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When TM strategy is not self-evident: Action research with a mid-sized French company on organizational issues affecting TM strategy

机译：当TM策略不是不言而喻的：采用中型法国​​公司对影响TM战略的组织问题的行动研究

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Purpose The purpose of this paper is to contribute to the talent management (TM) and talentship literature by exploring the key organizational conditions required to design a sustainable TM strategy.Design/methodology/approach The author carried out a one-year action research with the management board of a mid-sized French company that sought to implement a TM strategy. Immersion in the phenomenon studied allowed inductive exploration of a TM strategy design from the outset of its formulation and conceptualization. Data were collected from observations, interviews and focus groups with different stakeholders (management board, managers and employees) involved in TM strategy project, and were analyzed from a congruence model to interpret a posteriori the key organizational issues affecting TM strategy.Findings The findings highlight the need to go beyond simple TM alignment to business strategy, as talentship asserts. They offer an overview of key organizational issues influencing TM strategy: organizational inputs such as environment, history and identity, along with organizational components such as critical tasks, people, structure, management and culture and their mutual influences and dynamics. The lack of congruence among these key organizational factors hinders the ability to conceptualize, formulate and design TM strategy successfully.Research limitations/implications Due to its exploratory nature and the fact that it consists of a single case, this study encourages further contributions to the TM and talentship literature on organizational issues affecting TM strategy in other contexts. It also suggests a complementary approach with the decision-making literature to explore the conceptualization stage and the influences of managers involved in TM strategy more deeply.Practical implications The paper suggests an organizational diagnosis on organizational conditions and capabilities for designing TM strategy based on congruence analysis used in this case. It also proposes in addition to the talentship approach and congruence analysis, when key organizational conditions are met, a five-step process for guiding managers in making sounder decisions during TM strategy conceptualization.Originality/value The paper sheds light on key organizational conditions required to design TM strategy that have been overlooked in the TM and talentship literature. It thus questions the apparent practicability of TM strategy in any organizational context.
机译：目的本文的目的是通过探索设计可持续的TM战略所需的关键组织条件，为人才管理（TM）和才华哲文学贡献。作者提出了一年的行动研究管理委员会的中型法国公司，寻求实施TM战略。浸入现象中，从其制定和概念化开始时允许对TM策略设计的诱导感应探索。从参与TM战略项目的不同利益相关者（管理委员会，经理和雇员）的观测，访谈和焦点小组收集数据，并从一致模型中分析了一个后验，以解释影响TM策略的关键组织问题。研究结果突出了随着才能的思考，需要超越简单的TM对齐。他们概述了影响TM战略的关键组织问题：环境，历史和身份等组织投入以及组织组成部分，如关键任务，人，结构，管理和文化以及其共同影响和动态。这些关键组织因素之间的一致性阻碍了概念化，制定和设计TM战略的能力。研究限制/影响由于其探索性，而且它由单一案例组成的事实，这项研究鼓励进一步贡献TM关于影响其他语境中TM策略的组织问题的人才文学。它还提出了一种互补的方法，探讨了概念化阶段的决策文学，并更加深入地参与了TM战略的管理者的影响。本文提出了基于同一同一致性的组织条件和设计TM战略的组织条件和能力的组织诊断在这种情况下使用。它还提出除了招生方法和同一分析外，何时满足关键组织条件，为在TM战略概念化期间指导管理人员在制定演位器决策时进行五步过程。纸张在需要的关键组织条件下揭示设计TM策略被忽视在TM和Talenthhip文献中。因此，它提出了任何组织背景下的TM策略的明显实用性。

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