Talent management for the twenty-first century.

By Peter Cappelli. Harvard Business Review, 2008

631 citations recorded by the source corpus.

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Citations in the corpus

Conceptualising inclusive talent management: potential, possibilities and practicalities (2014, background): “Job rotation has a long tradition in HRD (Cappelli 2008) and is known for its effectiveness in helping employers to learn about the strengths of their employees in a range of contexts (Eriksson and Ortega 2006).”
The role of the corporate HR function in global talent management (2010, background): “The need for effective talent management strategies and practices that work in emerging markets is increasingly recognized by top MNC managers yet there has been little systematic research of talent management in these markets (Bhatnagar, 2007; Sparrow & Budhwar, 1997).”
The Assessment of 21st Century Skills in Industrial and Organizational Psychology: Complex and Collaborative Problem Solving (2015, background): “…in an application-oriented way (e.g., building on learning agility: De Meuse, Dai, & Hallenbeck, 2010; Eichinger & Lombardo, 2004; Lombardo & Eichinger, 2000; or the notion of talent and talent management: Cappelli, 2008; Collings &Mellahi, 2009; Ready &Conger, 2007, to give two examples).”
Organizational Support, Individual Attributes, and the Practice of Career Self-Management Behavior (2010, background): “…advice, encourages individuals to engage in career self-management (Raabe, Frese, & Beehr, 2007; Sturges, Conway, & Liefooghe, 2008); in general, employers will wish to focus this help on staff they wish to retain and develop (Arnold, 1997; Cappelli, 2008; Sturges, Guest, Conway, & Davey, 2002).”
Basic employability skills: a triangular design approach (2012, background): “Cappelli (2008) indicated the following: The talent problems of employers, employees, and the broader society are intertwined.”
Designing Sustainable HRM: The Core Characteristics of Emerging Field (2018, background): “Suggesting that employees should cover the costs of their trainings presumes that employees are the sole recipients of training beneﬁts [112], and this is out of line with the idea of sustainability.”
The role of talent-perception incongruence in effective talent management (2014, background): “…strategies have taken on heightened importance in the Human Resource Management-discipline as a result of a combination of demographic, labor market, and competitive pressures (Boudreau & Ramstad, 2007; Cappelli, 2008; Cheese, Thomas, & Graig, 2008; Farndale, Scullion, & Sparrow, 2010).”
Negotiating the Gender Divide (2012, background): “Skill shortages have motivated employers to offer more attractive terms of employment to their most talented and experienced job candidates (Cappelli, 2008).”
Talent management motives and practices in an emerging market : a comparison between MNEs and local firms (2016, background): “TM is focused on the identification of key positions which add to the competitive advantage of the firm, the HRM architecture (processes, systems and practices) used to support this and the impact of these on firm performance and, given the competition for highvalue labour, the impact on the psychol”
Talent management, talent mindset competency and job performance: the mediating role of job satisfaction (2015, background): “, 2007), TM as a relabelling of human resource planning (Lewis and Heckman, 2006), TM as succession management (Hirsch, 2000) and strategic talent management (Cappelli, 2008; Zuboff, 1998; Boudreau and Ramstad, 2005).”
Applying a talent management lens to career management: the role of human capital composition and continuity (2013, background): “Publications often depart from a distinctly normative stance – typically listing a set of best practices prescribed by management experts, or even, ‘gurus’ (Vinkenburg and Pepermans 2005; Cappelli 2008).”
Challenges and opportunities affecting the future of human resource management (2015, background): “In contrast,members of generation X (born 1965–1981) were more likely to value extrinsic rewards, leisure time, steady employment, work family balance, and promotion opportunities than baby boomers (Cennamo & Gardner, 2008; Twenge et al., 2010).”
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…”