Talent on Demand: Managing Talent in an Age of Uncertainty

By Peter Cappelli. 2008

191 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/0fabc712dbef4d050c81cacd7480df90e22249d3

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Citations in the corpus

An Ecological Systems Perspective on Mentoring at Work: A Review and Future Prospects (2011, background): “In spite of the current economic downturn in which organizations have slashed their budgets for employee training and development (Capelli, 2008), human-resources professionals continue to design formal mentoring programs that match mentors and protégés in order to aid employee career growth and adv”
Talent and leadership development practices as drivers of intention to stay in Lebanese organisations: the mediating role of affective commitment (2013, background): “…and leadership development practices potentially realise a multiplicity of outcomes including enhancement of the human capital of pivotal employees (Cappelli 2008a); a alignment of human capital with firm strategy (Conger and Fulmer 2003; Collings and Mellahi 2009); careers advancement within the…”
The future of employee development (2019, background): “The certainty that both ﬁ rms and employees needed to justify investments in internal labor markets has diminished (Cappelli, 2008) leading to questions about who is responsible for investing in human capital and who should guide such investments.”
The Pearls and Perils of Identifying Potential (2009, background): “…represent important areas of practice and research, and many were initiated back in the 1950s and 1960s at many large organizations such as AT&T and GE, and in some cases even earlier in the military (Bray & Grant, 1966; Cappelli, 2008; Jeanneret & Silzer, 1998; Office Strategic Services, 1948).”
HOW ARE TOP COMPANIES DESIGNING AND MANAGING THEIR HIGH-POTENTIAL PROGRAMS? A FOLLOW-UP TALENT MANAGEMENT BENCHMARK STUDY (2015, background): “The most successful talent processes are those which are customized and fully integrated with the business strategy (Boudreau & Ramstad, 2007; Cappelli, 2008; Silzer & Dowell, 2010).”
Recognizing the important role of self-initiated expatriates in effective global talent management (2015, background): “Some scholars perceive TM from a primarily human capital perspective (Cappelli, 2008), while others view it as mainly an approach with talent as the source of organizational success (Mellahi & Collings, 2010).”
How do MNCs establish their talent pools? Influences on individuals' likelihood of being labeled as talent (2010, background): “Talent shortages have become one of the biggest HR concerns for multinational corporations (MNCs) today (Cappelli, 2008; Ready & Conger, 2007).”