Relevant bibliographies by topics / Talent management

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Talent management'

Author: Grafiati
Published: 4 June 2021
Last updated: 25 July 2025

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Journal articles on the topic "Talent management"

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Handayani, Dwi Nur. "Implementasi Manajemen Talenta Sebagai Upaya Membangun Aparatut Sipil Negara (ASN) Profesional di Pemerintah Kota Pontianak." Spirit Publik: Jurnal Administrasi Publik 18, no. 2 (2023): 172. http://dx.doi.org/10.20961/sp.v18i2.78540.

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<p>Along with development of human resource management concept paradigm it has shifted previous perception that viewed humans only one of the factors organizational production. However, currently human aspect in organization is not limited to that, but humans are asset for organization which then develops concept of talent management. Talent management has been outlined in form regulations required all government agencies to implement, including agencies in the regions. Purpose of research is describe implementation talent management in Pontianak City Government. Qualitative descriptive
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SAVELYEVA, MARINA. "Talent management." Public Administration 23, no. 1 (2021): 65–69. http://dx.doi.org/10.22394/2070-8378-2021-23-1-65-69.

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Developing the talents of the organization’s employees is becoming an increasingly important component for the formation of the organization’s competitive advantages since it is aimed at attracting and retaining high-quality specialists. The concept of talent can be described as a multifaceted phenomenon, including person’s abilities acquired from birth, skills obtained throughout life, and involvement in a favorite type of occupation. The article describes the main ways to identify employees’ talents, such as: “Tricky questions”, “Matrix for determining talent”, and analysis of employee’s per
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Kroupa, Tomáš. "Talent management." Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 54, no. 3 (2006): 137–48. http://dx.doi.org/10.11118/actaun200654030137.

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The contribution describes the methodology of work with human assets, and namely talent management representing a system of work with employees having over-average potential and representing the source of competitive advantage for the company. The work introduces methodological tools for implementing the system of talent management in the following fields: defining the talent, identification of talents, creating the conditions, care at the side of management, individual or group related technical education, development by way of key competences and evaluation of results, both regarding the abi
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Adil, Ahmad Langoo, Hossain Shahoriyer, Omar Osman Ahmed, saadeldin Qusai, and Ze Yuan Li. "The strategic Human Resource Management- a Talent Management Case of Nonprofit Organizations in Malaysia." International Journal of Management Sciences and Business Research 6, no. 9 (2017): 01–14. https://doi.org/10.5281/zenodo.3472299.

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Most of the studies on talent management have focused on aspects of talent attraction, talent development, talent succession, talent retention within the corporate world. Very less attention has been paid to determine the effect of these aspects in non-profit organizations by practioners and academia. Knowing the effect of above mentioned areas in non-profit organizations can help non-profit organizations in the area of skill development, career growth, job satisfaction and other related parameters. Thus, the main aim of this study is to find the current practices of talent attraction, talent
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Zhang, Kaifu. "Top Trends for Talent Management." Scientific and Social Research 3, no. 2 (2021): 163–69. http://dx.doi.org/10.36922/ssr.v3i2.1124.

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Since McKinsey’s 1998 report on “better talent is worth fighting for” which formally introduced the term “the war for talent,” talent management (TM) has been attracting strong attention from industries and academia throughout the world. Talents are seen as the critical determinant of organizational success and a necessity for sustainable corporate development. To be successful, companies need to identify and manage talents effectively. However, the dilemma faced by companies are the uncertainty of the external environment which makes it difficult for them to predict the supply and demand of t
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Parmenas, Naik Henkoh, Primadi Candra Susanto, and Erni Pratiwi Perwitasari. "MODEL EVALUASI PENERAPAN TALENT MANAGEMENT PADA PERUSAHAAN ARMADA TRUCKING." Jurnal Transportasi, Logistik, dan Aviasi 1, no. 1 (2021): 74–81. http://dx.doi.org/10.52909/jtla.v1i1.40.

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Penelitian ini bertujuan untuk melihat penerapan dan evalusai talent management di sebuah perusahaan jasa penyedia trucking. Paradigma baru manajemen Sumber Daya Manusia (SDM) memandang bahwa SDM adalah aset organisasi, sehingga harus dikelola secara strategis dan proaktif. Hal tersebut dimaknai sebagai keterkaitan antara pelaksanaan manajemen SDM dengan strategi organisasi untuk meningkatkan kinerja. Talent Management menjadi salah satu cara mengelola SDM secara strategis demi memaksimalkan pengembangkan potensi. Saat ini perusahaan jasa armada trucking sedang mengembangkan konsep talent mana
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Thapa, Makshindra. "Effect of talent management practices on talent retention in higher educational institutions of Nepal." Journal of Nepalese Management Academia 1, no. 1 (2023): 27–36. http://dx.doi.org/10.3126/jnma.v1i1.62030.

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This paper concerns answering how talents are managed in the dimensions of attracting, developing, and motivating, as well as examining the effect of these dimensions on retaining talents. Empirical shreds of evidence have indicated the positive and significant effects of various talent management practices on different aspects of performance. The absence of studies on talent management practices focusing on attracting, developing, and motivating talents and analyzing their effect on retaining them prompted this study. The study uses descriptive and causal-comparative research designs to descr
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Schreuder, Rino, and Simon Noorman. "Strategic talent development – making the best people in crucial positions better." Strategic HR Review 18, no. 6 (2019): 263–67. http://dx.doi.org/10.1108/shr-04-2019-0034.

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Purpose This article aims to explain the why and what of strategic talent development. It shows how top talents in value-creating top positions can make a strategic difference for organizations. Design/methodology/approach Having established the differences between generic and strategic talent management, this article argues that talent management needs to be aligned with the organizational strategy. The next step is to ensure that the talents and skills of people who fulfill strategic, “difference-making” roles are best developed. You cannot standardize your talent development to achieve grea
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Enwereji, Prince Chukwuneme, and Uwizeyimana Dominique Emmanuel. "Talent Management Practices in the South African Public Service." Khazanah Sosial 4, no. 3 (2022): 417–33. http://dx.doi.org/10.15575/ks.v4i3.19708.

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Talent management refers to the attraction, selection, and retention of employees, which involves a combination of HR processes across the employee life cycle. This study explored the best practice in talent management to ensure high potential talents are employed and retained due to the rising rate of employee turnover in the South African public service. A literature review and meta-analysis were conducted to explore different authors' views on the three main objectives of the study, which are to know the competencies of talent managers in developing high potential employees; explore the mec
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Hamid, Aditia Putra, Yanuar Zulardiansyah Arief, Brainvendra Widi Dionova, and Rosyid Ridlo Al-Hakim. "A Fuzzy Expert System for Talent Pool Management in Indonesia." A Fuzzy Expert System for Talent Pool Management in Indonesia 1, Vol. 1 No. 2 (2023): July 2023 (2024): 12. https://doi.org/10.59890/ijma.v1i2.73.

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Addressing the VUCA (Volatility, Uncertainty, Complexity, and Ambiguity) situation, one of the company's strategies is to design a talent management strategy program to identify talent needs based on the company's vision, mission, strategy, and values. Talent is the knowledge and abilities possessed by a person relevant to the company's needs, supporting the company's goals and strategies. The company has a system that designs and manages the talents of its employees to acquire and retain their employees, namely talent management (TM). Talent management is an organizational scheme that systema
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Dissertations / Theses on the topic "Talent management"

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Thilén, Frida, and Elin Pettersson. "Talent Management : Utan Talent Management?" Thesis, Högskolan i Jönköping, Högskolan för lärande och kommunikation, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-30081.

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Syftet med denna studie är att kontrastera en utvald organisations strategier för att attrahera, behålla, utveckla och avveckla de viktigaste resurserna mot Talent Management och dess komponenter. Studien ämnar således mot att göra en kontrastering mellan traditionellt kompetensförsörjningsarbete mot det mer moderna konceptet Talent Management. Författarna har valt att undersöka detta genom att samla empiri från intervjuer med sex medarbetare kombinerat med analys av interna dokument. Resultatet visar att delar av myndighetens arbete med kompetensförsörjning kan likställas med Talent Managemen
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Gustafsson, Isabell, Alessia Sturm, and Anna Petersson. "Talent Management : En studie om rekryteringsstrategier inom Talent Management." Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-35551.

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Inledning: När företag genomgår rekryteringsprocesser så finns där flera olika strategier att använda sig utav. Denna studie kommer att skapa en förståelse för rekryteringsstrategierna som ett specifikt företag som uppger sig jobba enligt Talent Management använder sig av. Syfte: Syftet med denna undersökning är att skapa en förståelse för hur ett företag som uppger sig jobba med Talent Management utformar sin rekryteringsstrategi och därigenom kunna uppfylla ett kunskapstomrum angående rekryteringsstrategierna inom forskningsområdet Talent Management. Forskningsfrågor: Hur definieras talang v
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Bexell, Anders, and Fredrik Olofsson. "Talent Management : Beyond the concept of Talent Management." Thesis, Jönköping University, JIBS, Business Administration, 2005. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-132.

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<p>Författarna till denna uppsats har under de senaste åren kunnat följa en explosionsartad snabb utveckling av böcker och artiklar publicerade kring konceptet Talent Management. Dessa böcker och artiklar har gemensamt att de betonar vikten av att företag adopterar konceptet och de ödesdigra följderna om de låter bli. Talent Management är enligt många ett utav det största och senaste begreppen inom personaladministration.</p><p>Under personaladministrationens historia har emellertid en mängd olika begrepp kommit och gått ur tiden såsom Personnel Management, Human Resource Management och Strate
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Chvátalová, Aneta. "Talent management." Master's thesis, Vysoká škola ekonomická v Praze, 2012. http://www.nusl.cz/ntk/nusl-162769.

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This thesis deals with talent management. Its aim is to identify the best practices in talent management based on secondary and primary research of selected talent management programs. The theory is focused on definition of strategic HR management and especially talent management as one of its priorities. It is followed by explanation of the basic concepts of talent (such as high-potential, high performing and key employees) and talent management. Further descriptions of talent management process as well as TM challenges are included. The practical part is divided into two main sections. The f
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Šimonová, Lucie. "Talent management ve vybrané společnosti." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2015. http://www.nusl.cz/ntk/nusl-225102.

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This master’s thesis is focused on Talent management. First part is devoted to theoretical knowledge which includes description of basic terms like „talent”, „Talent management” or „motivation”. The practical part which uses these findings is processed in collaboration with a selected company interested in talent management implementation.
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Wiblen, Sharna Lee. "Talking about talent: conceptualising talent management through discourse." Thesis, The University of Sydney, 2014. http://hdl.handle.net/2123/13257.

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This thesis employs discourse analysis in order to understand how the concepts of “talent” and “talent management” are socially constructed within an organisational setting and the ways in which these are then brought into being and enacted. The research highlights that the meanings attributed to these often “taken for granted” concepts is not commonplace or self-explanatory, but rather that they come about via ongoing processes of negotiation within organisational settings. The thesis is a case study of talent management at a single Australian Professional Services Firm - PSF - and its multip
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Pecháčková, Marcela. "Talent Management v organizaci." Master's thesis, Vysoká škola ekonomická v Praze, 2012. http://www.nusl.cz/ntk/nusl-199074.

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This master thesis focuses on actual topic of talent management. The thesis is divided into two parts, theoretic and practical one. The first one covers basic terms of talent management, evaluation, development and motivation, career management and retention of talented employees within company. In order to obtain necessary information secondary data were used. In second part there is an analysis of current state of human resources management in the company. The analysis is based on empiric research which consists of interviews with concerned people in company management and investigation of i
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Nováková, Nikola. "Talent management v telekomunikační společnosti." Master's thesis, Vysoká škola ekonomická v Praze, 2014. http://www.nusl.cz/ntk/nusl-193553.

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Diploma thesis is focused on Talent Management in telecommunication company. The main aim of this thesis is to analyze talent programs in this company and find a solution for detected mistakes in programs. Diploma thesis is divided to theoretical and practical parts. In the theoretical part there is an explanation of basic concepts of talent management, its evolution and importance. There is also a definition of components of Talent Management and its negatives and positives. The theoretical part is finished with analysis of legal regulations in the Czech and Slovak Republic. In the practical
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Hrouda, Lukáš. "Talent Management v organizaci." Master's thesis, Vysoká škola ekonomická v Praze, 2012. http://www.nusl.cz/ntk/nusl-192923.

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The Master's Thesis deals with the issue of talent management. Its main goal is to create a talent management in the company Panalpina Business Services (Prague), Ltd., which currently doesn't have similar program, but in the near future this issue will have to be solved. The thesis is divided into two parts, theoretical and practical. The theoretical part provides a comprehensive introduction to the basic terms of talent management and individual steps to implement talent management program. It is based on specialized literature and theoretical knowledge. It also analyzes the problems that ma
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Hrdinová, Šárka. "Talent management ve společnosti." Master's thesis, Vysoká škola ekonomická v Praze, 2013. http://www.nusl.cz/ntk/nusl-193616.

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This Master's Thesis deals with the issue of talent management at Tesco Stores ČR a.s. The main goal was to create an action plan for cooperation with talent's at Tesco Stores ČR a.s. leading to an increase in employee engagement. Through a detailed study of specialized literature, talent management and its processes, employee development, succession planning, career management and performance management were defined. An analysis of the current system of talent management in the company was created based on interviews and a questionnaire survey. A SWOT analysis generated recommendations and su
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Books on the topic "Talent management"

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Ritz, Adrian, and Norbert Thom, eds. Talent Management. Gabler, 2010. http://dx.doi.org/10.1007/978-3-8349-8584-2.

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Blass, Eddie, ed. Talent Management. Palgrave Macmillan UK, 2009. http://dx.doi.org/10.1057/9780230233522.

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Ritz, Adrian, and Norbert Thom, eds. Talent Management. Springer Fachmedien Wiesbaden, 2018. http://dx.doi.org/10.1007/978-3-658-19100-9.

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Ritz, Adrian, and Norbert Thom, eds. Talent Management. Gabler, 2011. http://dx.doi.org/10.1007/978-3-8349-6954-5.

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Taylor, Meredith A. Talent management. Association of Research Libraries, 2014.

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Collings, David G., Hugh Scullion, and Paula M. Caligiuri, eds. Global Talent Management. Routledge, 2018. http://dx.doi.org/10.4324/9781315200170.

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Vaiman, Vlad, Paul Sparrow, Randall Schuler, and David G. Collings, eds. Macro Talent Management. Routledge, 2018. http://dx.doi.org/10.4324/9781315200200.

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Dan, Sorin, Diana Ivana, Monica Zaharie, Daniel Metz, and Mihaela Drăgan. Digital Talent Management. Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-76750-1.

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Tarique, Ibraiz. Contemporary Talent Management. Routledge, 2021. http://dx.doi.org/10.4324/9781003182788.

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Lackner, Maximilian. Talent-Management spezial. Springer Fachmedien Wiesbaden, 2014. http://dx.doi.org/10.1007/978-3-658-03183-1.

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Book chapters on the topic "Talent management"

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Holck, Lotte, Sara Louise Muhr, and Florence Villesèche. "Talent Management and Managing Diverse Talents." In Contemporary Talent Management. Routledge, 2021. http://dx.doi.org/10.4324/9781003182788-5.

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Bödeker, Nico, and Eberhard Hübbe. "Stage 5: Talent Management talent management." In Strategic Human Resource Development. Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-31473-5_9.

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Gibb, Stephen. "Talent Management." In Human Resource Development. Macmillan Education UK, 2011. http://dx.doi.org/10.1007/978-0-230-34464-8_9.

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McCuller, Patrick. "Talent Management." In How to Recruit and Hire Great Software Engineers. Apress, 2012. http://dx.doi.org/10.1007/978-1-4302-4918-4_2.

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Hatum, Andrés. "Talent Management." In Next Generation Talent Management. Palgrave Macmillan UK, 2010. http://dx.doi.org/10.1057/9780230295094_2.

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Nebel, Cynthia, and Zohra Damani. "Talent Management." In Uniting Learning Science and Talent Management. Routledge, 2024. http://dx.doi.org/10.4324/9781032711591-4.

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Sapiro, Arão. "Talent Management." In Classroom Companion: Business. Springer International Publishing, 2024. http://dx.doi.org/10.1007/978-3-031-55669-2_10.

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Tarique, Ibraiz. "Talent Management." In The Routledge Companion to Talent Management. Routledge, 2021. http://dx.doi.org/10.4324/9781315474687-1.

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Malik, Amina R., and Parbudyal Singh. "Talent Management." In The Routledge Companion to Talent Management. Routledge, 2021. http://dx.doi.org/10.4324/9781315474687-30.

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Sharma, Kushal. "Talent Management." In The Routledge Companion to Talent Management. Routledge, 2021. http://dx.doi.org/10.4324/9781315474687-5.

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Conference papers on the topic "Talent management"

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Saputro, Immanuela Puspasari, Eko Cahyo Nugroho, and Novi Patricia. "Predictive Insights into Talent Management: A Random Forest Approach to Assessing Top Talent in State-Owned Enterprises." In 2024 International Conference on Information Management and Technology (ICIMTech). IEEE, 2024. https://doi.org/10.1109/icimtech63123.2024.10780921.

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Stuss, Magdalena M. "TALENT MANAGEMENT – WAR FOR TALENTS." In 11th Business & Management Conference, Dubai. International Institute of Social and Economic Sciences, 2020. http://dx.doi.org/10.20472/bmc.2020.011.013.

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Taechasapasith, T., and N. Silakorn. "Systematic Talent Management & Succession Planning." In ADIPEC. SPE, 2023. http://dx.doi.org/10.2118/216818-ms.

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Abstract This paper demonstrates how systematic Succession Planning is important to PTTEP business especially when we operate over 50 petroleum exploration, development, and production projects in more than 10 countries across several regions with the primary focus on Southeast Asia and the Middle East as well as other petroleum-prolific areas displaying investment opportunities, both E&amp;P and beyond E&amp;P businesses. It ensures that all critical positions are occupied continuously and gains more engagement from the PTTEP talent pool. In 2020, Succession Planning became one of the KPIs am
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Zengeya, Theressa Madzingesu, Gregory Alexander, and Desiree Pearl Larey. "CONSIDERATIONS OF TALENT MANAGEMENT IN RETENTION OF ACADEMICS IN THE NATIONAL UNIVERSITY OF LESOTHO." In International Conference on Education and New Developments. inScience Press, 2021. http://dx.doi.org/10.36315/2021end127.

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The aim of the study was to examine the contribution of talent management practices at the National University of Lesotho in the retention of talented academics. The university has immense competition within the local, regional and international labour market. It isthreatened by high mobility and low retention of highly qualified staff, which has affected the quality of learning, especially postgraduate programmes. The study employed Bourdieu’s social theory and Adam’s theory of equity as a theoretical lens to understand talent management practices to retain talented academics. Bourdieu’s theo
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Molk, Mojca, and Vesna Novak. "Model ravnanja s talentiranimi posamezniki v organizaciji." In Interdisciplinarity Counts. University of Maribor, University Press, 2023. http://dx.doi.org/10.18690/um.fov.3.2023.58.

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In the future, talented individuals will be among the key factors for achieving high work performance and greater competitive advantage for individual organizations. Today’s labour market conditions require organizations to adapt the work environment to each individual. The environment must be stimulating so that employees feel good in it, belong, have the opportunity to make maximum use of their knowledge, experience and skills and are motivated for new changes. The guidelines given to employees must be in accordance with the corporate culture and goals of the organization, for which the head
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Al Barwani, Fatma. "Integrated Talent Management." In Abu Dhabi International Petroleum Exhibition & Conference. Society of Petroleum Engineers, 2019. http://dx.doi.org/10.2118/197493-ms.

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Gričnik, Ana Marija, Simona Šarotar Žižek, Branka Zolak Poljašević, and Kristina Črnjar. "TALENT MANAGEMENT IN THE AGE OF DIGITAL TRANSFORMATION AND CHANGES IN THE WORKFORCE CHARACTERISTICS." In Tourism and Hospitality Industry: Trends and Challenges. University of Rijeka, Faculty of Tourism and Hospitality Management, 2024. http://dx.doi.org/10.20867/thi.27.25.

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In contemporary business environment many organizations are faced with HRM challenges, including the problem of attracting and retaining talented individuals. Some of the more significant reasons of this issue are related to the liberalization of the labour market in global frameworks and changes in the characteristics of the workforce. The upcoming generation of professionals has a different attitude towards work. They want greater autonomy, flexibility, the possibility of career advancement and identification with the company’s values and culture. For young professionals, technology is an in
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Penca, Primož, Goran Vukovič, and Miha Marič. "Talent Management and Intrapreneurship." In Organizations at Innovation and Digital Transformation Roundabout. University of Maribor Press, 2020. http://dx.doi.org/10.18690/978-961-286-388-3.43.

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This study contributes to the field of entrepreneurship research by offering an overview of the literature on how the development of intrapreneurship and corporate venture capital improves the retention of talent within an entrepreneurial group and satisfies the entrepreneurial desire of young talent. The research on intrapreneurship has increased in the previous years. This paper will describe the most significant attributes and features of the intrapreneurship concept itself, the intrapreneur and the intrapreneurial organization and therefore clarify what defines intrapreneurship and talent
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Yusof, Yushafidi Bin, Syahirah Bt Ismail, Ruzmilawati Bt Ismail, and Muhammad Alif Bin Azaman. "Driving Efficiency and Productivity: A Data Analytics Approach to Technical Talent Competency Management in Petronas Upstream." In ADIPEC. SPE, 2023. http://dx.doi.org/10.2118/216217-ms.

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Abstract The oil and gas industry are facing a few challenges, including the need to attract and retain top talent, the need to manage cost escalation, and compliance to new and stricter regulations. One of the key challenges that the industry is facing is to align competencies with job requirements. This is especially true in the case of technical talents, who are essential for the safe and efficient operation of oil and gas facilities. This paper provides a comprehensive and professional account of a centralized data analytics approach designed to effectively manage the competencies of techn
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Yusof, Yushafidi Bin, Mohd Helmizan Bin A. Wahab, Mohd Alif Bin Azaman, et al. "Strategic Talent Alignment: Enhancing Efficiency in PETRONAS Upstream Through Tailored Talent Profiling Aligned With Position Requirements." In ADIPEC. SPE, 2024. http://dx.doi.org/10.2118/223019-ms.

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Abstract In this paper, we present a comprehensive talent competency assurance approach within PETRONAS-Upstream. Our focus extends beyond mere efficiency gains; we aim to foster flexible mobilization across disciplines and strengthen the talent pool succession plan. The approach involves meticulous alignment of development programs with the organizational plan, achieved through in-depth evaluation and understanding of job requirements. As a result, candidates are precisely profiled based on their requisite skills. PETRONAS-Upstream has established a robust and meticulous process for talent ma
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Reports on the topic "Talent management"

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Stitt, Douglas. Talent Management. Defense Technical Information Center, 2012. http://dx.doi.org/10.21236/ada561897.

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Swanson, Peder L. Talent Management -- Sharpening the Focus. Defense Technical Information Center, 2013. http://dx.doi.org/10.21236/ada592554.

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Marcum, Deanna. Talent Management for Academic Libraries. Ithaka S+R, 2015. http://dx.doi.org/10.18665/sr.241937.

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Gurvis, Joan, Cindy McCauley, and Milynn Swofford. Putting experience at the center of talent management. Center for Creative Leadership, 2016. http://dx.doi.org/10.35613/ccl.2018.1069.

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Bevins, James. The False Dilemma: Rethinking AF Science and Technology Officer Talent Management. Office of Scientific and Technical Information (OSTI), 2022. http://dx.doi.org/10.2172/1856138.

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Ferry, Korn. Personnel Perception of Talent Management in the Indian Social Sector Report. Indian School Of Development Management, 2022. http://dx.doi.org/10.58178/2209.1010.

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Drawing from a study with 92 social sector personnel, this report documents the perception of personnel towards their organizations as well as the social sector at large. It presents a holistic understanding of the perception of employees about their sense of affiliation; compensation and benefits received; and work structure in their organizations.
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Lawson, Adrienn. 2024 State of Tech Talent Report: Survey-based Insights into the Current State of Technical Talent Acquisition, Retention, and Management Globally. The Linux Foundation, 2024. https://doi.org/10.70828/lejn2246.

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LF Research and LF Training &amp; Certification partnered again this year to study trends in the technical talent market, surveying individuals responsible for hiring and training IT professionals. The aim of this research was to understand how technical skill development and organizational strategies are changing in response to emerging technologies and economic challenges, in particular the IT layoffs in 2023 and the growing use of generative AI tools. Key findings from the report indicate that despite headlines, only a minority of companies reduced their technical headcount in 2023. What's
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Wallace, Roy A., Michael J. Colarusso, Andrew O. Hall, David S. Lyle, and Michael S. Walker. Paid to Perform: Aligning Total Military Compensation With Talent Management. Volume 8. Defense Technical Information Center, 2015. http://dx.doi.org/10.21236/ada625235.

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Cao, Larry, Rebecca Fender, and Ryan Munson. The Future of Work in Investment Management: The Future of Skills and Learning. CFA Institute, 2022. http://dx.doi.org/10.56227/22.1.7.

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This report identifies gaps between the supply and demand for skills, outlines strategies for career development, and proposes structural changes to investment teams to better leverage diverse talent.
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Lawson, Adrienn, and Stephen Hendrick. 2024 State of Tech Talent Japan Report: Survey-based Insights into the Leading Talent Strategies and Modernization Initiatives in Japan's Tech Sector. The Linux Foundation, 2024. https://doi.org/10.70828/nvoj7902.

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Earlier in 2024, LF Research published its 2024 State of Tech Talent Report. The survey findings from this study were subsequently segmented by Japanese respondents and analyzed in a secondary report to capture a focused perspective on talent management amid the unique challenges faced by Japan's IT industry. This report finds that Japan is facing some obstacles in its modernization efforts. The country is confronting a significant shortage of technical talent, persistent legacy mainframes, and training programs that fall short in delivering the skills required for complex roles. Despite these
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