The knowledge economy conjures a world of smart people, in smart jobs, doing smart things, in smart ways, for smart money, a world increasingly open to all rather than a few. Glossy corporate brochures present a future in challenging, exciting and financially rewarding jobs for the winners in the competition for fast track management appointments. They also convey an image of enlightened employers actively seeking to diversify their talent pool, reflected in their approach toidentifying, hiring and retaining outstanding talent.We are told that the challenge confronting governments around the world is to enhance the employability of the workforce. Every effort must be made to expand access to higher education, dismantle barriers to talent regardless of social circumstances, gender, or skin colour, and to harness human creativity and enterprise to meet the demands of the new economy.The Mismanagement of Talent comes to a different conclusion. Those leaving the world of mass higher education find themselves in a scramble for jobs with rising stakes for the winners and losers. The Mismanagement of Talent examines what determines the outcome of this race when a degree loses its badge of distinction. It shows how some graduates are playing 'the game' to win a competitive advantage and what really happens in the selection events of leading-edge employers. It also argues thattalent is being mismanaged by employers that have yet to come to terms with the realities and possibilities of mass higher education.The Mismanagement of Talent will be thought-provoking and controversial reading for those involved in the recruitment of graduates, and those concerned with the way knowledge-based firms recruit and the impact of higher education policy:Professionals working in university careers services, HRM, training, or recruitment generally; Researchers, academics, or students of Business and Management, Human Resource Management, Public Policy, Education, or Sociology; and Job candidates themselves - the 'players' and 'purists' described in the book.

The knowledge economy conjures a world of smart people, in smart jobs, doing smart things, in smart ways, for smart money, a world increasingly open to all rather than a few. Glossy corporate brochures present a future in challenging, exciting and financially rewarding jobs for the winners in the competition for fast track management appointments. They also convey an image of enlightened employers actively seeking to diversify their talent pool, reflected in their approach to identifying, hiring and retaining outstanding talent. We are told that the challenge confronting governments around the world is to enhance the employability of the workforce. Every effort must be made to expand access to higher education, dismantle barriers to talent regardless of social circumstances, gender, or skin colour, and to harness human creativity and enterprise to meet the demands of the new economy. The Mismanagement of Talent comes to a different conclusion. Those leaving the world of mass higher education find themselves in a scramble for jobs with rising stakes for the winners and losers. The Mismanagement of Talent examines what determines the outcome of this race when a degree loses its badge of distinction. It shows how some graduates are playing 'the game' to win a competitive advantage and what really happens in the selection events of leading-edge employers. It also argues that talent is being mismanaged by employers that have yet to come to terms with the realities and possibilities of mass higher education. The Mismanagement of Talent will be thought-provoking and controversial reading for those involved in the recruitment of graduates, and those concerned with the way knowledge-based firms recruit and the impact of higher education policy: Professionals working in university careers services, HRM, training, or recruitment generally; Researchers, academics, or students of Business and Management, Human Resource Management, Public Policy, Education, or Sociology; and Job candidates themselves - the 'players' and 'purists' described in the book.

The ultimate success or failure of a business in modern society depends on a variety of factors across all levels of the organization. By utilizing dynamic human resource planning techniques, businesses can more efficiently reach their goals. Effective Talent Management Strategies for Organizational Success is a pivotal reference source that provides scholarly perspectives on the latest practices for leveraging human capital in business environments to maintain and increase competitive advantage. Highlighting innovative coverage across relevant topics, such as division of labor, intellectual assets, and value creation systems, this book is ideally designed for managers, professionals, academics, practitioners, and graduate students seeking emerging research on optimizing talent management in modern businesses.

In the past talent was largely an issue for Human Resources personnel. Now, in an era characterized by workforce heterogeneity and changing environments, talent is an important issue for managers themselves. This book explains the organizational transformations that have occurred and the new talent challenges managers have to confront.

Nowadays, organisations are confronted with the imperative to enhance their organisational sustainability. This involves establishing an appropriate balance between the economic, ecological, and social aspects of an organisation's operations and striving to accomplish their economically viable goals that are both socially and environmentally responsible. By aligning the priorities and incorporating environmental, social, and economic factors into their operational strategies, organisations can generate value for themselves, while also making a positive impact on the current and future welfare of society and the environment. Noticeably, the advancement of organisational sustainability relies heavily on human capital management in the workplace. Today, more than ever, human capital is regarded as the foundation of organisations and ought to be treated as such. Given the pivotal role of human capital management for ensuring the long-term organisational sustainability of an organisation, emphasis should be placed on redefining leadership strategies and priorities, focusing on diversity and inclusion, cultivating talent, facilitating remote work, fostering employee engagement, promoting skill development for environmentally friendly practices, and prioritising job satisfaction and employee well-being. In response to the multi-faceted challenges of the third decade of the 21st century, this book provides an in-depth review of research avenues addressing present and future human capital development concerns in terms of enhancing organisation sustainability. The main aim of the book is to indicate the direction of demand for new competences regarding workplace human capital and identify synergies between its particular aspects with reference to contemporary human capital development. The monograph’s objectives include presenting tools that allow the analysis and development of human capital competences, pro-active and pro-environmental attitudes and behaviours, the coexistence of workers and AI in the organisation, as well as providing employee well-being, satisfaction, and commitment. Moreover, the book offers recommendations for contemporary responsible organisations that carry themselves towards the new economic and social order and sustainability.

Talent Management in Small Advanced Economies explores ideas of talent and talent management, and why it matters in the context of small advanced economies. Snejina Michailova and Dana L. Ott incorporate practitioner and consultant’s views to examine attracting, developing and retaining talent in small developed economies, globally.

Businesses worldwide are faced with major challenges related to the progressive (and many times unavoidable) incorporation of information technologies into their processes. Often, organizations don’t suitably react to the new requirements of these technologies, resulting in outdated policies, practices, and strategies. Human Resource Management in the Digital Economy: Creating Synergy between Competency Models and Information is a reference for both practitioners and academics that demonstrates how to implement e-management and competency models in companies. This book offers perspectives on the impact of integrated e-human resource policies and provides recommendations for addressing the shift from traditional human resource policies to new perspectives.