Talent Management and Organizational Reputation
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The assignment delves into the significance of talent management in businesses, highlighting its role in creating growth and success. It examines various resources, such as academic journals, online articles, and books, to provide a comprehensive understanding of talent management and organizational reputation.
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ASSIGNMENT 1 FRONT SHEET
Qualification BTEC Level 5 HND Diploma in Business
Unit number and title Unit 11: Research Project
Submission date 04/02/2020 Date Received 1st submission 04/02/2020
Re-submission Date Date Received 2nd submission
Student Name Cao Phuong Linh Student ID GBH190801
Class GBH0809 Assessor name Hoang Thi Lan Anh
Student declaration
I certify that the assignment submission is entirely my own work and I fully understand the consequences of plagiarism. I understand that
making a false declaration is a form of malpractice.
Student’s signature linh
Grading grid
P1 P2 M1
ASSIGNMENT 1 FRONT SHEET
Qualification BTEC Level 5 HND Diploma in Business
Unit number and title Unit 11: Research Project
Submission date 04/02/2020 Date Received 1st submission 04/02/2020
Re-submission Date Date Received 2nd submission
Student Name Cao Phuong Linh Student ID GBH190801
Class GBH0809 Assessor name Hoang Thi Lan Anh
Student declaration
I certify that the assignment submission is entirely my own work and I fully understand the consequences of plagiarism. I understand that
making a false declaration is a form of malpractice.
Student’s signature linh
Grading grid
P1 P2 M1
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Summative Feedback: Resubmission Feedback:
Grade: Assessor Signature: Date:
Internal Verifier’s Comments:
Signature & Date:
Summative Feedback: Resubmission Feedback:
Grade: Assessor Signature: Date:
Internal Verifier’s Comments:
Signature & Date:
3
Table of Contents
RESEARCH PROPOSAL FORM .................................................................................................................................................... 4
Section One: Title, objective, responsibilities ...................................................................................................................... 4
Section Two: Reasons for choosing this research project .................................................................................................... 4
Section Three: Literature sources searched ......................................................................................................................... 4
1. Employer Reputation................................................................................................................................................. 4
1.1 Definition of Employer Reputation ....................................................................................................................... 4
1.2 Factors/components of Employer Reputation: definition ................................................................................... 6
1.3 Impacts of Employer Reputation on employees and potenial candidates.......................................................... 7
2. Talent management .................................................................................................................................................. 9
2.1 Talent definition .................................................................................................................................................... 9
2.2 Talent management process ............................................................................................................................... 10
2.3 Talent acquisition definition and methods ......................................................................................................... 13
3. Gaps in the literature review .................................................................................................................................. 15
Section Four: Activities and timescales .............................................................................................................................. 17
Section Five: Research approach and methodologies........................................................................................................ 18
RESEARCH ETHICS FORM ......................................................................................................................................................... 19
REFERENCES ............................................................................................................................................................................. 25
Table of Contents
RESEARCH PROPOSAL FORM .................................................................................................................................................... 4
Section One: Title, objective, responsibilities ...................................................................................................................... 4
Section Two: Reasons for choosing this research project .................................................................................................... 4
Section Three: Literature sources searched ......................................................................................................................... 4
1. Employer Reputation................................................................................................................................................. 4
1.1 Definition of Employer Reputation ....................................................................................................................... 4
1.2 Factors/components of Employer Reputation: definition ................................................................................... 6
1.3 Impacts of Employer Reputation on employees and potenial candidates.......................................................... 7
2. Talent management .................................................................................................................................................. 9
2.1 Talent definition .................................................................................................................................................... 9
2.2 Talent management process ............................................................................................................................... 10
2.3 Talent acquisition definition and methods ......................................................................................................... 13
3. Gaps in the literature review .................................................................................................................................. 15
Section Four: Activities and timescales .............................................................................................................................. 17
Section Five: Research approach and methodologies........................................................................................................ 18
RESEARCH ETHICS FORM ......................................................................................................................................................... 19
REFERENCES ............................................................................................................................................................................. 25
4
RESEARCH PROPOSAL FORM
Section One: Title, objective, responsibilities
In the current corporate context, talent management is a dilemma that any company is facing. This research will
enable companies to build talent networks and deal with shortages of high-quality workers. With the big theme
"Talent Management", the title of this small project is about Employer Reputation and in order to answer the
research question is “What are impacts of Employer Reputation on talent’s application decision?”. The objective
of this research project is to find out how an employer's reputation influences talent recruitment decisions.
Section Two: Reasons for choosing this research project
There are two main reasons for me to choose this project for my research.
First, when I decided to research this project, I thought this topic was essential for a young graduate like me to
choose the right company for me. And I also want to find out why the reputation of an employer like Deloitte
attracts so much talent. Thereby, I can find a position for myself at each stage of developing my own
orientation.
The other reason I chose this topic is because it combines from Human Resource Management course, which I
have studied before to give me a more comprehensive view of how to manage human resources and especially
how to manage talent in a company or a large organization.
Section Three: Literature sources searched
1. Employer Reputation
In the search for an employer's reputation, the following 3 parts investigate the reputation of employers in
depth. Firstly, an employer's reputation must be established in compliance with current research papers. The
factors and components of employer's reputation are thus identified. The final segment discusses the impacts of
Employer Reputation on employees and potenial candidates.
1.1 Definition of Employer Reputation
In a growing number of academic studies in management literature, the concept of employer reputation, at
once simple and complex, plays a central role. Reputation is focused on previous behavior and associations of
RESEARCH PROPOSAL FORM
Section One: Title, objective, responsibilities
In the current corporate context, talent management is a dilemma that any company is facing. This research will
enable companies to build talent networks and deal with shortages of high-quality workers. With the big theme
"Talent Management", the title of this small project is about Employer Reputation and in order to answer the
research question is “What are impacts of Employer Reputation on talent’s application decision?”. The objective
of this research project is to find out how an employer's reputation influences talent recruitment decisions.
Section Two: Reasons for choosing this research project
There are two main reasons for me to choose this project for my research.
First, when I decided to research this project, I thought this topic was essential for a young graduate like me to
choose the right company for me. And I also want to find out why the reputation of an employer like Deloitte
attracts so much talent. Thereby, I can find a position for myself at each stage of developing my own
orientation.
The other reason I chose this topic is because it combines from Human Resource Management course, which I
have studied before to give me a more comprehensive view of how to manage human resources and especially
how to manage talent in a company or a large organization.
Section Three: Literature sources searched
1. Employer Reputation
In the search for an employer's reputation, the following 3 parts investigate the reputation of employers in
depth. Firstly, an employer's reputation must be established in compliance with current research papers. The
factors and components of employer's reputation are thus identified. The final segment discusses the impacts of
Employer Reputation on employees and potenial candidates.
1.1 Definition of Employer Reputation
In a growing number of academic studies in management literature, the concept of employer reputation, at
once simple and complex, plays a central role. Reputation is focused on previous behavior and associations of
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the organization, but it can be suddenly altered as fresh details about past activities of the company becomes
apparent or when observers find out about current behavior or associations of the company (Lange, Lee and
Dai, 2010). The employer reputation is also known as the reputation of the organization or the reputation of a
corporation or business.
There are 3 main concepts of employer reputation, based on Organizational Reputation: A Review of Donald
Lange & Peggy M. Lee, belonged to Arizona State University and Ye Dai in University of Texas–Austin, was
written in January in 2011.
In a number of published research in management literature, one definition of employer reputation can be
illustrated by the concept that reputation can be simply to be well known. This conceptualization is also a
component of multidimensional frames of definition by Rindova et al (2005). This dimension is defined by
Rindova et al (2005) as 'prominence' and it is suggested that the degree to which an organization is widely
recognized among stakeholders in its field of organization and its outstanding role in relation to its competitors
is a significant element in the reputation of employer. In a similar direction, the company reputation by Saxton
and Dollinger (2005) refers to "brand name". If a company is well known, observes have a good understanding
of its core qualities, especially compare to other businesses.
A second conceptualisation of the reputation of the employer is that reputation means that the business has a
special benefit or merit attribute to the perceiver. This definition is also part of multidimensional description
structures which is researched by Fischer and Reuber (2007), Love and Kraatz (2009), and Rindova et al (2005).
The study states that the reputation "is an evaluation of a specific characteristics or attribute" according to
Fischer and Reuber (2007). For instance, a business is regarded as an aggressive predator for price or for selling
better products. Rindova et al also explored the word "quality perceived quality" in 2005. The terms "perceived
quality" imply the degree to which the parties involved measure a business favorably on its basic attributes,
such as the ability to deliver products of quality.
In this type of concept, Rhee and Haunschild (2006) also describes reputation as "a subjective evaluation in
consumer quality perceived by the producer" as the concept known for something conceptualization. Bergh,
Ketchen, Boyd, and Bergh (2010) state that "the reputation of a group of companies is geared to understanding
differences in product quality". Therefore, Deutsch and Ross (2003) proclaim in this vein is that companies will
the organization, but it can be suddenly altered as fresh details about past activities of the company becomes
apparent or when observers find out about current behavior or associations of the company (Lange, Lee and
Dai, 2010). The employer reputation is also known as the reputation of the organization or the reputation of a
corporation or business.
There are 3 main concepts of employer reputation, based on Organizational Reputation: A Review of Donald
Lange & Peggy M. Lee, belonged to Arizona State University and Ye Dai in University of Texas–Austin, was
written in January in 2011.
In a number of published research in management literature, one definition of employer reputation can be
illustrated by the concept that reputation can be simply to be well known. This conceptualization is also a
component of multidimensional frames of definition by Rindova et al (2005). This dimension is defined by
Rindova et al (2005) as 'prominence' and it is suggested that the degree to which an organization is widely
recognized among stakeholders in its field of organization and its outstanding role in relation to its competitors
is a significant element in the reputation of employer. In a similar direction, the company reputation by Saxton
and Dollinger (2005) refers to "brand name". If a company is well known, observes have a good understanding
of its core qualities, especially compare to other businesses.
A second conceptualisation of the reputation of the employer is that reputation means that the business has a
special benefit or merit attribute to the perceiver. This definition is also part of multidimensional description
structures which is researched by Fischer and Reuber (2007), Love and Kraatz (2009), and Rindova et al (2005).
The study states that the reputation "is an evaluation of a specific characteristics or attribute" according to
Fischer and Reuber (2007). For instance, a business is regarded as an aggressive predator for price or for selling
better products. Rindova et al also explored the word "quality perceived quality" in 2005. The terms "perceived
quality" imply the degree to which the parties involved measure a business favorably on its basic attributes,
such as the ability to deliver products of quality.
In this type of concept, Rhee and Haunschild (2006) also describes reputation as "a subjective evaluation in
consumer quality perceived by the producer" as the concept known for something conceptualization. Bergh,
Ketchen, Boyd, and Bergh (2010) state that "the reputation of a group of companies is geared to understanding
differences in product quality". Therefore, Deutsch and Ross (2003) proclaim in this vein is that companies will
6
build reputations for many things about which many others are concerned. For example, a company is
recognized for its management efficiency, product or service quality, environmental and Community
responsibility, innovation and the soundness about financial.
The third conception of the reputation is a general appraisal of the organisation's favorability character,
including "appreciation, consideration of the company's placement and the company's appeal" (Barnett, Jermier
and Lafferty, 2006). This concept is also one aspect of Fischer and Reuber's multidimensional description
structures in 2007. Contrary to the second concept, the abstract conceptualization of favorability means
impression assumptions about the business which are focused on various organizational characteristics rather
than on perceptions of particular organizational outcomes of a given audience. Considering that, under the
established conceptualisation, constituencies look the business to suit their own unique needs (e.g.
environmental performance), the perceivors consider that the overall company is more or less decent and
appealing under the general favorable conceptualisation. As the other aspects of the corporate credibility,
reputation metrics in the general dimension of favorability depend strongly on whether public researchers or
practitioners wish to examine.
The three main concepts of an employer's reputation are discussed in the above three sections based on the
word "reputation". Although there are many research papers on employer reputation, the other three main
concepts have somewhat covered every aspect when understanding its definition.
1.2 Factors/components of Employer Reputation: definition
These elements are also considered employer reputation measures. Lloyd and Mortimer (2006) are the six core
components of corporate reputation to describe performance, identity, image, brand, management and ethical
leadership.
In his analysis, Schwaiger (2004), however, defined precisely ten components of employer reputation in terms
of components and parameters. The following parts are part of these factors.
The first is the “quality of the workers”, which lies in the quality of workforce companies hiring. The next aspect
is the “depth of motivation and talents” which prove that they are handled and the nature of their job
behaviour, which is integrated into the public domain, and which therefore influences their reputation or
build reputations for many things about which many others are concerned. For example, a company is
recognized for its management efficiency, product or service quality, environmental and Community
responsibility, innovation and the soundness about financial.
The third conception of the reputation is a general appraisal of the organisation's favorability character,
including "appreciation, consideration of the company's placement and the company's appeal" (Barnett, Jermier
and Lafferty, 2006). This concept is also one aspect of Fischer and Reuber's multidimensional description
structures in 2007. Contrary to the second concept, the abstract conceptualization of favorability means
impression assumptions about the business which are focused on various organizational characteristics rather
than on perceptions of particular organizational outcomes of a given audience. Considering that, under the
established conceptualisation, constituencies look the business to suit their own unique needs (e.g.
environmental performance), the perceivors consider that the overall company is more or less decent and
appealing under the general favorable conceptualisation. As the other aspects of the corporate credibility,
reputation metrics in the general dimension of favorability depend strongly on whether public researchers or
practitioners wish to examine.
The three main concepts of an employer's reputation are discussed in the above three sections based on the
word "reputation". Although there are many research papers on employer reputation, the other three main
concepts have somewhat covered every aspect when understanding its definition.
1.2 Factors/components of Employer Reputation: definition
These elements are also considered employer reputation measures. Lloyd and Mortimer (2006) are the six core
components of corporate reputation to describe performance, identity, image, brand, management and ethical
leadership.
In his analysis, Schwaiger (2004), however, defined precisely ten components of employer reputation in terms
of components and parameters. The following parts are part of these factors.
The first is the “quality of the workers”, which lies in the quality of workforce companies hiring. The next aspect
is the “depth of motivation and talents” which prove that they are handled and the nature of their job
behaviour, which is integrated into the public domain, and which therefore influences their reputation or
7
otherwise. Management quality is next, then well-managed companies like the public, which can still boast
high-quality managers and good vision for the future.
The fourth factor is financial performance, which improves its reputation once a company is formed to become
financially powerful, has long-term profitability and consistent growth potential. The fifth is the quality of
products and services, with companies contributing to their reputation by providing good quality products and
services that can be verified. High-quality products and services provided by companies could also be the start
of the road to gain a reputation.
Market leadership is one of the factors that are respected by companies which have grown well to become
market leaders. This admiration is part of the group's intangible properties. The other factor is that a company
cares for its clients, which turns into ideals that create a reputational fortress for themselves. This increases
companies' ability to build solid consumer commitments. When people feel well about an organization for
reasons relevant to the positive perception they have about an organization, it may be said that the
attractiveness or emotional appeal of the company is the next. Organizations should then constantly revisit their
plans to continue to benefit from this commodity. (Schwaiger, 2004)
It rewardes organizations in recognizing social obligations and promoting good cause in society as the following
is related to social responsibility. These are not unrewarded. This last aspect concerns ethical behaviour, which
is valued, revered and embraced as an epitome of trust while an institution conducts ethically. This gives its
image a great prestige. Reliability is viewed as trustworthy as the company that maintains the goods or services
and delivers consistent services.
It must be remembered that the quality of governmence found in companies directly impacts all of the above
ten components.
1.3 Impacts of Employer Reputation on employees and potenial candidates
The reputation of an employer really has an impact on employees and potential candidates. There are two
states of employer reputation, including the bad one and the good one, which actually affect both the
employees and the talented candidates in two ways.
otherwise. Management quality is next, then well-managed companies like the public, which can still boast
high-quality managers and good vision for the future.
The fourth factor is financial performance, which improves its reputation once a company is formed to become
financially powerful, has long-term profitability and consistent growth potential. The fifth is the quality of
products and services, with companies contributing to their reputation by providing good quality products and
services that can be verified. High-quality products and services provided by companies could also be the start
of the road to gain a reputation.
Market leadership is one of the factors that are respected by companies which have grown well to become
market leaders. This admiration is part of the group's intangible properties. The other factor is that a company
cares for its clients, which turns into ideals that create a reputational fortress for themselves. This increases
companies' ability to build solid consumer commitments. When people feel well about an organization for
reasons relevant to the positive perception they have about an organization, it may be said that the
attractiveness or emotional appeal of the company is the next. Organizations should then constantly revisit their
plans to continue to benefit from this commodity. (Schwaiger, 2004)
It rewardes organizations in recognizing social obligations and promoting good cause in society as the following
is related to social responsibility. These are not unrewarded. This last aspect concerns ethical behaviour, which
is valued, revered and embraced as an epitome of trust while an institution conducts ethically. This gives its
image a great prestige. Reliability is viewed as trustworthy as the company that maintains the goods or services
and delivers consistent services.
It must be remembered that the quality of governmence found in companies directly impacts all of the above
ten components.
1.3 Impacts of Employer Reputation on employees and potenial candidates
The reputation of an employer really has an impact on employees and potential candidates. There are two
states of employer reputation, including the bad one and the good one, which actually affect both the
employees and the talented candidates in two ways.
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8
On the one hand, the direction of the employer's reputation is in the bad direction. Research by Mr. Wade
Burgess - Global Vice President of LinkedIn Talent Solutions and has worked in the talent and technology field
for more than 15 years shows that the top three factors contribute the most to a bad reputation for a The
workplace is concerned about job security, team dysfunction, and poor leadership. According to his survey, the
reputation of employers among employees and candidates, even a 10% salary increase only attracts 28% of
them to join such a company. This proves that a bad reputation does not seem to be attractive and convincing
enough for both contemporaries and prospective candidates to come to work. (Burgess, 2016)
On the other hand, it seems to have a positive effect both on employees and potential applicants in the future,
in the direction of the good reputation of the employer. One reason is that a well-known organization raises
workers' morale. An employee in that enterprise shows a high degree of trust in dealing with business
questions, is proud to be affiliated to such renowned organisations, and speaks about the enterprise
everywhere. Some people tend to work in a respectable enterprise and think little of their revenues because of
the company's good name. As a result, the company's good reputation gives existing employees an identity and
is well-treated so that the office attracts new personnel outside the company, who have professional
experience and talent. can play a huge role in the organization. (Otchere-Ankrah, Tenakwah and Tenakwah,
2015)
Moreover, the reputation of a corporation influences the actions and attitude of its employees. Results from the
research of Otchere-Ankrah, Tenakwah and Tenakwah (2015) show that the reputation of an organization
decides whether the decision is taken by a person to apply or not. This indicates that employees will decide on
their jobs on the basis of the reputation they possess. The decision by an employee to continue working for an
organization less paying than another may be a product of the prestige and reputation of the organization. This
is consistent with Kelly's research (2010) , which shows that reputation is a significant determinant of employee
engagement.
Furthermore, the results suggest that workers are more likely than organisations, to have a reputation for
themselves, to continue operating with these firms more enthusiastically, than to have no reputation for their
business. Staff also have the potential to show the reputation of customer care and relationships. This is in line
with Imran Ali and Jawaria Fatima Ali (2011) research showing that if an employee is aware of a company's
On the one hand, the direction of the employer's reputation is in the bad direction. Research by Mr. Wade
Burgess - Global Vice President of LinkedIn Talent Solutions and has worked in the talent and technology field
for more than 15 years shows that the top three factors contribute the most to a bad reputation for a The
workplace is concerned about job security, team dysfunction, and poor leadership. According to his survey, the
reputation of employers among employees and candidates, even a 10% salary increase only attracts 28% of
them to join such a company. This proves that a bad reputation does not seem to be attractive and convincing
enough for both contemporaries and prospective candidates to come to work. (Burgess, 2016)
On the other hand, it seems to have a positive effect both on employees and potential applicants in the future,
in the direction of the good reputation of the employer. One reason is that a well-known organization raises
workers' morale. An employee in that enterprise shows a high degree of trust in dealing with business
questions, is proud to be affiliated to such renowned organisations, and speaks about the enterprise
everywhere. Some people tend to work in a respectable enterprise and think little of their revenues because of
the company's good name. As a result, the company's good reputation gives existing employees an identity and
is well-treated so that the office attracts new personnel outside the company, who have professional
experience and talent. can play a huge role in the organization. (Otchere-Ankrah, Tenakwah and Tenakwah,
2015)
Moreover, the reputation of a corporation influences the actions and attitude of its employees. Results from the
research of Otchere-Ankrah, Tenakwah and Tenakwah (2015) show that the reputation of an organization
decides whether the decision is taken by a person to apply or not. This indicates that employees will decide on
their jobs on the basis of the reputation they possess. The decision by an employee to continue working for an
organization less paying than another may be a product of the prestige and reputation of the organization. This
is consistent with Kelly's research (2010) , which shows that reputation is a significant determinant of employee
engagement.
Furthermore, the results suggest that workers are more likely than organisations, to have a reputation for
themselves, to continue operating with these firms more enthusiastically, than to have no reputation for their
business. Staff also have the potential to show the reputation of customer care and relationships. This is in line
with Imran Ali and Jawaria Fatima Ali (2011) research showing that if an employee is aware of a company's
9
strategic reputation, they will have a deeper understanding of the organization's situation and they will deliver
more promising value, make more appointments for their stakeholders.
In short, the reputation of the employer has an important influence on the employees in the company and at
the same time has a positive attraction to potential candidates. The reputation of the employer is both the
foundation for employees to have the opportunity to develop the right direction of the company, but also helps
to attract many other talented candidates to take the company to new levels.
2. Talent management
In the section on talent management, to explore the ways of talent management, first of all, the definition of
the word "talent" will be provided. The next step is to explore the talent management process, from which it
will be learnt more about methods of acquiring talent, including definitions and methods.
2.1 Talent definition
The word “talent” is known for millennia, and lexicologists have recognized how the term varies greatly with the
times, people and places of interest (Tansley, 2011, p. 267). Understanding the origin and development of the
talent already illuminates the various ideational and conceptual channels in which contemporary discussion and
exploration of the talent competition are based. The novelists derived talent (the root for talent in the old
English) from the Greek tálanton (τάλαντον), referring to a specific measured weight and coin unit of very rich
people (Gallardo-Gallardo, Dries and González-Cruz, 2013). Talent was employed in the thirteenth century to
indicate a passion, the natural quality of a person's activities (Hoad, 2008). During the late Middle Ages, talent
meant the mental ability that was divinely entrusted to people for personal use (Hoad, 2008; Knowles, 2005). A
similar view of talent was held throughout the seventeenth century—i.e., talent as inborn aptitudes and skills
possessed by special people, albeit without reference to divinity (Knowles, 2005). Turning to modern-day
dictionaries, it is found “talent” being defined as “a natural ability to do something well” (Mayor, 2011) and “a
special aptitude or faculty; high mental ability, a person or persons of talent” (Concise Oxford Dictionary, 1990).
In the current debates about talent, several types of talent are taken from the beginning . This is called "innate
talent" and is usually talked about in musical or sports talent. Others argue, however, that it is too strong to
base talent on innate ability and make the person excellent in future (Howe, Davidson and Sloboda, 1998).
strategic reputation, they will have a deeper understanding of the organization's situation and they will deliver
more promising value, make more appointments for their stakeholders.
In short, the reputation of the employer has an important influence on the employees in the company and at
the same time has a positive attraction to potential candidates. The reputation of the employer is both the
foundation for employees to have the opportunity to develop the right direction of the company, but also helps
to attract many other talented candidates to take the company to new levels.
2. Talent management
In the section on talent management, to explore the ways of talent management, first of all, the definition of
the word "talent" will be provided. The next step is to explore the talent management process, from which it
will be learnt more about methods of acquiring talent, including definitions and methods.
2.1 Talent definition
The word “talent” is known for millennia, and lexicologists have recognized how the term varies greatly with the
times, people and places of interest (Tansley, 2011, p. 267). Understanding the origin and development of the
talent already illuminates the various ideational and conceptual channels in which contemporary discussion and
exploration of the talent competition are based. The novelists derived talent (the root for talent in the old
English) from the Greek tálanton (τάλαντον), referring to a specific measured weight and coin unit of very rich
people (Gallardo-Gallardo, Dries and González-Cruz, 2013). Talent was employed in the thirteenth century to
indicate a passion, the natural quality of a person's activities (Hoad, 2008). During the late Middle Ages, talent
meant the mental ability that was divinely entrusted to people for personal use (Hoad, 2008; Knowles, 2005). A
similar view of talent was held throughout the seventeenth century—i.e., talent as inborn aptitudes and skills
possessed by special people, albeit without reference to divinity (Knowles, 2005). Turning to modern-day
dictionaries, it is found “talent” being defined as “a natural ability to do something well” (Mayor, 2011) and “a
special aptitude or faculty; high mental ability, a person or persons of talent” (Concise Oxford Dictionary, 1990).
In the current debates about talent, several types of talent are taken from the beginning . This is called "innate
talent" and is usually talked about in musical or sports talent. Others argue, however, that it is too strong to
base talent on innate ability and make the person excellent in future (Howe, Davidson and Sloboda, 1998).
10
However, others agree that while its full effects may not be obvious in a very early stage, some advance
indications will be provided that trained people will be able to identify the presence of talent prior to
exceptional levels of mature performance. These early talent indications provide a basis to predict who can
excel. They argue only a minority has the ability to predict or explain differential success if everyone was there.
According to Gagné, (2000), there are only a few people with the necessary capability regardless of academia,
arts, leisure, sport, social action, technology or enterprise, who can influence in a specific field of human effort.
Gagné, (2000) argues that talent is the result of the learning experience of a person. Tansley, (2011), based on a
diverse group of researchers working on a definition of talent, says that Gagné, (2000) is the one who sees that
the term talent refers to the highest level mastery of skills and expertise systematically developed in at least
one field of human efforts.
2.2 Talent management process
In the following framework, by researching of Phillips and Roper (2009) all actions regarding talent management
can be derived. In this framework, there are five key elements: attracting; selecting; engaging; developing; and
retaining employees.
Figure 1: Talent management process (Phillips and Roper, 2009)
However, others agree that while its full effects may not be obvious in a very early stage, some advance
indications will be provided that trained people will be able to identify the presence of talent prior to
exceptional levels of mature performance. These early talent indications provide a basis to predict who can
excel. They argue only a minority has the ability to predict or explain differential success if everyone was there.
According to Gagné, (2000), there are only a few people with the necessary capability regardless of academia,
arts, leisure, sport, social action, technology or enterprise, who can influence in a specific field of human effort.
Gagné, (2000) argues that talent is the result of the learning experience of a person. Tansley, (2011), based on a
diverse group of researchers working on a definition of talent, says that Gagné, (2000) is the one who sees that
the term talent refers to the highest level mastery of skills and expertise systematically developed in at least
one field of human efforts.
2.2 Talent management process
In the following framework, by researching of Phillips and Roper (2009) all actions regarding talent management
can be derived. In this framework, there are five key elements: attracting; selecting; engaging; developing; and
retaining employees.
Figure 1: Talent management process (Phillips and Roper, 2009)
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In terms of attracting, it is often the responsibility of the recruiting skilled persons to source and screen the
bright talent for the recruiter. This task requires not only time, but also financial investment, especially when a
management search company is used. An organization must be creative in developing a strategy for recruitment
and avoid traditional recruitment methods for attracting generation Y and Z. Interactive networking sites,
accessible events (for prospects and relatives or friends), referral programs, internships and online workboards,
are recommended strategies for this generation. (Phillips and Roper, 2009)
Selecting comes next. The subjectivity of the assessment of resumes and answers to interview questions makes
these practices less reliable, and exposes companies to greater legal ramifications. Traditional recruitment
practices, such as reviewing summaries, checking references as well as conducting interviews, get outdated. In
combination with additional recruitment instruments to improve companies' possibilities for matching the right
person to the job, especially "talent" it is becoming increasingly common to include an objective measure of
performance, such as psychological assessment. The selection, promotion and placement tools may be useful in
behavioral interviews, personality assessments and job knowledge testing. (FMI, 2007)
It is only the beginning and the most simple of the phases to attract and select the talent. While pay and
benefits may attract employees initially, the importance of employee engagement is now being realized by top
companies. Engagement is much more than pleasure. A satisfied staff member is satisfied with current pay,
benefits and atmosphere. This contentment can lead to doubts about any additional initiative or achievement
and creates a worker who has the status quo comfortable.
When managers measure the involvement of their own organisation, they want to find ways to improve
participation between all ranks immediately. Indeed, many hope to improve their engagement, and hope that
the disengaged employee changes gear and gets involved. This is not likely to change. Employee engagement is
in many cases a result of strong leadership. The challenge and opportunity is to strengthen the engagement of
our employees. This engagement can best be achieved by recognizing that four different generations work in
organisations.
A separate and distinct protocol is provided for each generation to increase their engagement. Traditionalists,
for example, are the most satisfied and often committed people who might not face the challenges of childcare,
who are retired and able to work for the "fun of" themselves. These traditionalists are more happy and see
In terms of attracting, it is often the responsibility of the recruiting skilled persons to source and screen the
bright talent for the recruiter. This task requires not only time, but also financial investment, especially when a
management search company is used. An organization must be creative in developing a strategy for recruitment
and avoid traditional recruitment methods for attracting generation Y and Z. Interactive networking sites,
accessible events (for prospects and relatives or friends), referral programs, internships and online workboards,
are recommended strategies for this generation. (Phillips and Roper, 2009)
Selecting comes next. The subjectivity of the assessment of resumes and answers to interview questions makes
these practices less reliable, and exposes companies to greater legal ramifications. Traditional recruitment
practices, such as reviewing summaries, checking references as well as conducting interviews, get outdated. In
combination with additional recruitment instruments to improve companies' possibilities for matching the right
person to the job, especially "talent" it is becoming increasingly common to include an objective measure of
performance, such as psychological assessment. The selection, promotion and placement tools may be useful in
behavioral interviews, personality assessments and job knowledge testing. (FMI, 2007)
It is only the beginning and the most simple of the phases to attract and select the talent. While pay and
benefits may attract employees initially, the importance of employee engagement is now being realized by top
companies. Engagement is much more than pleasure. A satisfied staff member is satisfied with current pay,
benefits and atmosphere. This contentment can lead to doubts about any additional initiative or achievement
and creates a worker who has the status quo comfortable.
When managers measure the involvement of their own organisation, they want to find ways to improve
participation between all ranks immediately. Indeed, many hope to improve their engagement, and hope that
the disengaged employee changes gear and gets involved. This is not likely to change. Employee engagement is
in many cases a result of strong leadership. The challenge and opportunity is to strengthen the engagement of
our employees. This engagement can best be achieved by recognizing that four different generations work in
organisations.
A separate and distinct protocol is provided for each generation to increase their engagement. Traditionalists,
for example, are the most satisfied and often committed people who might not face the challenges of childcare,
who are retired and able to work for the "fun of" themselves. These traditionalists are more happy and see
12
work rather than a way of achieving ends as an activity. Baby boomers need energy; they are generally called
work-a-holics and are generally "stressed out." This is also the group that shows the least satisfaction with their
immediate supervisor or manager (Lancaster and Stillman, 2002).
Young workers, Gen-Xers as well as Millennials, are uncomfortable at work, not because of inexperience or
difficulties adjustments. They are looking for a different kind of job balance. Since early life, this group has
watched their parents fight in corporations at the end of the 20th century and they appear to have decided to
take up several careers at an early stage. This age group seeks a robust and engaging place of work which
promotes college, teamwork and fun. They are looking for wide-ranging opportunities to learn and grow,
including challenges and flexibility and leisure activities. Their supervisor or mentor is also looking for
immediate feedback. They want to work for someone who appreciates the point of view of a person and
promotes their development (Dychtwald et al., 2006).
The next aspect is Developing. In order to achieve them, strategies should be tailor-made to each generation
due to its unique features. However, there are common threads which generally increase retention. Gostick and
Elton (2007) report that their employees remain in a good relationship with their managers. It is reported that
there are opportunities for personal growth and development. It is also reported that they will maintain an
equilibrium between work-life. "The chance to learn, grow and try new things" ranked among the ten
fundamental elements in a national survey of employees and their preferences. It was higher than the
additional salary, more holidays, flexible working halls, work which is stimulating and even a small margin, an
enjoyable workplace (Dychtwald et al., 2006).
Employees at every level of employment appreciate learning, but people in small businesses appreciate learning
above bigger people, and those who work more than 50 hours a week show an above average learning
appreciation. The preference for learning and growing is significantly higher than in other sectors for employees
in business and professional services, information, technology and construction. These findings therefore
support the value of the organization as what David Garvin of the Harvard Business School describes as a
“learning organization" that "is skilled in creating knowledge, acquisition, interpretation, transfer and
conservation and subsequently changes its conduct to reflect new understandings and insights" (Dychtwald et
al., 2006, p. 164).
work rather than a way of achieving ends as an activity. Baby boomers need energy; they are generally called
work-a-holics and are generally "stressed out." This is also the group that shows the least satisfaction with their
immediate supervisor or manager (Lancaster and Stillman, 2002).
Young workers, Gen-Xers as well as Millennials, are uncomfortable at work, not because of inexperience or
difficulties adjustments. They are looking for a different kind of job balance. Since early life, this group has
watched their parents fight in corporations at the end of the 20th century and they appear to have decided to
take up several careers at an early stage. This age group seeks a robust and engaging place of work which
promotes college, teamwork and fun. They are looking for wide-ranging opportunities to learn and grow,
including challenges and flexibility and leisure activities. Their supervisor or mentor is also looking for
immediate feedback. They want to work for someone who appreciates the point of view of a person and
promotes their development (Dychtwald et al., 2006).
The next aspect is Developing. In order to achieve them, strategies should be tailor-made to each generation
due to its unique features. However, there are common threads which generally increase retention. Gostick and
Elton (2007) report that their employees remain in a good relationship with their managers. It is reported that
there are opportunities for personal growth and development. It is also reported that they will maintain an
equilibrium between work-life. "The chance to learn, grow and try new things" ranked among the ten
fundamental elements in a national survey of employees and their preferences. It was higher than the
additional salary, more holidays, flexible working halls, work which is stimulating and even a small margin, an
enjoyable workplace (Dychtwald et al., 2006).
Employees at every level of employment appreciate learning, but people in small businesses appreciate learning
above bigger people, and those who work more than 50 hours a week show an above average learning
appreciation. The preference for learning and growing is significantly higher than in other sectors for employees
in business and professional services, information, technology and construction. These findings therefore
support the value of the organization as what David Garvin of the Harvard Business School describes as a
“learning organization" that "is skilled in creating knowledge, acquisition, interpretation, transfer and
conservation and subsequently changes its conduct to reflect new understandings and insights" (Dychtwald et
al., 2006, p. 164).
13
A further aspect is that the retention of employees is closely associated with the performance management
system of a company. A compensation package is recommended to clearly articulate performance expectations,
requirements for skill, experience and performance. This system should lead to high performance at all levels of
expertise in the company. Compensation and benefits should support the overall objectives of the organisation,
not just in terms of recruiting and retaining but also in terms of business performance, commonly referred to as
the HR Scorecard (Becker et al., 2001).
Opportunities to develop and advance in their careers are one of the main factors driving employee retention,
particularly in the USA and Europe. A recent study has shown that one of the best predictors is whether an
employee has recently been trained (Cohn et al., 2005). Other studies show that managers who feel like they
are waiting longer for promotions tend to be disenchanted and left. A Generation Y survey found that it would
only be an average of ten months before the advances could be blocked and progressed (Fairis, 2004). This can
only be achieved if an employee decides to move on, by a successional planning process focused on long term
organizational implications and shares that with employees, rather than just a profound bench of ready and
available skills.
Most traditional successor plans simply focus on which people in a hierarchy of jobs, commonly called the job
ladder, should move to the next position. Today, succession planning should concentrate more on talent
evaluation and force managers to ask, 'Who is ready for the job?' "The improvement focuses on the fact that
the vacancy has been determined well in advance. The aim of a succession plan, then, is to identify what jobs
are vacant at what time and which individuals have the skills, talent and expertise necessary to fill them in the
pipeline. Further detailed plans try to determine who is equipped at each level with the right attributes to later
in their careers as high level promoters. As the number of skilled workers drops and Generation Y looks for
more "work/life balance" positions, the number of managers ready to move forward will decrease. This
advanced training enables further training, as well as further employee satisfaction and commitment. (Phillips
and Roper, 2009)
2.3 Talent acquisition definition and methods
Talent acquisition, as defined by Deloitte, is ―a strategic approach to identifying, attracting and on boarding top
talent to efficiently and effectively meet dynamic business needs (Deloitte, 2018). It’s important to note that
A further aspect is that the retention of employees is closely associated with the performance management
system of a company. A compensation package is recommended to clearly articulate performance expectations,
requirements for skill, experience and performance. This system should lead to high performance at all levels of
expertise in the company. Compensation and benefits should support the overall objectives of the organisation,
not just in terms of recruiting and retaining but also in terms of business performance, commonly referred to as
the HR Scorecard (Becker et al., 2001).
Opportunities to develop and advance in their careers are one of the main factors driving employee retention,
particularly in the USA and Europe. A recent study has shown that one of the best predictors is whether an
employee has recently been trained (Cohn et al., 2005). Other studies show that managers who feel like they
are waiting longer for promotions tend to be disenchanted and left. A Generation Y survey found that it would
only be an average of ten months before the advances could be blocked and progressed (Fairis, 2004). This can
only be achieved if an employee decides to move on, by a successional planning process focused on long term
organizational implications and shares that with employees, rather than just a profound bench of ready and
available skills.
Most traditional successor plans simply focus on which people in a hierarchy of jobs, commonly called the job
ladder, should move to the next position. Today, succession planning should concentrate more on talent
evaluation and force managers to ask, 'Who is ready for the job?' "The improvement focuses on the fact that
the vacancy has been determined well in advance. The aim of a succession plan, then, is to identify what jobs
are vacant at what time and which individuals have the skills, talent and expertise necessary to fill them in the
pipeline. Further detailed plans try to determine who is equipped at each level with the right attributes to later
in their careers as high level promoters. As the number of skilled workers drops and Generation Y looks for
more "work/life balance" positions, the number of managers ready to move forward will decrease. This
advanced training enables further training, as well as further employee satisfaction and commitment. (Phillips
and Roper, 2009)
2.3 Talent acquisition definition and methods
Talent acquisition, as defined by Deloitte, is ―a strategic approach to identifying, attracting and on boarding top
talent to efficiently and effectively meet dynamic business needs (Deloitte, 2018). It’s important to note that
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talent acquisition and recruitment are not synonymous. Recruitment is just one aspect of talent acquisition, that
has to do with the selection and hiring of a candidate to fit a job vacancy. Talent acquisition, on the other hand,
has a far broader ambit.
The talent attraction method today is one of the most effective methods that leading companies are trying to
study to most effectively attract talent to their companies. On-going methods of attraction include the
following. (Walford, Ma and Scott-Jackson, 2018)
First, the organizations directly recruit the top talent in the industry. This involves reaching talented individuals
who are currently recruited by a competitor or in related fields and persuading them to join the organization
with bargains as a prime example.
Second, companies can find talented freelancers by identifying freelancers and then actively pursuing them to
join the organization. Often, such individuals may already have a contractor relationship with another company.
This strategy revolves around "selling" the idea of becoming an employee such as a long-term job, more
challenging, higher salary, better technical conditions, a bigger outlook.
Third, in order to attract talented candidates, companies are forced to create attractive internships, the goal is
to use the internships to attract talented (prospective) students and recruit them after graduating. This strategy
builds relationships with professional learning and learning institutions, takes in a steady stream of college
intern students from those institutions and rotates them across departments / work centers. different in
organization.
Fourth, in addition to the above methods, companies should attend job fairs, hackathons and various job
market events as more and more employees looking for career change visit the events. careers such as job fairs,
hackathons, seminars and career counseling sessions. Establishing regular presence at these events and hosting
or sponsoring them regularly, is another way to get the talent sought after for the organization.
Fifth, large organizations as well as businesses need to focus on their current employees, at the same time
discover internal talent and prepare them for future roles. In large organizations with an "inside view" HR policy,
this strategy is the primary way to attract new talent. This strategy includes encouraging existing employees,
talent acquisition and recruitment are not synonymous. Recruitment is just one aspect of talent acquisition, that
has to do with the selection and hiring of a candidate to fit a job vacancy. Talent acquisition, on the other hand,
has a far broader ambit.
The talent attraction method today is one of the most effective methods that leading companies are trying to
study to most effectively attract talent to their companies. On-going methods of attraction include the
following. (Walford, Ma and Scott-Jackson, 2018)
First, the organizations directly recruit the top talent in the industry. This involves reaching talented individuals
who are currently recruited by a competitor or in related fields and persuading them to join the organization
with bargains as a prime example.
Second, companies can find talented freelancers by identifying freelancers and then actively pursuing them to
join the organization. Often, such individuals may already have a contractor relationship with another company.
This strategy revolves around "selling" the idea of becoming an employee such as a long-term job, more
challenging, higher salary, better technical conditions, a bigger outlook.
Third, in order to attract talented candidates, companies are forced to create attractive internships, the goal is
to use the internships to attract talented (prospective) students and recruit them after graduating. This strategy
builds relationships with professional learning and learning institutions, takes in a steady stream of college
intern students from those institutions and rotates them across departments / work centers. different in
organization.
Fourth, in addition to the above methods, companies should attend job fairs, hackathons and various job
market events as more and more employees looking for career change visit the events. careers such as job fairs,
hackathons, seminars and career counseling sessions. Establishing regular presence at these events and hosting
or sponsoring them regularly, is another way to get the talent sought after for the organization.
Fifth, large organizations as well as businesses need to focus on their current employees, at the same time
discover internal talent and prepare them for future roles. In large organizations with an "inside view" HR policy,
this strategy is the primary way to attract new talent. This strategy includes encouraging existing employees,
15
who may already be in junior positions or in follow-up roles, to take on additional responsibilities that could
ultimately bring them to higher level position.
The next approach that large organizations as well as growing businesses should take place in place for potential
future roles. This talent acquisition strategy works well in burgeoning organizations or companies that are going
through extensive transformation or restructuring. As company management outlines a future leadership
structure, employees take on interim (new) roles - with outside candidates or existing employees - and hone
and supervise to “fit good match ”. The role is then confirmed and the position of incumbents in the group
formalized, if the candidate exhibits the desired talent traits.
The final approach, to attract talented employees who have worked for the company, companies should have
new policies to reach them and nurture them as potential future talent.
In short, talent managers may use some or all the methods highlighted above either stand-alone or in
combination with one another to create organization-specific talent acquisition initiatives. Additionally, there’s
no rule against personalizing some of these strategies to the organization’s needs.
3. Gaps in the literature review
3.1 In Vietnam
In Vietnam, most reputable organizations as well as corporations often attract a large number of employees
from newly graduated to experienced professionals. However, in Vietnam, in terms of recruitment process in
reputable companies/ organizations, there is a small gap in the recruitment process of talent. That is the
situation that many large companies or organizations in Vietnam, after interviewing many talented people,
promise them that there will be a notice after a few days after completing the interview process even they
passed or failed. However, at the date of receiving the notice, those who have not received the notice do not
receive any notice. This will create a distinction of respect for each individual of the organizations (Nhu, 2019).
That's why when these talented people, after a few years of extensive experience in the marketplace, they do
not want to go back to the places they interviewed without respecting them. This is a huge hole for the
development of the business in the future.
who may already be in junior positions or in follow-up roles, to take on additional responsibilities that could
ultimately bring them to higher level position.
The next approach that large organizations as well as growing businesses should take place in place for potential
future roles. This talent acquisition strategy works well in burgeoning organizations or companies that are going
through extensive transformation or restructuring. As company management outlines a future leadership
structure, employees take on interim (new) roles - with outside candidates or existing employees - and hone
and supervise to “fit good match ”. The role is then confirmed and the position of incumbents in the group
formalized, if the candidate exhibits the desired talent traits.
The final approach, to attract talented employees who have worked for the company, companies should have
new policies to reach them and nurture them as potential future talent.
In short, talent managers may use some or all the methods highlighted above either stand-alone or in
combination with one another to create organization-specific talent acquisition initiatives. Additionally, there’s
no rule against personalizing some of these strategies to the organization’s needs.
3. Gaps in the literature review
3.1 In Vietnam
In Vietnam, most reputable organizations as well as corporations often attract a large number of employees
from newly graduated to experienced professionals. However, in Vietnam, in terms of recruitment process in
reputable companies/ organizations, there is a small gap in the recruitment process of talent. That is the
situation that many large companies or organizations in Vietnam, after interviewing many talented people,
promise them that there will be a notice after a few days after completing the interview process even they
passed or failed. However, at the date of receiving the notice, those who have not received the notice do not
receive any notice. This will create a distinction of respect for each individual of the organizations (Nhu, 2019).
That's why when these talented people, after a few years of extensive experience in the marketplace, they do
not want to go back to the places they interviewed without respecting them. This is a huge hole for the
development of the business in the future.
16
In addition, the issue of talent management in Vietnamese companies and how to retain them is also one of the
problems that companies have many gaps.
In the talent management aspect of companies, there is recruitment part in this stage. Many companies in
Vietnam are not transparent recruiting, leading to no room for talented people. Or more commonly, the term
used here is "nepotism", it is understood that good positions are reserved for the wealthy, the talented who do
not have the opportunity to develop themselves. For example, the hospital director in Dong Thap appoints a son
with epilepsy to be an assistant professor (Nguyen, 2017). It is a flaw of Dychtwald and his associates' research
(which is pointed above) in 2006 on talent recruitment. This will result in Vietnamese talent not having enough
opportunities to thrive in such environments, and forcing them to leave to look for another suitable
opportunity.
Besides, in many places such as large Vietnamese organizations, or the bureaucrats, the issue of recruiting
people with seniority in the job is higher than new talent. Although this situation is still controversial, but for
employers, they prefer certain things over breakthroughs. Although people with long-term experience can
hardly change the environment or working style as newcomers, they have enough calmness and confidence to
solve problems causing problems for the company. Therefore, when looking at the opportunity costs for
businesses, businesses often prefer senior citizens over old ones (Ta, 2018).
On the other hand, employee retention is also one of the most important issues. One of the most conspicuous
flaws is in the behavioral behavior and the regime's apparatus. The most obvious example is FPT Corporation - a
large corporation in Vietnam, FPT group attracts a lot of talented and talented employees but it is difficult to
retain talent in the long term (Nguyen, 2019). The employees here all work for them for a while, then they turn
their work to a new company or corporation. FPT Corporation can support the idea of balancing work and life of
employees, but expects people to stay up late for many nights continuously to finish the deadline as soon as
possible. Perhaps it is because of it that many talented employees cannot stand the pressure from the company
to change jobs.
3.2 Among new freshers or students in 3 years after their graduation
For students who have just graduated in about 3 years, they need to really improve their skills and work
experience in order to possess certain talents in each field they try. However, the biggest gap here is the lack of
In addition, the issue of talent management in Vietnamese companies and how to retain them is also one of the
problems that companies have many gaps.
In the talent management aspect of companies, there is recruitment part in this stage. Many companies in
Vietnam are not transparent recruiting, leading to no room for talented people. Or more commonly, the term
used here is "nepotism", it is understood that good positions are reserved for the wealthy, the talented who do
not have the opportunity to develop themselves. For example, the hospital director in Dong Thap appoints a son
with epilepsy to be an assistant professor (Nguyen, 2017). It is a flaw of Dychtwald and his associates' research
(which is pointed above) in 2006 on talent recruitment. This will result in Vietnamese talent not having enough
opportunities to thrive in such environments, and forcing them to leave to look for another suitable
opportunity.
Besides, in many places such as large Vietnamese organizations, or the bureaucrats, the issue of recruiting
people with seniority in the job is higher than new talent. Although this situation is still controversial, but for
employers, they prefer certain things over breakthroughs. Although people with long-term experience can
hardly change the environment or working style as newcomers, they have enough calmness and confidence to
solve problems causing problems for the company. Therefore, when looking at the opportunity costs for
businesses, businesses often prefer senior citizens over old ones (Ta, 2018).
On the other hand, employee retention is also one of the most important issues. One of the most conspicuous
flaws is in the behavioral behavior and the regime's apparatus. The most obvious example is FPT Corporation - a
large corporation in Vietnam, FPT group attracts a lot of talented and talented employees but it is difficult to
retain talent in the long term (Nguyen, 2019). The employees here all work for them for a while, then they turn
their work to a new company or corporation. FPT Corporation can support the idea of balancing work and life of
employees, but expects people to stay up late for many nights continuously to finish the deadline as soon as
possible. Perhaps it is because of it that many talented employees cannot stand the pressure from the company
to change jobs.
3.2 Among new freshers or students in 3 years after their graduation
For students who have just graduated in about 3 years, they need to really improve their skills and work
experience in order to possess certain talents in each field they try. However, the biggest gap here is the lack of
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reality of some students or not fully understanding the definition of the word "talent". When they study in
school, they think that they are good at a field by having all the theories in their hands and they think what they
learn in school is no different from going to work. Therefore, they think that they are definitely talented
employees and that the company will have to treat them well. But in reality, when they go to work, the industry
they choose is not like what they learn, the pressure on the job after the job makes them discouraged and quit.
According to Gagné (2000), he defines talent as people whose proficiency in skills and expertise is systematically
developed in at least one area of human effort. The gap here is related to the new students' consciousness and
perceptions.
In addition, for many students who graduate for about 3 years, working at a company with a great reputation is
one of the most valuable experiences. However, many people want to run after the company's reputation that
fake CV (Duong, 2020). They try to paint the CV to get the impression of the recruiter without thinking about the
time after which the job is to try. This is really a matter of chasing the company's reputation as a springboard to
help them grow. But because they don't have the strength, the problem of lying is one of the things that
employers may later reject them.
Section Four: Activities and timescales
Activities to be carried out during the research project (e.g. research, development and analysis of ideas,
writing, data collection, numerical analysis, tutor meetings, production of final outcome, evaluation, writing the
report): How long this will take:
Milestone one : Research Question
Target date (set by tutor): 23/1/2021
Milestone two: Literature review and Conceptual framework
Target date (set by tutor): 4/2/2021
Milestone three: Report (Survey questions, survey delivery/ data collection and data analysis)
Target date (set by tutor): 24/04/2021
Milestone four: Presentation
reality of some students or not fully understanding the definition of the word "talent". When they study in
school, they think that they are good at a field by having all the theories in their hands and they think what they
learn in school is no different from going to work. Therefore, they think that they are definitely talented
employees and that the company will have to treat them well. But in reality, when they go to work, the industry
they choose is not like what they learn, the pressure on the job after the job makes them discouraged and quit.
According to Gagné (2000), he defines talent as people whose proficiency in skills and expertise is systematically
developed in at least one area of human effort. The gap here is related to the new students' consciousness and
perceptions.
In addition, for many students who graduate for about 3 years, working at a company with a great reputation is
one of the most valuable experiences. However, many people want to run after the company's reputation that
fake CV (Duong, 2020). They try to paint the CV to get the impression of the recruiter without thinking about the
time after which the job is to try. This is really a matter of chasing the company's reputation as a springboard to
help them grow. But because they don't have the strength, the problem of lying is one of the things that
employers may later reject them.
Section Four: Activities and timescales
Activities to be carried out during the research project (e.g. research, development and analysis of ideas,
writing, data collection, numerical analysis, tutor meetings, production of final outcome, evaluation, writing the
report): How long this will take:
Milestone one : Research Question
Target date (set by tutor): 23/1/2021
Milestone two: Literature review and Conceptual framework
Target date (set by tutor): 4/2/2021
Milestone three: Report (Survey questions, survey delivery/ data collection and data analysis)
Target date (set by tutor): 24/04/2021
Milestone four: Presentation
18
Target date (set by tutor): 29/04/2021
Section Five: Research approach and methodologies
In the Literature Review, I have used the deductive research approach of the researchers and applied them into
practice about my research questions. Then I will use the experimental method to prove their views in practice.
As for the research question, I also use the survey method (over 50 people) to find out how the reputation of
the employer affects the recruitment decisions of talent through those who go to work or new graduates.
I have received a tutor's acception for this study research.
I confirm that the project is not work which has been or will be submitted for another qualification and is
appropriate.
Agreed: ....................................Cao Phuong Linh ............................... date...........04/02/2021.......................
Comments and agreement from project proposal checker (if applicable)
Comments (optional):
I confirm that the project is appropriate.
Agree................................................ Cao Phuong Linh .................................................................... (date)
...................04/02/2021...................................
Target date (set by tutor): 29/04/2021
Section Five: Research approach and methodologies
In the Literature Review, I have used the deductive research approach of the researchers and applied them into
practice about my research questions. Then I will use the experimental method to prove their views in practice.
As for the research question, I also use the survey method (over 50 people) to find out how the reputation of
the employer affects the recruitment decisions of talent through those who go to work or new graduates.
I have received a tutor's acception for this study research.
I confirm that the project is not work which has been or will be submitted for another qualification and is
appropriate.
Agreed: ....................................Cao Phuong Linh ............................... date...........04/02/2021.......................
Comments and agreement from project proposal checker (if applicable)
Comments (optional):
I confirm that the project is appropriate.
Agree................................................ Cao Phuong Linh .................................................................... (date)
...................04/02/2021...................................
19
RESEARCH ETHICS FORM
RESEARCH ETHICS FORM
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21
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REFERENCES
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REFERENCES
Ali, I. and Ali, J.F. (2011). Corporate social responsibility, corporate reputation and employee engagement.
[online] mpra.ub.uni-muenchen.de. Available at: https://mpra.ub.uni-muenchen.de/id/eprint/33891 [Accessed
3 Feb. 2021].
Barnett, M.L., Jermier, J.M. and Lafferty, B.A. (2006). Corporate Reputation: The Definitional Landscape.
Corporate Reputation Review, 9(1), pp.26–38.
Becker, B.E., Huselid, M.A. and Ulrich, D. (2001), The HR Scorecard, Harvard Business School Press, Boston, MA.
Bergh, D.D., Ketchen, D.J., Boyd, B.K. and Bergh, J. (2010). New Frontiers of the Reputation—Performance
Relationship: Insights From Multiple Theories. Journal of Management, 36(3), pp.620–632.
Burgess, W. (2016). A Bad Reputation Costs a Company at Least 10% More Per Hire. [online] Harvard Business
Review. Available at: https://hbr.org/2016/03/a-bad-reputation-costs-company-at-least-10-more-per-hire
[Accessed 3 Feb. 2021].
Cohn, J., Khurana, R. and Reeves, L. (2005), “Growing talent as if your business depended on it”, Harvard
Business Review, Vol. 83 No. 10, pp. 62-70.
Concise Oxford Dictionary (1990), Concise Oxford Dictionary, Oxford University Press, Oxford.
Deloitte (2018). Talent Acquisition. [online] Deloitte Belgium. Available at:
https://www2.deloitte.com/be/en/pages/accountancy/solutions/hr-outsourcing/talent-acquisition.html
[Accessed 3 Feb. 2021].
Deutsch, Y. and Ross, T.W. (2003). You are Known by the Directors You Keep: Reputable Directors as a Signaling
Mechanism for Young Firms. Management Science, 49(8), pp.1003–1017.
Duong, T. (2020). Doanh nghiệp phàn nàn “người mới ra trường nhảy việc nhiều.” [online] vnexpress.net.
Available at: https://vnexpress.net/doanh-nghiep-phan-nan-nguoi-moi-ra-truong-nhay-viec-nhieu-
4184419.html [Accessed 4 Feb. 2021].
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26
Dychtwald, K., Erickson, T.J. and Morison, R. (2006), Workforce Crisis: How to Beat the Coming Shortage of Skills
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the Generational Puzzle at Work, Harper Collins, New York, NY.
Lange, D., Lee, P.M. and Dai, Y. (2010). Organizational Reputation: A Review. Journal of Management, 37(1),
pp.153–184.
Dychtwald, K., Erickson, T.J. and Morison, R. (2006), Workforce Crisis: How to Beat the Coming Shortage of Skills
and Talent, Harvard Business School Press, Boston, MA
Fairis, D. (2004), “Internal labor markets and worker quits”, Industrial Relations, Vol. 43 No. 3, pp. 573-94.
Fischer, E. and Reuber, R. (2007). The Good, the Bad, and the Unfamiliar: The Challenges of Reputation
Formation Facing New Firms. Entrepreneurship Theory and Practice, 31(1), pp.53–75.
FMI (2007), The 2007 US Construction Industry Talent Development Report, FMI, Raleigh, NC.
Gagné, F. (2000). Understanding the Complex Choreography of Talent Development Through DMGT-Based
Analysis. [online] researchgate.net. Available at:
https://www.researchgate.net/publication/286509016_Understanding_the_Complex_Choreography_of_Talent
_Development_Through_DMGT-Based_Analysis.
Gallardo-Gallardo, E., Dries, N. and González-Cruz, T.F. (2013). What is the meaning of “talent” in the world of
work?. Human Resource Management Review, 23(4), pp.290–300.
Hoad, T.F. (2008). The Concise Oxford Dictionary of English Etymology. Paw Prints.
Howe, M.J.A., Davidson, J.W. and Sloboda, J.A. (1998). Innate talents: Reality or myth? Behavioral and Brain
Sciences, 21(3), pp.399–407.
Kelly, S. (2010). Herding Social Media. [online] Treasury & Risk. Available at:
https://www.treasuryandrisk.com/2010/04/01/herding-social-media/?slreturn=20210103102408 [Accessed 3
Feb. 2021].
Lancaster, L.C. and Stillman, D. (2002), When Generations Collide: Who They Are, Why the Clash. How to Solve
the Generational Puzzle at Work, Harper Collins, New York, NY.
Lange, D., Lee, P.M. and Dai, Y. (2010). Organizational Reputation: A Review. Journal of Management, 37(1),
pp.153–184.
27
Lloyd, S. and Mortimer, K. (2006). Corporate Reputation: Seeing through the eye of the beholder. [online]
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nghiệp. [online] Tạp chí Công Thương. Available at: http://tapchicongthuong.vn/bai-viet/tam-quan-trong-cua-
quan-tri-tai-nang-trong-viec-tao-ra-tang-truong-va-thanh-cong-cua-doanh-nghiep-59460.htm [Accessed 4 Feb.
2021].
Otchere-Ankrah, B., Tenakwah, E.S. and Tenakwah, E.J. (2015). Organisational reputation and impact on
employee attitude: A case study of MTN Ghana limited and Vodafon Ghana Limited. Journal of Public Affairs,
[online] 16(1), p.n/a–n/a. Available at:
https://www.academia.edu/21415433/Organisational_reputation_and_impact_on_employee_attitude_A_case
_study_of_MTN_Ghana_limited_and_Vodafon_Ghana_Limited [Accessed 3 Feb. 2021].
Phillips, D.R. and Roper, K.O. (2009). A framework for talent management in real estate. Journal of Corporate
Real Estate, 11(1), pp.7–16.
Lloyd, S. and Mortimer, K. (2006). Corporate Reputation: Seeing through the eye of the beholder. [online]
ResearchGate. Available at:
https://www.researchgate.net/publication/254402920_Corporate_Reputation_Seeing_through_the_eye_of_th
e_beholder [Accessed 3 Feb. 2021].
Love, E.G. and Kraatz, M. (2009). Character, Conformity, or the Bottom Line? How and Why Downsizing Affected
Corporate Reputation. Academy of Management Journal, 52(2), pp.314–335.
Mayor, M. (2011). Longman dictionary of contemporary English : [DCE new edition for advanced learners].
Harlow Pearson Longman.
Nguyen, T. (2019). Tuyển dụng và giữ chân nhân tài, đâu mới là khó khăn mà nhà Cáo đang gặp phải? [online]
http://fptjobs.com. Available at: https://fptjobs.com/tin-tuc/tuyen-dung-va-giu-chan-nhan-tai-dau-moi-la-kho-
khan-ma-nha-cao-dang-gap-phai-252 [Accessed 4 Feb. 2021].
Nguyen, V.D. (2017). Tuyển dụng không minh bạch, người tài thua thiệt. [online] https://nld.com.vn. Available
at: https://nld.com.vn/thoi-su/tuyen-dung-khong-minh-bach-nguoi-tai-thua-thiet-20171021204258431.htm
[Accessed 4 Feb. 2021].
Nhu, T.H. (2019). Tầm quan trọng của quản trị tài năng trong việc tạo ra tăng trưởng và thành công của doanh
nghiệp. [online] Tạp chí Công Thương. Available at: http://tapchicongthuong.vn/bai-viet/tam-quan-trong-cua-
quan-tri-tai-nang-trong-viec-tao-ra-tang-truong-va-thanh-cong-cua-doanh-nghiep-59460.htm [Accessed 4 Feb.
2021].
Otchere-Ankrah, B., Tenakwah, E.S. and Tenakwah, E.J. (2015). Organisational reputation and impact on
employee attitude: A case study of MTN Ghana limited and Vodafon Ghana Limited. Journal of Public Affairs,
[online] 16(1), p.n/a–n/a. Available at:
https://www.academia.edu/21415433/Organisational_reputation_and_impact_on_employee_attitude_A_case
_study_of_MTN_Ghana_limited_and_Vodafon_Ghana_Limited [Accessed 3 Feb. 2021].
Phillips, D.R. and Roper, K.O. (2009). A framework for talent management in real estate. Journal of Corporate
Real Estate, 11(1), pp.7–16.
28
Rhee, M. and Haunschild, P.R. (2006). The Liability of Good Reputation: A Study of Product Recalls in the U.S.
Automobile Industry. Organization Science, 17(1), pp.101–117.
Rindova, V.P., Williamson, I.O., Petkova, A.P. and Sever, J.M. (2005). Being Good or Being Known: An Empirical
Examination of the Dimensions, Antecedents, and Consequences of Organizational Reputation. Academy of
Management Journal, 48(6), pp.1033–1049.
Saxton, T. and Dollinger, M. (2004). Target Reputation and Appropriability: Picking and Deploying Resources in
Acquisitions. Journal of Management, 30(1), pp.123–147.
Schwaiger, M. (2004). Components and Parameters of Corporate Reputation - an Empirical Study. [online]
papers.ssrn.com. Available at: https://papers.ssrn.com/sol3/papers.cfm?abstract_id=555102 [Accessed 3 Feb.
2021].
Ta, P.H. (2018). Kiến thức, kinh nghiệm, tài liệu quản trị doanh nghiệp cho kỷ nguyên số - 10000+ subscribers.
[online] resources.base.vn. Available at: https://resources.base.vn/hr/tuyen-dung-ung-vien-tiem-nang-nhung-
thieu-kinh-nghiem-nen-hay-khong-273 [Accessed 4 Feb. 2021].
Tansley, C. (2011). What do we mean by the term “talent” in talent management?. Industrial and Commercial
Training, 43(5), pp.266–274.
Walford, G., Ma, W. and Scott-Jackson, W. (2018). Talent Rising; People Analytics & Technology driving Talent
Acquisition Strategy. [online] . Available at: https://ora.ox.ac.uk/objects/uuid:de547263-bb14-4484-9dc1-
2938453353b0/download_file?safe_filename=Strategic%2BHR%2BReview%2B-%2BFull%2BArticle%2B-
%2BTalent%2BRising%2Bby%2BGavin%2BWalford-Wright%2Band%2BWilliam%2BScott-
Jackson%2B160818.pdf&file_format=application%2Fpdf&type_of_work=Journal+article [Accessed 3 Feb. 2021].
Rhee, M. and Haunschild, P.R. (2006). The Liability of Good Reputation: A Study of Product Recalls in the U.S.
Automobile Industry. Organization Science, 17(1), pp.101–117.
Rindova, V.P., Williamson, I.O., Petkova, A.P. and Sever, J.M. (2005). Being Good or Being Known: An Empirical
Examination of the Dimensions, Antecedents, and Consequences of Organizational Reputation. Academy of
Management Journal, 48(6), pp.1033–1049.
Saxton, T. and Dollinger, M. (2004). Target Reputation and Appropriability: Picking and Deploying Resources in
Acquisitions. Journal of Management, 30(1), pp.123–147.
Schwaiger, M. (2004). Components and Parameters of Corporate Reputation - an Empirical Study. [online]
papers.ssrn.com. Available at: https://papers.ssrn.com/sol3/papers.cfm?abstract_id=555102 [Accessed 3 Feb.
2021].
Ta, P.H. (2018). Kiến thức, kinh nghiệm, tài liệu quản trị doanh nghiệp cho kỷ nguyên số - 10000+ subscribers.
[online] resources.base.vn. Available at: https://resources.base.vn/hr/tuyen-dung-ung-vien-tiem-nang-nhung-
thieu-kinh-nghiem-nen-hay-khong-273 [Accessed 4 Feb. 2021].
Tansley, C. (2011). What do we mean by the term “talent” in talent management?. Industrial and Commercial
Training, 43(5), pp.266–274.
Walford, G., Ma, W. and Scott-Jackson, W. (2018). Talent Rising; People Analytics & Technology driving Talent
Acquisition Strategy. [online] . Available at: https://ora.ox.ac.uk/objects/uuid:de547263-bb14-4484-9dc1-
2938453353b0/download_file?safe_filename=Strategic%2BHR%2BReview%2B-%2BFull%2BArticle%2B-
%2BTalent%2BRising%2Bby%2BGavin%2BWalford-Wright%2Band%2BWilliam%2BScott-
Jackson%2B160818.pdf&file_format=application%2Fpdf&type_of_work=Journal+article [Accessed 3 Feb. 2021].
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