework of it SMES</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=J.%20Janani">J. Janani</a>, <a href="https://publications.waset.org/abstracts/search?q=S.%20Gomathi"> S. Gomathi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Despite the new economy is embodied with the ample size of talent pool, the corporate world is facing the hardship in the mismatch of talent demand supply. Therefore to combat with this fallout crisis, here depicts the relevance of Employer Branding. Employer branding is gaining its popularity in Large sized companies especially IT companies but less employer branding awareness among IT SMEs (Small and Medium size Enterprises). There are N range of analysis has been dole out on employer branding from different perspectives and in different industries. The hidden factor behind the employer branding namely the post employment dissonance was not given a lot of importance into the research picture. The present study examines the employer branding as the employer image and the organizational identity. It focuses on the two fold dimensional branding initiatives namely job offer attributes and organizational attractiveness. The study will depict the dissonance level and their variations among the foresaid initiatives from the former employees and the post-employment dissonance from the present employees in IT SMEs and it will also examine the employer perception from the prospective employees towards the stated branding initiatives. The demographic factors such as generational factors (gen X and gen Y) and the career stages are majorly focused in the study. The study will promote the IT SMEs to strengthen their employer branding effectively and efficiently through implementing varied strategies and this will help them to enhance the talent pool at their best. This will eventually result in talent attraction and talent retention. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employer%20image" title="employer image">employer image</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20identity" title=" organizational identity"> organizational identity</a>, <a href="https://publications.waset.org/abstracts/search?q=post-employment%20dissonance" title=" post-employment dissonance"> post-employment dissonance</a>, <a href="https://publications.waset.org/abstracts/search?q=job%20offer%20attributes" title=" job offer attributes"> job offer attributes</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20attractiveness" title=" organizational attractiveness"> organizational attractiveness</a>, <a href="https://publications.waset.org/abstracts/search?q=talent%20pool" title=" talent pool"> talent pool</a>, <a href="https://publications.waset.org/abstracts/search?q=career%20stages" title=" career stages"> career stages</a>, <a href="https://publications.waset.org/abstracts/search?q=generational%20factors" title=" generational factors"> generational factors</a>, <a href="https://publications.waset.org/abstracts/search?q=information%20technology" title=" information technology"> information technology</a>, <a href="https://publications.waset.org/abstracts/search?q=SMEs" title=" SMEs"> SMEs</a> </p> <a href="https://publications.waset.org/abstracts/22129/two-fold-dimensional-analysis-of-post-employment-dissonance-in-employer-branding-framework-of-it-smes" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/22129.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">496</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">166</span> Predictor Factors in Predictive Model of Soccer Talent Identification among Male Players Aged 14 to 17 Years</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Muhamad%20Hafiz%20Ismail">Muhamad Hafiz Ismail</a>, <a href="https://publications.waset.org/abstracts/search?q=Ahmad%20H."> Ahmad H.</a>, <a href="https://publications.waset.org/abstracts/search?q=Nelfianty%20M.%20R."> Nelfianty M. R.</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The longitudinal study is conducted to identify predictive factors of soccer talent among male players aged 14 to 17 years. Convenience sampling involving elite respondents (n=20) and sub-elite respondents (n=20) male soccer players. Descriptive statistics were reported as frequencies and percentages. The inferential statistical analysis is used to report the status of reliability, independent samples t-test, paired samples t-test, and multiple regression analysis. Generally, there are differences in mean of height, muscular strength, muscular endurance, cardiovascular endurance, task orientation, cognitive anxiety, self-confidence, juggling skills, short pass skills, long pass skills, dribbling skills, and shooting skills for 20 elite players and sub-elite players. Accordingly, there was a significant difference between pre and post-test for thirteen variables of height, weight, fat percentage, muscle strength, muscle endurance, cardiovascular endurance, flexibility, BMI, task orientation, juggling skills, short pass skills, a long pass skills, and dribbling skills. Based on the first predictive factors (physical), second predictive factors (fitness), third predictive factors (psychological), and fourth predictive factors (skills in playing football) pledged to the soccer talent; four multiple regression models were produced. The first predictive factor (physical) contributed 53.5 percent, supported by height and percentage of fat in soccer talents. The second predictive factor (fitness) contributed 63.2 percent and the third predictive factors (psychology) contributed 66.4 percent of soccer talent. The fourth predictive factors (skills) contributed 59.0 percent of soccer talent. The four multiple regression models could be used as a guide for talent scouting for soccer players of the future. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=soccer%20talent%20identification" title="soccer talent identification">soccer talent identification</a>, <a href="https://publications.waset.org/abstracts/search?q=fitness%20and%20physical%20test" title=" fitness and physical test"> fitness and physical test</a>, <a href="https://publications.waset.org/abstracts/search?q=soccer%20skills%20test" title=" soccer skills test"> soccer skills test</a>, <a href="https://publications.waset.org/abstracts/search?q=psychological%20test" title=" psychological test"> psychological test</a> </p> <a href="https://publications.waset.org/abstracts/93679/predictor-factors-in-predictive-model-of-soccer-talent-identification-among-male-players-aged-14-to-17-years" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/93679.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">157</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">165</span> Effects of Alternative Opportunities and Compensation on Turnover Intention of Singapore PMET</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Han%20Guan%20Chew">Han Guan Chew</a>, <a href="https://publications.waset.org/abstracts/search?q=Keith%20Yong%20Ngee%20Ng"> Keith Yong Ngee Ng</a>, <a href="https://publications.waset.org/abstracts/search?q=Shan-Wei%20Fan"> Shan-Wei Fan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In Singapore, talent retention is one of the most persistent and real issue companies have to grapple with due to the tight labour market. Being resource-scarce, Singapore depends solely on its talented pool of high quality human resource to sustain its competitive advantage in the global economy. But the complex and multifaceted nature of turnover phenomenon makes the prescription of effective talent retention strategies in such a competitive labour market very challenging, especially when it comes to monetary incentives, companies struggle to answer the question of “How much is enough?” By examining the interactive effects of perceived alternative employment opportunities, annual salary and satisfaction with compensation on the turnover intention of 102 Singapore Professionals, Managers, Executives and Technicians (PMET) through correlation analyses and multiple regressions, important insights into the psyche of the Singapore talent pool can be drawn. It is found that annual salary influence turnover intention indirectly through mediation and moderation effects on PMET’s satisfaction on compensation. PMET are also found to be heavily swayed by better external opportunities. This implies that talent retention strategies should not adopt a purely monetary based blanket approach but rather a comprehensive and holistic one that considers the dynamics of prevailing market conditions. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employee%20turnover" title="employee turnover">employee turnover</a>, <a href="https://publications.waset.org/abstracts/search?q=high%20performers" title=" high performers"> high performers</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20workers" title=" knowledge workers"> knowledge workers</a>, <a href="https://publications.waset.org/abstracts/search?q=perceived%20alternative%20employment%20opportunities%20salary" title=" perceived alternative employment opportunities salary"> perceived alternative employment opportunities salary</a>, <a href="https://publications.waset.org/abstracts/search?q=satisfaction%20on%20compensation" title=" satisfaction on compensation"> satisfaction on compensation</a>, <a href="https://publications.waset.org/abstracts/search?q=Singapore%20PMET" title=" Singapore PMET"> Singapore PMET</a>, <a href="https://publications.waset.org/abstracts/search?q=talent%20retention" title=" talent retention"> talent retention</a> </p> <a href="https://publications.waset.org/abstracts/45906/effects-of-alternative-opportunities-and-compensation-on-turnover-intention-of-singapore-pmet" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/45906.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">280</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">164</span> Unsupervised Learning of Spatiotemporally Coherent Metrics</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ross%20Goroshin">Ross Goroshin</a>, <a href="https://publications.waset.org/abstracts/search?q=Joan%20Bruna"> Joan Bruna</a>, <a href="https://publications.waset.org/abstracts/search?q=Jonathan%20Tompson"> Jonathan Tompson</a>, <a href="https://publications.waset.org/abstracts/search?q=David%20Eigen"> David Eigen</a>, <a href="https://publications.waset.org/abstracts/search?q=Yann%20LeCun"> Yann LeCun</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Current state-of-the-art classification and detection algorithms rely on supervised training. In this work we study unsupervised feature learning in the context of temporally coherent video data. We focus on feature learning from unlabeled video data, using the assumption that adjacent video frames contain semantically similar information. This assumption is exploited to train a convolutional pooling auto-encoder regularized by slowness and sparsity. We establish a connection between slow feature learning to metric learning and show that the trained encoder can be used to define a more temporally and semantically coherent metric. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=machine%20learning" title="machine learning">machine learning</a>, <a href="https://publications.waset.org/abstracts/search?q=pattern%20clustering" title=" pattern clustering"> pattern clustering</a>, <a href="https://publications.waset.org/abstracts/search?q=pooling" title=" pooling"> pooling</a>, <a href="https://publications.waset.org/abstracts/search?q=classification" title=" classification "> classification </a> </p> <a href="https://publications.waset.org/abstracts/29488/unsupervised-learning-of-spatiotemporally-coherent-metrics" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/29488.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">456</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">163</span> Facial Emotion Recognition Using Deep Learning</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ashutosh%20Mishra">Ashutosh Mishra</a>, <a href="https://publications.waset.org/abstracts/search?q=Nikhil%20Goyal"> Nikhil Goyal</a> </p> <p class="card-text"><strong>Abstract:</strong></p> A 3D facial emotion recognition model based on deep learning is proposed in this paper. Two convolution layers and a pooling layer are employed in the deep learning architecture. After the convolution process, the pooling is finished. The probabilities for various classes of human faces are calculated using the sigmoid activation function. To verify the efficiency of deep learning-based systems, a set of faces. The Kaggle dataset is used to verify the accuracy of a deep learning-based face recognition model. The model's accuracy is about 65 percent, which is lower than that of other facial expression recognition techniques. Despite significant gains in representation precision due to the nonlinearity of profound image representations. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=facial%20recognition" title="facial recognition">facial recognition</a>, <a href="https://publications.waset.org/abstracts/search?q=computational%20intelligence" title=" computational intelligence"> computational intelligence</a>, <a href="https://publications.waset.org/abstracts/search?q=convolutional%20neural%20network" title=" convolutional neural network"> convolutional neural network</a>, <a href="https://publications.waset.org/abstracts/search?q=depth%20map" title=" depth map"> depth map</a> </p> <a href="https://publications.waset.org/abstracts/139253/facial-emotion-recognition-using-deep-learning" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/139253.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">231</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">162</span> Giftedness Cloud Model: A Psychological and Ecological Vision of Giftedness Concept</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Rimeyah%20H.%20S.%20Almutairi">Rimeyah H. S. Almutairi</a>, <a href="https://publications.waset.org/abstracts/search?q=Alaa%20Eldin%20A.%20Ayoub"> Alaa Eldin A. Ayoub</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The aim of this study was to identify empirical and theoretical studies that explored giftedness theories and identification. In order to assess and synthesize the mechanisms, outcomes, and impacts of gifted identification models. Thus, we sought to provide an evidence-informed answer to how does current giftedness theories work and effectiveness. In order to develop a model that incorporates the advantages of existing models and avoids their disadvantages as much as possible. We conducted a systematic literature review (SLR). The disciplined analysis resulted in a final sample consisting of 30 appropriate searches. The results indicated that: (a) there is no uniform and consistent definition of Giftedness; (b) researchers are using several non-consistent criteria to detect gifted, and (d) The detection of talent is largely limited to early ages, and there is obvious neglect of adults. This study contributes to the development of Giftedness Cloud Model (GCM) which defined as a model that attempts to interpretation giftedness within an interactive psychological and ecological framework. GCM aims to help a talented to reach giftedness core and manifestation talent in creative productivity or invention. Besides that, GCM suggests classifying giftedness into four levels of mastery, excellence, creative productivity, and manifestation. In addition, GCM presents an idea to distinguish between talent and giftedness. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=giftedness%20cloud%20model" title="giftedness cloud model">giftedness cloud model</a>, <a href="https://publications.waset.org/abstracts/search?q=talent" title=" talent"> talent</a>, <a href="https://publications.waset.org/abstracts/search?q=systematic%20literature%20review" title=" systematic literature review"> systematic literature review</a>, <a href="https://publications.waset.org/abstracts/search?q=giftedness%20concept" title=" giftedness concept"> giftedness concept</a> </p> <a href="https://publications.waset.org/abstracts/99737/giftedness-cloud-model-a-psychological-and-ecological-vision-of-giftedness-concept" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/99737.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">167</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">161</span> Towards a Multilevel System of Talent Management in Small And Medium-Sized Enterprises: French Context Exploration</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Abid%20Kousay">Abid Kousay</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Appeared and developed essentially in large companies and multinationals, Talent Management (TM) in Small and Medium-Sized Enterprises (SMEs) has remained an under-explored subject till today. Although the literature on TM in the Anglo-Saxon context is developing, it remains monopolized in non-European contexts, especially in France. Therefore, this article aims to address these shortcomings through contributing to TM issues, by adopting a multilevel approach holding the goal of reaching a global holistic vision of interactions between various levels, while applying TM. A qualitative research study carried out within 12 SMEs in France, built on the methodological perspective of grounded theory, will be used in order to go beyond description, to generate or discover a theory or even a unified theoretical explanation. Our theoretical contributions are the results of the grounded theory, the fruit of context considerations and the dynamic of the multilevel approach. We aim firstly to determine the perception of talent and TM in SMEs. Secondly, we formalize TM in SME through the empowerment of all 3 levels in the organization (individual, collective, and organizational). And we generate a multilevel dynamic system model, highlighting the institutionalization dimension in SMEs and the managerial conviction characterized by the domination of the leader's role. Thirdly, this first study shed the light on the importance of rigorous implementation of TM in SMEs in France by directing CEO and HR and TM managers to focus on elements that upstream TM implementation and influence the system internally. Indeed, our systematic multilevel approach policy reminds them of the importance of the strategic alignment while translating TM policy into strategies and practices in SMEs. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=French%20context" title="French context">French context</a>, <a href="https://publications.waset.org/abstracts/search?q=institutionalization" title=" institutionalization"> institutionalization</a>, <a href="https://publications.waset.org/abstracts/search?q=talent" title=" talent"> talent</a>, <a href="https://publications.waset.org/abstracts/search?q=multilevel%20approach" title=" multilevel approach"> multilevel approach</a>, <a href="https://publications.waset.org/abstracts/search?q=talent%20management%20system" title=" talent management system"> talent management system</a> </p> <a href="https://publications.waset.org/abstracts/136968/towards-a-multilevel-system-of-talent-management-in-small-and-medium-sized-enterprises-french-context-exploration" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/136968.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">200</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">160</span> TALENT GAMING©: The Innovative Methodology to Explore Talents and Empower Teams by Using Board Games</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Susana%20F.%20Casla">Susana F. Casla</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Talent Gaming is an innovative methodology based on a large research done for years about how table board games can be used to empower teams. This methodology was developed thinking about the efficiency of facilitating team coaching sessions and the importance of bringing out the best of individuals when working as a team. The fact that more senses are involved in playing a board game, linked with the psychological element of space and “permission to play”, help us travel to earlier stages of our life when our authenticity was at its heights. By being focused on playing the board game, the individual does not direct their consciousness in a particular way and is rather focused in winning the board game. By doing this, his or her inner talents and authenticity surfaces and the fact that all the senses are involved impacts enormously his behaviors and attitudes. All of this combined results in an arena where our talents show up and our decision making process is not impacted by other elements, such as appearances, status or hierarchy. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=talent" title="talent">talent</a>, <a href="https://publications.waset.org/abstracts/search?q=team" title=" team"> team</a>, <a href="https://publications.waset.org/abstracts/search?q=board%20game" title=" board game"> board game</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20psychology" title=" business psychology"> business psychology</a>, <a href="https://publications.waset.org/abstracts/search?q=coaching%20teams%20at%20work" title=" coaching teams at work"> coaching teams at work</a> </p> <a href="https://publications.waset.org/abstracts/40831/talent-gaming-the-innovative-methodology-to-explore-talents-and-empower-teams-by-using-board-games" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/40831.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">374</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">159</span> Talent Management by Employee Involvement in Healthcare Industries of India: An Analytical Case Study</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Alpa%20Mehta">Alpa Mehta</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Talent acquisition, development, and retention are major issues encountered in the health care industries in any country. Recent authentic data showed that employee turnover in the field of health care is increasing day by day compare to other industrial sectors. There are many reasons behind retention issues. One of such can be the lack of involvement and engagement of health workers in day to day HRM. Health care is a noble profession and employee has to deal with the patient with the optimum level of satisfaction and productivity. So employee morale and motivation should be high. This area of concern is mostly ignored by management, and ultimately it turns into dissatisfaction and abandonment in search of other jobs. The paper analyses the HRM tools to retain healthcare employee with high moral through employee involvement. The paper includes the case study of One of the Prominent Health care institute of India has found out a way to retain talented employees in the organization with the tool of employee engagement. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employee%20involvement" title="employee involvement">employee involvement</a>, <a href="https://publications.waset.org/abstracts/search?q=health%20care%20industry" title=" health care industry"> health care industry</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20resources%20management" title=" human resources management"> human resources management</a>, <a href="https://publications.waset.org/abstracts/search?q=talent%20retention" title=" talent retention"> talent retention</a> </p> <a href="https://publications.waset.org/abstracts/64055/talent-management-by-employee-involvement-in-healthcare-industries-of-india-an-analytical-case-study" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/64055.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">456</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">158</span> Driving Performance Improvement in Mini Markets: The Impact of Talent Management, Business Skills, and Technology Adoption in Johannesburg and Cape Town, South Africa</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Fedil%20Jemal%20Ahmed">Fedil Jemal Ahmed</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This conference abstract paper presents a study that aimed to explore the impact of talent management and business skills on performance improvement in mini markets located in Johannesburg and Cape Town, South Africa. Mini markets are small retail stores that play a crucial role in providing essential goods and services to communities. However, due to their small size, they often face significant challenges in terms of resources and management. The study conducted interviews with mini market owners and managers in Johannesburg and Cape Town to understand their approach to talent management, business skills, and their impact on business performance. The results showed that effective talent management practices, including recruitment, training, and retention, along with strong business skills, had a significant positive impact on business performance in mini markets. Furthermore, the study found that the use of technology, such as point of sale systems and inventory management software, can also contribute to business performance improvement in mini markets. The results suggest that mini market owners and managers should prioritize talent management, business skills, and invest in technology to improve their business performance. Comparing the improvements made by mini markets in Johannesburg and Cape Town to those made by others, the study found that the adoption of effective talent management practices and strong business skills were key factors in driving performance improvement. Mini market owners and managers who invested in these areas were better equipped to manage their resources, enhance their customer service, and increase their profitability. When comparing the personal experiences of the fedil jemal who improved their business performance from a small market to a large one, they found that effective talent management practices and strong business skills were crucial in achieving success. Through the adoption of effective talent management practices, the fedil was able to attract and retain top talent, ensuring that the business was managed effectively. Furthermore, the fedil invested in improving their business skills, such as financial management, marketing, and customer service, which helped to increase their revenue and profitability. In terms of technology adoption, the author found that the use of point-of-sale systems and inventory management software were essential in managing their inventory and improving their customer service. By investing in technology, the fedil was able to streamline their operations and enhance their overall business performance. In conclusion, this study provides valuable insights into the importance of talent management, business skills, and technology adoption in improving business performance in mini markets. It highlights the need for mini market owners and managers to prioritize these areas and invest in them to enhance their business performance. The findings of this study have practical implications for mini market owners and managers who are looking to improve their business performance and compete in a highly competitive market. By adopting effective talent management practices, developing strong business skills, and investing in technology, mini market owners and managers can improve their operations and increase their profitability. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=talent%20management" title="talent management">talent management</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20skills" title=" business skills"> business skills</a>, <a href="https://publications.waset.org/abstracts/search?q=technology%20adoption" title=" technology adoption"> technology adoption</a>, <a href="https://publications.waset.org/abstracts/search?q=mini%20markets" title=" mini markets"> mini markets</a> </p> <a href="https://publications.waset.org/abstracts/165958/driving-performance-improvement-in-mini-markets-the-impact-of-talent-management-business-skills-and-technology-adoption-in-johannesburg-and-cape-town-south-africa" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/165958.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">101</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">157</span> Understanding Talent Management In French Small And Medium-Sized Enterprises: Towards Multi-Level Modeling</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Abid%20Kousay">Abid Kousay</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Appeared and developed essentially in large companies and multinationals, Talent Management (TM) in Small and Medium-Sized Enterprises (SMEs) has remained an under-explored subject till today. Although the literature on TM in the Anglo-Saxon context is developing, it remains monopolized in non-European contexts, especially in France. Therefore, this article aims to address these shortcomings through contributing to TM issues by adopting a multilevel approach holding the goal of reaching a global holistic vision of interactions between various levels while applying TM. A qualitative research study carried out within 12 SMEs in France, built on the methodological perspective of grounded theory, will be used in order to go beyond description, to generate or discover a theory or even a unified theoretical explanation. Our theoretical contributions are the results of the grounded theory, the fruit of context considerations and the dynamic of the multilevel approach. We aim firstly to determine the perception of talent and TM in SMEs. Secondly, we formalize TM in SME through the empowerment of all 3 levels in the organization (individual, collective, and organizational). And we generate a multilevel dynamic system model, highlighting the institutionalization dimension in SMEs and the managerial conviction characterized by the domination of the leader’s role. Thirdly, this first study sheds light on the importance of rigorous implementation of TM in SMEs in France by directing CEO and HR and TM managers to focus on elements that upstream TM implementation and influence the system internally. Indeed, our systematic multilevel approach policy reminds them of the importance of strategic alignment while translating TM policy into strategies and practices in SMEs. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=French%20context" title="French context">French context</a>, <a href="https://publications.waset.org/abstracts/search?q=multilevel%20approach" title=" multilevel approach"> multilevel approach</a>, <a href="https://publications.waset.org/abstracts/search?q=talent%20management" title=" talent management"> talent management</a>, <a href="https://publications.waset.org/abstracts/search?q=" title=""></a>, <a href="https://publications.waset.org/abstracts/search?q=TM%20system" title=" TM system"> TM system</a> </p> <a href="https://publications.waset.org/abstracts/136970/understanding-talent-management-in-french-small-and-medium-sized-enterprises-towards-multi-level-modeling" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/136970.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">216</span> </span> </div> </div> <ul class="pagination"> <li class="page-item disabled"><span class="page-link">&lsaquo;</span></li> <li class="page-item active"><span class="page-link">1</span></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=talent%20pooling&page=2">2</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=talent%20pooling&page=3">3</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=talent%20pooling&page=4">4</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=talent%20pooling&page=5">5</a></li> <li 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