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Strategic Talent Management

In: Do We Need HR?

Author

Listed:
  • Paul Sparrow

    (Lancaster University)

  • Martin Hird

    (Lancaster University)

  • Cary L. Cooper

    (Lancaster University)

Abstract

In Chapters 2, 3, 4 and 5 we laid out a series of strategic performance drivers that organizations continue to grapple with. One of the ways that organizations are responding to these challenges is to become much more analytical — they are bringing skills around big data and HR analytics to the fore, a discipline that itself draws upon some of the ideas about human capital (or workforce) analytics or accounting (HCA) and later also on strategic workforce planning (SWP). What ties all of these developments together is the question of talent — and our changing understanding about what makes people talented in today’s business environment. We have clearly entered an environment of unprecedented business risk — nations are pitched against capital markets, markets could disappear overnight along with the ability to finance business models, and consumer behavior may take years to revert to normality, or indeed may start to create a new normality. As organizations continue to navigate their way through turbulent waters, even as business confidence is returning, the demands placed upon those deemed to be leading talent are extreme.

Suggested Citation

  • Paul Sparrow & Martin Hird & Cary L. Cooper, 2015. "Strategic Talent Management," Palgrave Macmillan Books, in: Do We Need HR?, chapter 0, pages 177-212, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-1-137-31377-5_7
    DOI: 10.1057/9781137313775_7
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    Cited by:

    1. Prabhashini Wijewantha, 2018. "Developing the corporate global leadership bench strength through transformational leaders," Asian Journal of Empirical Research, Asian Economic and Social Society, vol. 8(12), pages 453-467, December.

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