according to an economist corporate network (ecn) 2015 report, businesses in the fast-growing economies of asia are constantly dealing with the issue of finding and retaining talent. in fact, compared to china and india, southeast asia (sea) saw the highest churn in workers in 2014 over the previous year. according to the ecn report, businesses are turning to sea to supplant labour needs because of the increasing costs of doing business in china. 1) hiring in line with business objectives: the talent that smes hire, train and retain must have the competencies required for the organisation to meet its vision, and also its current needs. if the organisation is currently focusing on research and development as driver for growth, then staff members need to be hired and nurtured in that area.
keep in mind business objectives, ask the right questions and most importantly, resist hiring someone who may not be the right fit just to get an extra set of hands on board quickly. offering training and development options is a great way of retaining talent and keeping it relevant to the organisation’s objectives. providing a good environment for staff to work in includes having space for open communication, equal opportunities and incentive-based rewards to help drive improvement within the firm, and help make for a more collaborative working environment that fosters growth. two, firms that lose a senior member of staff are not stricken at the sudden lack of leadership, thus ensuring continuity for the business. these are selling points that will naturally attract talent, so talent management should become a part of every company’s organizational culture in order to ensure that the best possible candidates are hired, nurtured and retain for the good of the business.
under the terms of the licence agreement, an individual user may print out a pdf of a single chapter of a title in oxford handbooks online for personal use (for details see privacy policy and legal notice). despite the economic importance of small- and medium-sized enterprises (smes), talent management in this context is under-researched. however, this chapter also indicates that more research is needed in the field of talent management in smes. keywords: talent management, small- and medium-sized enterprises (smes), attraction, retention, networks, values, cluster marion festing is a professor of human resource management and intercultural leadership at the berlin campus of escp europe. katharina harsch is a research assistant and phd student at the chair of human resource management and intercultural leadership and an affiliated researcher at the talent management institute, situated at escp europe’s berlin campus.
her research interests include human resource management and talent management. he has published in leading journals including the academy of management journal, journal of world business, human resource management journal, and human resource management review. his current research interests include global talent management, smes, and the emerging markets. for questions on access or troubleshooting, please check our faqs, and if you can”t find the answer there, please contact us. under the terms of the licence agreement, an individual user may print out a pdf of a single chapter of a title in oxford handbooks online for personal use (for details see privacy policy and legal notice).
findings: the research confirms that talent management in smes occurs in various keywords: talent; talent management; smes; human resource management. a systematic approach to managing talent in smes may be hindered by a lack of financial resources and people. nonetheless, the reality is that smes should have a good interview procedure in place, and learn from past hiring mistakes. keep in mind business objectives, ask the right questions and most, which talent management approach better fits the smes context and why, talent management for entrepreneurs and small businesses, why greek smes adopt a less strategic approach to talent acquisition?, google scholar, google scholar.
the limited knowledge about talent management in smes indicates major challenges in attracting and retaining talent. we draw on the literature on human purpose – this paper aims to examine talent management ™ practices in small- and medium-sized enterprises (smes) within the hospitality industry. managing talent is a very important factor for businesses both large and small. the major challenges faced by a sme in managing talent arise due to its, . what are the 4 areas of talent management? what does talent management mean in business? what are the key components of talent management? what is talent management example?
When you try to get related information on talent management in smes, you may look for related areas. which talent management approach better fits the smes context and why, talent management for entrepreneurs and small businesses, why greek smes adopt a less strategic approach to talent acquisition?, google scholar.