(Solution) Critical evaluation of the merits and drawbacks of adopting an inclusive approach to talent management



According to O’Reilly and Pfeffer (2000:77), remarkable success comes from capturing the value of the entire workforce, not just a few superstars. This view is grounded in the belief that all employees have valuable characteristics or talents that can collaboratively be used to harness the productivity of an organization. Adopting the definition of Collings and Mellahi (2009) talent management include the activities and processes and process involving a systematic identification of fundamental positions which differentially contribute to a competitive entity advantage. This is in line with Tansley (2011) definition who noted that talent management is an approach involved in the development of a talent pool of high potential and high performing incumbents for filling their roles and establishment of a differentiated HR architecture. Two types of talent management are in existence which includes exclusive and inclusive talent management. Exclusive approach involves singling out a few high-potential employees knowingly or unknowingly designated as successors for leadership positions (Tarique & Schuler, 2010). This is as opposed to an inclusive approach that tends to include all talents to fit in the organization. Taking into account this background, this paper evaluates on the merits and drawbacks of adopting an inclusive approach to talent management.

Literature Review

According to Iles et al. (2010), the inclusive talent management is critically grounded on the assumption that all employees are characterized by a valuable quality that can be adopted in an entity productively. This is echoed in Swailes et al. (2014) definition of inclusive talent management as recognition and acceptance that all the employees possess unique talents and as such establishing reliable approaches to evaluate and deploy them in positions that offer them the best fit and opportunity for employees using the talents. It is in this light that Meyers and Van Woerkom (2014) argued that the primary purpose of inclusive talent management is bringing out the best in all employees and offering them with an ideal opportunity of exercising their overall potential in their roles. Hence, on the basis of the information sourced from the authors, it is evident that through inclusive talent management, this leads to eliciting of the best in all the employees in the realization of their full potential at workplaces. These findings are in line with Al Ariss et al. (2014) study that noted that it is essential to note that inclusive talent management tends to acknowledge the potential of the employees possessing relevant talents that fail in fitting specific organization. Hence, as a best practice in the implementation of talent management, organizations ought to offer relevant assistance to the employees to source more suitable employment in other areas to ensure their talents are not wasted.

Additionally, Iles et al. (2010) noted that inclusive talent management is comprised of a collection of typical human resource practices, functions, diverse activities or specialist areas including recruiting, selection, development and career and succession management. The primary limitation of the inclusive talent management is associated with the practitioner’s perspective with some focusing on specific sub-disciplines when focusing on talent management such as succession planning and leadership development. On the other hand, other practitioners tend to focus on the need for adopting the HR-techniques to attract and retain different talents on an organization-wide level rather than a department or a function level. It is in this light that O’Reilly and Pfeffer (2000) noted that handling that in this approach the concept of human resources is replaced with the talents of an entity. Additionally, Dries (2013) pointed out that the concept of talent management directly fits in with the soft approach to HRM and the strategic balance model. The underlying concept of this model is that through an inclusive talent management approach, there is a possibility of including a multidimensional view of the concept of performance. The individual and societal level and economic goals of an organization.

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