{"title":"Examining Talent Management Practices in a Canadian Not-for-Profit Context: A Theory-Driven Template Analysis","authors":"M. McCaig, Davar Rezania, David Lightheart","doi":"10.7202/1091592ar","DOIUrl":null,"url":null,"abstract":"Despite significant interest in the field of talent management (TM), research has been largely confined to talent management in large corporations. Recent reviews have identified two significant gaps in the literature: 1) excessive focus on large for-profit organizations in North American, Asian and European private sectors; and 2) lack of consensus on TM definitions and activities in organizations. This article examines how TM is perceived and practised in a Canadian context. We used a theory-based approach and drew on previous conceptualizations of TM to examine the perspectives of 30 Canadian decision-makers. Using a conceptual model based on Bolander, Werr, and Asplund (2017), we observed that non-profit organization (NPO) decision-makers have a unique inclusive and competitive view of TM. Their view is defined predominantly by humanistic (acquired talent, inclusive, inputs and outputs) and competitive factors (recruitment dependence and skill development). They felt that talent should be inclusive and acquired, and many indicated that they were looking for people who could be trained. Their emphasis was on cultural fit, motivation and ability to grow intellectually and professionally, rather than on just acquiring the key skills needed for certain roles. The results indicate that TM is an organizational activity and needs to be understood and supported by the whole organization. Specifically, an inclusive view of TM requires adaptable organizational systems, such as collective agreements and accounting systems, which record how value is created in the organization. Future research could compare and contrast the views of those undertaking other functions in the organization, such as accounting, with the views of HR managers.\n \n Abstract\n \n While recognizing the importance of human capital in the success of non-profit organizations, existing research has primarily focused on talent management (TM) in large multinational organizations, mainly those in the private sectors of North America, Asia and Europe. In this article, we adopt a theory-driven approach and build on previous conceptualizations of TM to examine the perspectives of 30 Canadian nonprofit and for-profit decision-makers. Results show that Canadian decision-makers have a unique inclusive and competitive view of TM. Their view is defined predominantly by humanistic (acquired talent, inclusive, input and output) and competitive factors (reliance on recruitment and skill development). This study contributes a new perspective by providing empirical insights from managers of Canadian enterprises and pointing to implications for broader discussion, conceptualization and practice in the field.","PeriodicalId":45927,"journal":{"name":"Relations Industrielles-Industrial Relations","volume":null,"pages":null},"PeriodicalIF":0.4000,"publicationDate":"2022-08-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"1","resultStr":null,"platform":"Semanticscholar","paperid":null,"PeriodicalName":"Relations Industrielles-Industrial Relations","FirstCategoryId":"91","ListUrlMain":"https://doi.org/10.7202/1091592ar","RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q4","JCRName":"INDUSTRIAL RELATIONS & LABOR","Score":null,"Total":0}
引用次数: 1
Abstract
Despite significant interest in the field of talent management (TM), research has been largely confined to talent management in large corporations. Recent reviews have identified two significant gaps in the literature: 1) excessive focus on large for-profit organizations in North American, Asian and European private sectors; and 2) lack of consensus on TM definitions and activities in organizations. This article examines how TM is perceived and practised in a Canadian context. We used a theory-based approach and drew on previous conceptualizations of TM to examine the perspectives of 30 Canadian decision-makers. Using a conceptual model based on Bolander, Werr, and Asplund (2017), we observed that non-profit organization (NPO) decision-makers have a unique inclusive and competitive view of TM. Their view is defined predominantly by humanistic (acquired talent, inclusive, inputs and outputs) and competitive factors (recruitment dependence and skill development). They felt that talent should be inclusive and acquired, and many indicated that they were looking for people who could be trained. Their emphasis was on cultural fit, motivation and ability to grow intellectually and professionally, rather than on just acquiring the key skills needed for certain roles. The results indicate that TM is an organizational activity and needs to be understood and supported by the whole organization. Specifically, an inclusive view of TM requires adaptable organizational systems, such as collective agreements and accounting systems, which record how value is created in the organization. Future research could compare and contrast the views of those undertaking other functions in the organization, such as accounting, with the views of HR managers.
Abstract
While recognizing the importance of human capital in the success of non-profit organizations, existing research has primarily focused on talent management (TM) in large multinational organizations, mainly those in the private sectors of North America, Asia and Europe. In this article, we adopt a theory-driven approach and build on previous conceptualizations of TM to examine the perspectives of 30 Canadian nonprofit and for-profit decision-makers. Results show that Canadian decision-makers have a unique inclusive and competitive view of TM. Their view is defined predominantly by humanistic (acquired talent, inclusive, input and output) and competitive factors (reliance on recruitment and skill development). This study contributes a new perspective by providing empirical insights from managers of Canadian enterprises and pointing to implications for broader discussion, conceptualization and practice in the field.
尽管对人才管理(TM)领域有很大的兴趣,但研究主要局限于大公司的人才管理。最近的评论发现了文献中的两个重大差距:1)过度关注北美、亚洲和欧洲私营部门的大型营利性组织;2)组织对TM的定义和活动缺乏共识。这篇文章探讨了TM是如何在加拿大的背景下被感知和实践的。我们采用了基于理论的方法,并借鉴了以往的TM概念来研究30位加拿大决策者的观点。利用基于Bolander, Werr, and Asplund(2017)的概念模型,我们观察到非营利组织(NPO)决策者对TM具有独特的包容性和竞争性观点。他们的观点主要由人文因素(获得的人才,包容性,投入和产出)和竞争因素(招聘依赖和技能发展)来定义。他们认为人才应该是包容性的和可获得的,许多人表示他们正在寻找可以训练的人。他们的重点是文化契合度、动机以及智力和专业成长的能力,而不仅仅是获得某些角色所需的关键技能。研究结果表明,TM是一项组织活动,需要得到整个组织的理解和支持。具体地说,TM的包容性观点需要适应性强的组织系统,例如集体协议和会计系统,它们记录了组织中价值是如何创造的。未来的研究可以比较和对比那些在组织中承担其他职能的人的观点,如会计,与人力资源经理的观点。虽然认识到人力资本在非营利组织成功中的重要性,但现有的研究主要集中在大型跨国组织的人才管理(TM)上,主要是北美、亚洲和欧洲的私营部门。在这篇文章中,我们采用理论驱动的方法,并在之前的TM概念的基础上,研究了30位加拿大非营利和营利性决策者的观点。结果表明,加拿大决策者对TM具有独特的包容性和竞争性观点。他们的观点主要由人文因素(获得的人才,包容性,投入和产出)和竞争因素(依赖招聘和技能发展)来定义。本研究提供了加拿大企业管理者的经验见解,为该领域更广泛的讨论、概念化和实践提供了新的视角。