Connecting the organizational incomes and outcomes: a systematic review of the relationship between talent management, employee engagement, and turnover intention.

Introduction: In a post-pandemic environment, characterized by volatility and uncertainty, organizations need to adapt to it for their survival. Methods: Following a systematic review method, the aim of this study is to assess the relationship between talent management practices, employee engagement, and turnover intention. Carried out using PRISMA guidelines, this systematic review includes 43 studies. Results: Results showed a lack of consensus on the talent management concept, definition, and measurement. Also, talent management practices seem to increase employee engagement and decrease turnover intentions. That is, when organizations provide effective talent management practices to employees, they become more engaged and less likely to abandon the company. It is important to highlight the mediating role of engagement in the relation between talent management and turnover intention. Furthermore, the most studied talent management practices for promoting engagement and reducing turnover intention were identified. Regarding control variables, data highlighted the importance of age and organizational tenure in the aforementioned relationships. Discussion: This review draws attention to the need of designing and implementing talent management practices in an effective way in order to generate a healthy and engaged workforce that is willing to remain in an organization.

How talent management execution impacts career experiences: exploring the organization-individual intersect.

The aim of the research was to investigate the ways in which talent management execution impacts the individual career experiences of talent, specifically exploring how talent management execution and career enablement can be closer aligned to unlock value for both the organization and the individual. A qualitative research design was employed to explore the research question. During the first phase of the research data was collected from 13 talent management professionals using purposeful sampling and semi-structured interviews. During the second phase of the research the Delphi method was used to validate the findings (n = 8). Four broad themes were identified as the most prominent ways in which talent management execution impacts the career experiences of individuals. The first is the philosophical underpinning that the organization holds in how talent is defined as well as the exclusivity or inclusivity of their approach. The second is the identification criteria used to identify talent within the organization. Thirdly, the extent to which talent management practices are aligned with career enablement practices and the congruence between these. Lastly, the role of the psychological contract and employee experience in managing mutual expectations. The resultant tension must be proactively managed by (1) clearly articulating the talent philosophy and making this visible through talent management execution, (2) ensuring alignment between talent management practices and the career enablement available to talent, and (3) delivering on expectations through the lived experiences of talent. The study contributes to the existing body of knowledge on talent management and careers, with a specific focus on the intersection between these and defining ways to align these practices to create congruent and authentic career experiences for individuals.

Cultivating sustainable environmental performance: The role of green talent management, transformational leadership, and employee engagement with green initiatives.

BACKGROUND: The success of organizations' sustainable performance mainly depends on their human resource capital and for this organizations now need to focus on green human capital development programs including green talent management (GTM). GTM entails attracting, nurturing, and retaining those people who can promote the green initiatives of the organization. OBJECTIVE: This paper aims to investigate the impact of GTM, transformational leadership, and employee engagement on the sustainable environmental performance of organizations. METHODS: The data were collected from both academic and administrative employees in five Omani higher education institutions (HEIs). In total 367 questionnaires were collected using drop-off and pickup methods. RESULTS: The results of the study showed that green hard and green soft talent management (TM) and employee engagement with green initiatives are significant predictors of the sustainable environmental performance of HEIs. Moreover, transformational leadership can moderate the influence of green soft TM on employee engagement with green initiatives by strengthening the relationship. CONCLUSIONS: For sustainable performance and development, organizations especially HEIs need to actively assume their social responsibilities and implement sustainable environmental management. The present study provides meaningful implications for practitioners, educational policymakers, and leaders to promote GTM and employee engagement for sustainable environmental performance. Supporting green skill development, engaging employees with green initiatives, and promoting staff with green skills can help organizations particularly HEIs to increase their sustainable environmental performance and gain a competitive advantage.

Gestión humana y desempeño de los enfermeros para la atención de pacientes con VIH/SIDA / Human management and performance of nurses for the care of patients with HIV/AIDS

En los centros hospitalarios con atención de pacientes VIH/SIDA se requiere de una gestión humana que promueva un buen desempeño laboral del personal de enfermería para proveer una buena calidad de atención. Como objetivo se desarrolló una revisión sistemática sobre la gestión humana y el desempeño de los enfermeros para la atención de pacientes con VIH/SIDA. El estudio fue descriptivo, con una muestra de 52 artículos resultantes de la aplicación de criterios de exclusión, las fuentes de datos utilizadas fueron: ScienceDirect, ProQuest, PubMed, Taylor &Francis Online y EBSCO Host; se incluyó la búsqueda de palabras claves como: desempeño laboral de enfermeros/ trabajo de los enfermeros/ Gestión del talento humano, Método/ Metodología/ Modelo y Pacientes con VIH/ pacientes con SIDA. Como resultado, Las métricas de gestión del talento humano en el desempeño laboral de los enfermeros para la atención de pacientes con VIH/SIDA estuvieron representadas con 29% "satisfacción laboral", 17% "formación y desarrollo/ entrenamiento", 17% "entrenamiento", 15% "rotación", 15% "rendimiento", 12% "retención" y 10% "equipo de trabajo", entre las labores que desempeña el personal de enfermería, estuvieron monitoreo de signos vitales, ejecución y asistencia de procedimientos, administración de medicamentos, planificación de consultas, la ayuda al paciente, seguimiento de la evolución o involución, preservación de la seguridad, monitoreo de los acontecimientos y promoción de la salud sexual y reproductiva. Es necesario continuar con estudios investigativos que promuevan la gestión humana dentro de los centros hospitalarios y la atención de enfermería a los pacientes con cualquier patología infectocontagiosa(AU)

In hospital centers that care for HIV/AIDS patients, a human management is required that promotes a good job performance of the nursing staff to provide a good quality of care. As an objective, a systematic review on human management and the performance of nurses for the care of patients with HIV/AIDS was implemented. The study was descriptive, with a sample of 52 articles resulting from the application of exclusion criteria. The data sources used were: ScienceDirect, ProQuest, PubMed, Taylor & Francis Online, and EBSCO Host; It includes the search for keywords such as: job performance of nurses / work of nurses / Management of human talent, Method / Methodology / Model and Patients with HIV / patients with AIDS. As a result, the human talent management metrics in the job performance of nurses for the care of patients with HIV/AIDS were represented with 29% "job satisfaction", 17% "training and development/training", 17% "training ", 15% "rotation", 15% "performance", 12% "retention" and 10% "work team", among the tasks carried out by the nursing staff, were monitoring of vital signs, execution and assistance of procedures, medication administration, consultation planning, patient assistance, follow-up of the evolution or involution, preservation of safety, monitoring of events and promotion of sexual and reproductive health. It is necessary to continue with research studies that promote human management within hospital centers and nursing care for patients with any infectious disease(AU)

Strategies for talent engagement and retention of Brazilian Nursing professionals

ABSTRACT Objective: To reflect on how human resource health managers and talent managers may engage and retain experienced nursing professionals in Brazil. Methods: Reflection based on studies on global and Brazilian-specific nursing professionals and retention, before and during the COVID-19 pandemic. Results: The pandemic worsened working conditions for all health professionals. Nursing professionals were particularly affected. Nurses have been viewed as "heroes" and "essential" frontline workers during the COVID-19 pandemic. However, despite the universal praise for their efforts, it seems uncertain if they were actually considered and managed like talent. Final considerations: In order to develop a sustainable healthcare system supported by sufficient experienced nursing talent, healthcare human resource managers and talent managers must develop and implement impactful nursing talent retention and engagement strategies. We highlight possible strategies targeting experienced nursing talent that will help to sustain the Brazilian healthcare system, post-pandemic.

Early predictors of successful military careers among West Point cadets.

The importance of leadership to organizational performance puts a premium on identifying future leaders. Early prediction of high-potential talent enables organizations to marshal scarce developmental resources and opportunities to those who are best positioned to show distinction in elevated roles. Much of the existing literature indicates that general mental ability remains the strongest predictor of future professional performance. Using data from 13 classes of West Point graduates who stayed in the Army to be considered for at least early promotion to the rank of major (N = 5,505), regression analyses indicate that cadet military grade point average surpasses both cognitive ability and academic performance by a considerable margin in the ability to predict future professional outcomes such as selection for early promotion or battalion command. Moreover, these differences in predicting managerial career outcomes endure over 16 years. Both practical and theoretical implications are discussed.

Caracterización de la gestión del talento humano en el Centro Nacional Coordinador de Ensayos Clínicos de Cuba / Human talent management characterization in the National Center for Clinical Trials Coordination in Cuba / Caracterização da gestão de talentos humanos no Centro Nacional de Coordenação de Ensaios Clínicos / Caractérisation de la gestion des talents humains au Centre national de coordination des essais cliniques

Resumen Objetivo: Caracterizar la gestión del talento humano en el Centro Nacional Coordinador de Ensayos Clínicos. Materiales y métodos: Investigación descriptiva y transversal realizada en marzo del 2015. Se aplicó un cuestionario auto administrado, que explora aspectos relacionados con la gestión del talento. Participaron los trabajadores con más de 1 año de antigüedad que accedieron a responder. Los datos se concentraron en un paquete de datos estadístico SPSS haciendo análisis con frecuencias absolutas y relativas. Resultados: Se obtuvo la información correspondiente a 33 trabajadores, el 72.7% femenino y 23.7% masculino; 66.7% en rango de edades 30 y 49 años. El 72.7% refirió que siempre recibían evaluaciones sobre sus competencias y resultados de trabajo y el 60.6% reconoció que se evalúo su adecuación al puesto. Una motivación para permanecer es la posibilidad de alcanzar un desarrollo técnico y profesional (81.8%). La organización se caracteriza por una buena dirección (66.7%) y existencia de problemas laborales desafiantes (45.5%). El 66.7% señala que no siempre los recursos materiales son suficientes y el 48.5% que solo en ocasiones sentían tener libertad y control no excesivo del trabajo. Conclusiones: La percepción sobre la gestión del talento humano en la institución es positiva aunque existen reservas de mejora identificables, en especial aquellas relacionadas con la escasez de recursos materiales, y el pobre estímulo por las nuevas ideas lo que genera ambientes laborales y situaciones no deseables para una adecuada gestión del talento.

Abstract Objective: To characterize the management of human talent in the National Center for Clinical Trials Coordination. Materials and methods: Descriptive and transversal research carried out in March 2015. A self-administered questionnaire was applied, which explores aspects related to talent management. It participated more than 1 year workers, whom agreed to respond. The data was concentrated in a database in the SPPS software making analysis with absolute and relative frequencies. Results: The information corresponding to 33 workers was obtained, 72.7% female and 66.7% between 30 and 49 years old. 72.7% reported that they always received evaluations on their skills and work results and 60.6% acknowledged that their suitability for the position was evaluated. A motivation to remain is the possibility of achieving technical and professional development (81.8%). The organization is characterized by a good direction (66.7%) and existence of challenging problems (45.5%). 66.7% say that material resources are not always enough and 48.5% that only sometimes felt free and non-asphyxiating control of work. Conclusions: The perception about the management of human talent in the institution is positive although there are identifiable improvement reserves, especially those related to the scarcity of material resources, and the poor stimulation by new ideas, which generates work environments and undesirable situations. for an adequate management of talent.

Resumo Objetivo: Caracterizar a gestão do talento humano no Centro Nacional de Coordenação de Ensaios Clínicos. Materiais e métodos: Pesquisa descritiva e transversal realizada em março de 2015. Foi aplicado um questionário auto-administrado, que explora aspectos relacionados a gestao de talentos. Trabalhadores com mais de 1 ano de experiencia participaram, eles concordaram em responde-lo. Os dados foram concentrados em um banco de dados na análise de software SPPS com freqüencias absolutas e relativas. Resultados: Foram obtidas informações correspondentes a 33 trabalhadores, 72,7% do sexo feminino e 66,7% com idade entre 30 e 49 anos. 72,7% relataram que sempre receberam avahares sobre suas habilidades e resultados de trabalho e 60,6% reconheceram que sua adequação para o cargo foi avaliada. Uma motivação para permanecer é a possibilidade de alcafar o desenvolvimento técnico e profissional (81,8%). A organização é caracterizada por uma boa direção (66,7%) e existencia de problemas desafiantes (45,5%). 66,7% dizem que os recursos materiais nem sempre são suficientes e 48,5% que só as vezes sentiram controle livre e nao-asfixiante do trabalho. Conclusões: A percepção sobre a gestao do talento humano na institutoção é positiva, embora existam reservas de melhoria identificáveis, especialmente aquelas relacionadas a escassez de recursos materiais e a estimulação pobre por novas idéias, que gera ambientes de trabalho e situações indesejáveis para uma gestão adequada do talento.

Résumé Objectif: Caractériser la gestion du talent humain au Centre National de Coordination des Essais Cliniques. Matériels et méthodes: Recherche transversale descriptive, réalisée en mars 2015. Pour explorer les aspects liés a la gestion des talents, un questionnaire auto-administré a été appliqué aux travailleurs de plus d'un an d'ancienneté qui ont accepté de participer. L'analyse statistique des données a été réalisée avec le logiciel SPPS, au moyen des fréquences absolues et relatives. Résultats: L'information recueillie concerne 33 travailleurs, 72,7% de sexe féminin et 23.7% masculin. 66,7% de personnes étaient agées de 30 a 49 ans. 72,7% des participants ont déclaré que leurs compétences et les résultats de leur travail étaient constamment évalués. 60,6% ont reconnu que leur adéquation au poste avait été évaluée. 81,8% ont signalé que la possibilité de progression au niveau technique et professionnel les a motivé a rester dans le Centre. 66,7% estiment que l'organisation se caractérise par une bonne direction. 45,5% référent l'existence de problemes difficiles. 66,7% indiquent que les ressources matérielles ne sont pas toujours suffisantes et 48,5% ne se sentent qu'occasionnellement libres et sans control excessif de leur travail. Conclusions: La perception de la gestion du talent humain dans l'institution est positive bien qu'il soit possible d'identifier des opportunités d'amélioration, en particulier en ce qui concerne l'insuffisance des ressources matérielles et le faible encouragement des idées nouvelles. Cela génere des environnements de travail et des situations indésirables pour une gestion adéquate des talents.

Evaluación de la gestión del talento humano en entorno hospitalario cubano / Evaluation of the human talent management in the Cuban hospital setting

Introducción: La gestión del talento, actividad particular dentro de los procesos de gestión integral del capital humano, es poco estudiado en los servicios de salud cubanos. Objetivo: Evaluar la gestión del talento humano en un área hospitalaria. Métodos: Investigación evaluativa realizada en enero de 2015 en el Centro Especializado Ambulatorio de Cienfuegos. La muestra, intencional por criterios, quedó integrada por 32 trabajadores. Se aplicó un cuestionario ad hoc validado por expertos donde se exploraron 68 ítems vinculados a: evaluación del desempeño, motivadores para el anclaje laboral, predictores de práctica exitosa, cultura organizacional y estilo de liderazgo. Se emitieron juicios de valor según las respuestas a partir de una escala prefijada. Resultados: Predominaron juicios de valor positivos alrededor de la gestión del talento. Existían reservas de mejora para la evaluación de la gestión del conocimiento en los trabajadores y las necesidades de autorrealización. Desestimularon el anclaje, la poca autonomía para la toma de decisiones y el tiempo libre disponible. Los predictores de éxito con poco desarrollo fueron las publicaciones y la percepción de reconocimiento por pares. El 78,1 por ciento cuestionó su grado de inteligencia. Los recursos fueron una limitante para el desarrollo del talento. La mayoría consideró que recibían recompensas precarias por su esfuerzo. La burocracia puede ser excesiva y los directivos desplegaban una gestión bien enfocada al desarrollo del talento. Conclusiones: La percepción sobre la gestión del talento humano en la institución es positiva aunque existen reservas de mejora identificables(AU)

Introduction: Talent management as a specific activity within the processes of the comprehensive human capital management has been barely studied in the field of the Cuban health services. Objective: To assess the human talent management in a hospital area. Method: Evaluative research conducted in January 2015 at the Specialized Outpatient Service Center of Cienfuegos province. The criteria-based intentional sample was made up of 32 workers. An expert-validated ad hoc questionnaire was used to explore 68 items related to performance evaluation, motivators for work stability, successful practice predictors, organizational culture and leadership style. Some answer-based value judgments, according to a preset scale, were made. Results: Positive value judgments on the talent management prevailed. There were reserves for improvement in the knowledge management evaluation in workers and the self-fulfillment requirements. Work stability, little autonomy for decision-making, and available spare time were not stimulating. Less developing success predictors were publications and perception of recognition by peers. In the studied group, 78.1 percent questioned their level of intelligence. Availability of resources was a restriction for talent development. Most of them considered that the compensation for their efforts was precarious, red tape may be excessive and that the directors 'management was aimed to the development of talent. Conclusions: Perception of the human talent management in the institution was positive but there are still reserves for improvement to be identified(AU)