A Comprehensive Literature Review on Talent Management Strategies

This literature review examines the concept of Talent Management, defining it as a systematic approach used by organizations to engage and retain employees for increased productivity and efficiency. The review explores the advantages and disadvantages of talent management, including improved hiring techniques, cultural connections, and employee engagement, while also addressing challenges such as HR conflicts and high costs. It highlights the critical need for talent management during the COVID-19 pandemic, emphasizing its role in adapting to fluctuating customer demands and the importance of retaining and developing employees amidst changing work practices. The review concludes that talent management is a valuable process that significantly contributes to organizational success by fostering employee engagement, productivity, and overall workforce balance.

Literature Review
(Talent Management)

Table of Contents
INTRODUCTION ..........................................................................................................................3
LITERATURE REVIEW................................................................................................................3
What is Talent Management?.................................................................................................3
Advantages and Disadvantages of Talent Management for organisations?...........................4
The need of Talent Management during the Covid-19 pandemic?........................................5
CONCLUSION................................................................................................................................7
REFERENCES................................................................................................................................8

INTRODUCTION
Talent Management is a systematic approach which is used by business leaders and
managers within the organisation for keeping staff engaged for the longest period possible and
makings sure of increasing productivity and efficiency of the entity (Lee and Trimi, 2020). The
workforce of a company is its precious resource which is why it is necessary that people are
retained and restored for the benefits of the company and associated parties. The present
assignment is a literature review on the topic of Talent Management and its usage in the current
period of the pandemic for organisations and employees.
LITERATURE REVIEW
What is Talent Management?
In view of Brain. Westfall. 2019, Talent Management is a notion which can be elaborated
in a simple manner and defined as the process for building and retaining a workforce of great
employees within the company to attain all the organisational goals to the highest level possible.
Thus, according to the author Talent Management is defined as an organisational strategy which
relates to attraction of best talent possible, recruit them, retain them and develop people by
offering them trainings and development sessions regularly (McFarland and et. al., 2020). The
practices included in the concept in facets of Human Resource are numerous like Recruiting, On-
boarding, Performance Management, Compensation Planning, Succession Planning, Learning
and Development and Workforce Planning. The author compared the idea of Talent Management
with a Sports team by taking it and example. According to whom a sports team is developed by
first drafting, recruiting and then developing them in a respective direction for executing the
chosen strategy or strategies in a determined manner for achieving success and leading to a better
position ahead. In the same manner author is suggesting to business owners to seek the idea of
Talent Management where they seek their team through critical evaluation and making sure to
keep them focused and retained to attain success and respective objectives.
While conducting the discussion in reference to Talent Management and elaborating the
concept the author have also clarified the difference between Talent Management and Human
Resource Management (Filimonau, Derqui and Matute, 2020). Both the concepts are
alternatively determined but today the writer have clearly stated that Talent Management and
Human Resource Management are both separate and individual concept. The ideas and processes

of both the notions do not overlap one another they differs and stay separated from each other.
The organisations in the modern times are suggested to take up both and separately perform
activities under them to keep the organisations going in the best manner expected and possible.
The author have also stated that Talent Management is unique and differs from Human Resource
but the approach is becoming an increasingly important category of Human Resource
Management, the responsibilities of the department which exist parallel to HR administration,
HR service delivery and lastly, Workforce Management (WFM) (Haak-Saheem, 2020).
In accordance to the evolution of the Talent Management practices and the areas for the
success and development of companies have also evolved. Hence, in regards to the same of the
actions and steps are suggested by the author through this article which should be adopted by
entities and businesses. These begins with evaluation of the structure of the organisation, through
which the business owners are suggested to reduce the distance between them and employees by
flattening the distance and working in order to keep the talent flourishing effectively. Another
suggestion is establishing long term thinking, if companies and business owners wish to retain
staff for longest period for the same the leaders and business owners have to be more flexible
and think for long term and develop plans for future as well. The third suggestive practice is of
incrementing the technological software and upgrading them as existing technologies of HR
focus on core administration but the new Talent Management software and technologies do make
sure to be more critical with taking on more tasks and values like, automate task, track data,
providing direct support to Talent Management plan or strategies and many more (Megahed and
Ghoneim, 2020).
Advantages and Disadvantages of Talent Management for organisations?
In view of Elizabeth. Quirk. 2018, Talent Management is considerate as a discipline
which is significant to HR roles and responsibilities. Hence, there are number of small bunch of
initiatives which are focused on people and increasing overall organisational productivity as well
as development. The Talent Management systems not only keeps up with different activities to
keep up the systems but also make provision of different software support and solution which
help in tracking and managing recruitment, professional development and performances of
workforce. The author in the article have reflected on obvious importance and benefits of Talent
Management over the organisation and its processes. Some of the advantages of the phenomena
have showcased by the author in the article amongst which the first is improvement and

improvisation in employee hiring techniques. The company is supported by better recruitment
methods by critical development of job description which helps in developing better recruitment
pool. Another advantage is of improvement in cultural connections and employee engagement,
as people are highly encouraged by effective and improved culture of the organisation which is
established better relation amongst employer and employee leading to reducing distance amongst
them. Once the distance is reduced, employee motivation increases leading increased
engagement of them in the operations and work towards attaining all organisational goals in
systematic manner by taking critical approaches (Salamzadeh and Dana, 2020).
In opinion of Neil. Kokemuller. 2019, Talent Management is a human resource system
which is used for hiring new employees, manage them and train them properly. This is a
common understanding of all authors and experts on the idea of Talent Management. The
contradiction arises as the Neil have identified some challenges of the Talent Management
approach. According to the views of the author while making proactive planning approaches
which is valuable, the notion of Talent Management do have certain challenges attached to it too
(Sivathanu and Pillai, 2019). The very first challenge is HR and Management conflicts, which is
highly affecting small organisations where they find it difficult to keep on with the talent
management practices due to shortage of staff which leads to high turnover as people do not see
any growth in the entity. Moving along another challenge which arise is of costs and time
requires and involved in the processes of Talent Management is really high. The cost factor is a
huge barrier specially for small businesses as they do have very high liquidity as well as the large
businesses also will be affected due to their capital blockage in conducting activities in regards to
Talent Management. For example Training and Development is a costly affair which will be
blocking money and resources of the firm.
The need of Talent Management during the Covid-19 pandemic?
According to research conducted, knowledge and opinions develop by Bryan. Hancock.
2020, that during the time of Covid-19 the Human resource officers are highly busy and engaged
in several workforce related plans and strategies. Presently people are critical to retain and the
HR officers are engaged in making evaluation of the ways in which company can reimagine and
redefine its practices in relevance to personnels and practices which are developed and made in
action of increasing resilience of organisations and deriving their value. In view of the author, it
is referred that in the beginning days when the pandemic was initiated and started spreading the

Human Resource individuals made sure to work for keeping people safe with number of actions
like fostering connectivity and offering people a environment which showed them care and
sensitivity in such intensely stressful times of the pandemic. The Human Resource team of
organisations belonging to different sectors and regions kept their actions focused over planning
in such manner where they get appropriate ideas of how to keep the morals of people within the
company high as well as productive in specific focus of the remote workforces.
But moving further in time the Covid-19 crises have heated and have cause a huge chaos
in the world and all the separate areas which are keeping the economy going in which most
specific is Businesses and organisations (Hasan and Bao, 2020). With increasing affects of
Covid-19 the pre-existing trends of Talent Management which play active role or part in Human
Resource management beginning with finding and hiring the right people, training and
developing, managing and rewarding performances of staff members, tailoring the employee
experiences and lastly optimizing workforce planning and different strategies are overlapping.
The author suggested that the human resource department should offered their maximum
concentration over these areas in order to develop strong Talent Management strategies and
processes. This specifically states and concludes that Talent Management is needed and an
important concept playing and will be playing a significant role in creating a balance within the
company and lead it to a strong strategies for Talent Management for post-pandemic and even
during the pandemic.
During the pandemic it have been evident that customer demand is fluctuating and this is
also causing changes in hiring people in certain industries as well as in their numbers. The
grocery sector is been spiking up but massive lay-offs is taking place in other industry that is
hospitality. Thus, non other than today the Talent Management is becoming a huge concerning
area of discussion in the field. Even though lay-off's and unemployment is increasing but
efficient and effective hiring is needed which leads to continuation in practising Talent
Management. In reference to the learning and growing area of Talent Management, it is found
out that companies are facing problems to keep with the cost of training and development of
employees (Wargadinata and et. al., 2020). The tension is increasing in the department as they
have to make processes with which people can learn to adapt with the changing environment and
work practices in the same time the Talent Management team have be focused on keeping the
cost low. However, the process is critical and the agendas of the system is highly unpredictable

but Talent Management is still required to look over the processes make changes and develop
more effective plans. In all regards Talent Management is an important and value adding
phenomena which is important to be considered while and after the Covid-19 pandemic is over.
Thus, form the evaluation and dissect conducted in the section it is clearly identified that
Talent Management plays a significant role in organisation no matter what is the situation which
has been going through and through which how organisations will be dealing. The workforces of
organisation is their key resource which needs to be managed, kept balanced and happy and most
importantly retained for the longest period. The strategies and ideas of Talent Management
enable in making evolution of certain practices which are favourable for the firm to keep on
going with their people and keep their performance productivity high as well as support the
organisation with their practices and performances (Bartsch and et. al., 2020).
CONCLUSION
From the evaluation and dissect conducted above in the report it is concluded that Talent
Management is a value adding organised process which is used for keeping people within the
firm and continuously increase their productivity. The Talent Management technique holds
number of advantages for companies like employee engagement and many other. Moreover, the
benefits provided by the Talent Management procedures used and practices implemented during
the Covid-19 pandemic are examined in the report as well. According to the examination
conducted in the whole report it is determined that Talent Management is critical activity but it
engages contribution of number of parties and majorly of the management of the organisation.

REFERENCES
Books and Journals
Bartsch, S. and et. al., 2020. Leadership matters in crisis-induced digital transformation: how to
lead service employees effectively during the COVID-19 pandemic. Journal of Service
Management.
Filimonau, V., Derqui, B. and Matute, J., 2020. The COVID-19 pandemic and organisational
commitment of senior hotel managers. International Journal of Hospitality
Management. 91. p.102659.
Haak-Saheem, W., 2020. Talent management in Covid-19 crisis: how Dubai manages and
sustains its global talent pool. Asian Business & Management, pp.1-4.
Hasan, N. and Bao, Y., 2020. Impact of “e-Learning crack-up” perception on psychological
distress among college students during COVID-19 pandemic: A mediating role of “fear
of academic year loss”. Children and Youth Services Review. 118. p.105355.
Lee, S. M. and Trimi, S., 2020. Convergence innovation in the digital age and in the COVID-19
pandemic crisis. Journal of Business Research. 123. pp.14-22.
McFarland, L. A. and et. al., 2020. Impact of the COVID-19 pandemic on job search behavior:
An event transition perspective. Journal of Applied Psychology.
Megahed, N. A. and Ghoneim, E. M., 2020. Antivirus-built environment: Lessons learned from
Covid-19 pandemic. Sustainable Cities and Society. 61. p.102350.
Salamzadeh, A. and Dana, L. P., 2020. The coronavirus (COVID-19) pandemic: challenges
among Iranian startups. Journal of Small Business & Entrepreneurship, pp.1-24.
Sivathanu, B. and Pillai, R., 2019. Leveraging Technology for Talent Management: Foresight for
Organizational Performance. International Journal of Sociotechnology and Knowledge
Development (IJSKD). 11(2). pp.16-30.
Wargadinata, W. and et. al., 2020. Student’s responses on learning in the early COVID-19
pandemic. Tadris: Journal of Education and Teacher Training. 5(1). pp.141-153.
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