Talent Management Is Very Important To The Organization Management Essay

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1st Jan 1970 Management Reference this


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The concept of “talent management” has existed over for half a century ago (Cappelli, 2008). In the past, talent management was called succession management, management development, internal development, talent strategy and human resource planning, all of these are always used interchangeably (Lewis and Heckman, 2006). Many authors replace the “human resources management” with “talent management”, therefore human resources management and talent management are very similar.

Talent management is very important to the organization nowadays. Organizations can benefit a lot by doing a good talent management.

This position paper will discuss the definition of talent management; the importance of talent management; and how talent management may apply to the hospitality industry.

What is talent management?

The meaning of talent management is hard to define. There are so many definitions of talent management and it is a very popular topic nowadays, According to – Lewis and Heckman (2006) – “A search on the phrase “talent management hr” in late 2004 using a popular internet search engine yielded over 2,700,000 hits. One year later a search on the same term yielded over 8 million hits.”

According to the book “The War for Talent” (Michaels et al, 2001), talent is defined as a person’s ability, which include a person’s abilities, knowledge and potential for future development. But Lewis and Heckman (2006, p. 139) argue that it is difficult to identify the meaning of talent management, because there are many confusing definitions, terms and assumptions made by other authors. However, Lewis and Heckman (2006) identify three primary concept of modern talent management. “Ensure the right person is in the right job at the right time.” (Jackson and Schuler, 1990) “A deliberate and systematic effort by an organization to ensure leadership continuity in key positions and encourage individual advancement” (Rothwell, 1994). Lewis and Heckman (2006) mention that these two sentences were always used to define human resources planning, succession planning and talent management. Lewis and Heckman (2006) had three concept of talent management, the first is that “.” And that was what human management has always done, but the authors want it to be done more quickly.

Lewis and Heckman’s (2006) second concept of talent management is based on workforce skills, supply and demand, growth and attrition to predict the flow of human resources within the organization.

Lewis and Heckman’s (2006) third concept of talent management is focus on talent generically, which is sourcing, developing and rewarding. Also provide more training and development to talented employee.

Apart from these three definitions, Bean (2007) has a summary as following:

Recruitment -represent the organization to attract the right person, and let the right person feel the employment is desired.

Retention – Provide some rewards and benefits for employed employees.

Employee Development – including education and development.

Leadership Development -the potential employee will be developed by the leadership developing program.

Performance Management System – provide performance feedback and measurement to support employee.

Workforce Planning – keep planning the changing workforce (include existed workforce and future workforce planning.)

Business Culture – presenting a positive image of the organization culture.


According to Christensen-Hughes and Rog (2008) talent management is important for at least two reasons. The first reason is that if an organization has effective talent management, this organization can successfully obtain and retain the necessary talent. The second reason is that an organization can benefit from talent management by developing and retaining the current employee.

But talent management is not important to all hospitality organizations, such as fast food services, in this industry, the turnover rate is very high, and most of the companies in that industry use new technology to replace human workforces. Which mean fast food companies does not need to put many recourse to retain the talent of employee.

However, talent management is important to some of the hospitality organizations, such as airline and hotel. These organizations need well trained employee to work. But in the hospitality industry, recruitment and retention is a big challenge. Hospitality industry is highly labor intensive, because the turnover rate is high and it needs people to serve the customers, and the expectation of customer are higher than other industry.


According to Scott and Revis (2008), a successful hospitality organization business must have a well talent management system for retaining the employee. Scott and Revis (2008) also have a role to apply talent and talent management for the hospitality business as follows:

Organization should have a particular definition of talent and talent management.

A clear role for talent management.

All departments should have a proactive and strategic talent management system.

The management level staff should provide support to talent management.

All line department managers should be engaged of talent management.

Enlarging the brand and organization image by using talent management.

Development of talent bases on formal and informal methods.


To conclude, the definition of talent management is hard to define, and this position paper has provided three definitions which Lewis and Heckman (2006) had identified. Talent management can be a major competitive advantage to many organizations. However, talent management might not be applying to all of the hospitality organizations, especially in the fast food organizations. Apart from the first food organizations, the hotel and airline organizations can apply talent management.


Cappelli, P. (2008) “Talent Management for the Twenty – First Century”, Harvard Business Review,

This article is written about twenty first century’s talent management. At first, the author discussed about the history of talent management, then the author talk about how talent management got here. The author thinks that talent management is very important to many firms. After that, he brought out a new way to think about talent management. He pointed out four operations principles of talent management, first is “make and buy to manage risk”, second is ” adapt to uncertainty in talent demand”, third is ” improve the return on investment in developing employees”, and the last is ” preserve the investment by balancing employee – employer interests”.

Lewis, R.E. and Heckman, R.J. (2006), “Talent management: a critical review”, Human Resources Management Review, Vol. 16, pp. 139-54.

This article is a review of talent management. It concluded many different view of talent management. First, it brought out a problem: there are so many definitions in the world. Then the authors discussed talent management and define it to three perspectives. After that, the authors discussed the research about talent management and how to make talent management strategic. The strength of this article is it grouped talent management as three perspectives.

Scott, B. and Revis, S. (2008), “Talent management in hospitality: graduate career success and strategies”, International Journal of Contemporary Hospitality Management, Vol. 20, pp. 781-791

This article is written to provide a review of hospitality’s development management (Talent management). It also discussed about the idea of talent from both a hospitality industry and hospitality graduate perspectives. The authors provide many bibliographies for the reader for future reading. Also it provide three themes



Cappelli, P. (2008) “Talent Management for the Twenty – First Century”, Harvard Business Review,

Watson, S. (2008) “Where are we now? A review of management development issues in the hospitality and tourism sector Implications for talent management”, International Journal of Contemporary Hospitality Management,

Hughes, C.J. and Rog, E. (2008) “Talent management A strategy for improving employee recruitment, retention and engagement within hospitality organizations”, International Journal of Contemporary Hospitality Management,

Lewis, R.E. and Heckman, R.J. (2006), “Talent management: a critical review”, Human Resources Management Review, Vol. 16, pp. 139-54.

Scott, B. and Revis, S. (2008), “Talent management in hospitality: graduate career success and strategies”, International Journal of Contemporary Hospitality Management, Vol. 20, pp. 781-791

Jackson, S. E., & Schuler, R. S. (1990). “Human resource planning: Challenges for industrial/organizational psychologists”, American Psychologist, Vol. 45, pp. 223−239.

Rothwell, W. J. (1994). “Effective succession planning: Ensuring leadership continuity and building talent from within”, New York: Amacom

Gandz, J. (2006). “Talent development: the architecture of a talent pipeline that works”, Ivey Business Journal, Vol.70, pp. 1-4.


Michaels, E., Handfield-Jones,H. and Axelrod, B. (2001). The War for Talent. Boston, MA: Harvard Business School Press

E article

Brend, L. (2007) “Importance of Talent Management – Performance Management System Vital To HR” EzineArticles, [Online]. Available at: http://EzineArticles.com/?expert=L._Bean (Accessed: 17 October 2010).

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