talent management

Supply Chain Talent Management

June, 2012

Special Issue

ONTARIO INSTITUTE OF THE PURCHASING MANAGEMENT ASSOCIATION OF CANADA 1 Dundas Street West, PO Box 64, Suite 2704 Toronto, Ontario M5G 1Z3 Tel. 416-977-7566 Fax. 416-977-4135

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Special Issue Introduction – Supply Chain Talent Management The resource-based view of the firm is a theory that has been used for a number of decades in supply chain research to help explain differential performance. This theory argues that a firm gains a competitive advantage over other firms by acquiring and leveraging resources that are valuable, rare, inimitable, and non-transferable. Human resources within the supply chain function can be considered one such resource that a firm can leverage to achieve differential performance. This special issue focuses on the ever-increasing importance of managing talent within supply chain organizations The convergence of globalization, the Internet and computing power have decreased the coordination costs of doing business around the world. As a result, firms now have an increased ability to create complex supply chain structures that leverage expertise and low-cost supply options across the globe. The paradox, however, is that the very trend of increasing automation and globalization of supply chains has also led to an increased need for better management of human relationships both cross-functionally within the firm and across inter-firm boundaries. Therefore, while the ideal supply chain manager of yesterday was characterized as the highly efficient, no-nonsense plant manager, the supply chain manager of tomorrow requires a higher degree of relational and cultural acumen and maturity. Managing talent in the supply chain function has now become a differentiating factor that enables firms to more fully leverage and take advantage of the possibilities that globalization of the supply chain has to offer. The articles that we abstract this month provide insights into various dimensions of supply chain talent management. Schweer et.al. (2012) looks at how talent management practices contribute to increased collaboration within a firm. The authors in this article advocate a proactive approach in understanding the formation of informal networks and devising a means by which such networks can be facilitated, even when an employee leaves the company. Stahl et.al. (2012) highlight that it is talent management “principles” and not “practices” that are indicators of competitive advantage. These principles include alignment with strategy, internal consistency, cultural embeddedness, management involvement, balance of global and local needs and employer branding through differentiation. Lindgreen et.al. (2011) explores the role that high potential employees have in championing and facilitating the implementation of corporate social responsibility initiatives Lau (2010) reports a Hong Kong study of differentiating skills and knowledge areas in purchasing and supply management. His study identifies the top five skills as negotiation, interpersonal communication, analytical capability, ability to work in team, and decision-making. The top areas of expertise identified were price/cost analysis, competitive supply market analysis, supplier relationship management, and supplier evaluation. Kerr (2011) identifies seven characteristics of good supply chain leaders: 1) leaders are activists and fighters, 2) leaders are focused on big ideas, 3) leaders are impulsive communicators, 4) leaders are

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authentic, 5) leaders are demand-driven (customer focused), 6) leaders are inclusive, and 7) leaders continually “pay it forward” Petrick and Juntiwasarakij (2011) discuss that contrary to common belief, emerging markets are a significant source of innovation due to their unique environment and that talent management should include diversity of thought that comes from engaging human resources in emerging markets. Das et.al. (2011) empirically validate that leadership competencies are instrumental in TQM implementation. These findings implicitly suggest that other general supply chain initiatives also depend on leadership competencies. Johnson and Leenders (2008) conduct a case study of 26 first-time chief purchasing officer (CPO) appointments and identify trends and insights related to these appointments. These insights shed light on what typically is involved when a firm decides to create a dedicated supply function within its organization. Richey et.al. (2011) approaches the value creation capability of supply chains from a service-logic dominant framework that heightens the relative importance of human resources as a differentiating resource. We hope you enjoy this special issue on supply chain talent management!




Title: Building a Well-Networked Organization

Journal: MIT Sloan Management Review, Winter 2012, pp. 35-42

Authors: Margaret Schweer, Dimitris Assimakopoulos, Rob Cross, and Robert J. Thomas

Key Words: Talent management, Networks, supply chain collaboration

Full text available

Overview: Collaboration has been shown to be a key factor in the success of organizations. This research looks at how talent practices contribute to increased collaboration. Online surveys questioned managers about business processes that encouraged collaboration and network building. Interviews, public data, and observations from consulting work pinpointed steps that focus on networks and how they contribute to individual and organizational performance. Case studies of 15 companies led to comparisons between individual networks and performance.

Managers must understand how their employees set out to collaborate and how informal networks operate. This can be done through Organizational Network Analysis (ONA). ONA can spot relationships that increase productivity and also employees whose potential has not been maximized. Individual performance data is compared with the results from ONA. Leaders then use this to consider employees first in terms of career progression and second in terms of how they contribute to the organization. Employees can be classified into four types: high-performing talent, marginalized talent, hidden talent, and underutilized talent.

High performers do well at the individual level and are also good at building networks. They differ from the other types in that they are able to leverage networks and relationships strategically and also give back just as much as they request. Marginalized talent falls at the low end of both individual performance and network effectiveness. These employees have talent, but don’t recognize the need for collaboration. Connecting them to others through customized plans and helping them to see the effects of not having a network are often sufficient to produce change. ONA shows that sometimes these marginalized employees are created due to cultural and/or relational circumstances within the company. The hidden talent category includes employees who contribute greatly to the success of the organization through collaboration, but are often not recognized as high-potential employees. This group tends to be larger than suspected. It is important to tap into this group to prevent them from seeking other jobs. Many common talent practices are effective here. Underutilized talent describes those who perform well as individuals but make no network contributions. Sometimes this is part of approved business strategy, but in those cases where collaboration should be happening and is not, productivity decreases.

Common talent management practices center around recruitment, on-boarding, engagement, staffing, succession planning, and training. When these are carried out with a networkcentric focus, both individual and organizational performance improves. Here is what can be done with respect to each practice:

Recruitment and Staffing – Recruiters can use Web networks to make high-value personal referrals and increase the scope of recruiting efforts. These networks can also help potential employees see what the organization is like to know if they will fit within the culture. Profiles within these networks increase visibility of performance and expertise decreasing the possibility that a current employee will become marginalized or hidden.


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On-boarding and Off-boarding – Adopt a relational focus to on-boarding that facilitates the creation of networks for new employees. When employees leave the company, make sure there is a way to stay connected so that access to knowledge and expertise is not lost.

Employee Engagement – A better understanding of how employees are connected socially will make it easier to create opportunities for engagement that address concerns and strengths in an appropriate manner.

Learning and Development – Because high-performers tend to excel at building strategic personal networks, examining the networks of these types of employees and then trying to duplicate them systematically will increase performance.

A networkcentric approach to talent management will allow companies to tap into previously unrecognized potential thereby increasing value and productivity.




Title: Building a Corporate Supply Function

Journal: Journal of Supply Chain Management, 2008, Vol.44 No.3, pp.39-52

Authors: P. Fraser Johnson and Michiel R. Leenders

Key Words: chief purchasing officer, supply chain management, organizational structure, leadership

Full text available Overview: The position of chief purchasing officer (CPO) is one that has begun to emerge in earnest over the past decade. This article studies the appointment of a CPO for the first time in a firm and explores the drivers and circumstances that define the context surrounding these appointments. In particular, the authors examine the following regarding first-time appointments: drivers (structural change intiatives), CPO background, reporting line (who CPO reports to), decision makers that influence CPO choice selection, tenure of the first CPO appointment and the tenure of his/her first direct reports.

The authors conducted in-depth interview and analyses with 26 different companies. In the case of 20 companies, the decision to create the CPO position was a result of a broader internal organizational structural change initiative. In one instance, the decision to hire a CPO was independent of any internal strategic change initiative while in five instances the change was precipitated by a consulting project or related audit recommendation.

CPO background was varied. Ten CPO’s were promoted internally within the firm’s supply function while five were promoted internally but outside the supply function. Of those hired externally, all had supply experience however eight did not have CPO experience. While the authors highlight that this is evidence of firm risk-taking due to inadequate internal resources, the possibility also exists that given the newness of the CPO position, there is a relatively small pool of existing CPO’s that are in the market for a new job and that offering purchasing professionals the opportunity for a promotion to the CPO position was the only way to find a qualified candidate.

The larger share of newly appointed CPOs reported directly to the CEO, however, it has been observed that this trend reverses after the first appointment. Subsequent appointments have been observed in other research studies to decrease in the frequency of reporting directly to the CEO. In fact, prior research suggests that a direct reporting line to the CEO may not be required to achieve improved supply chain performance.


http://search.proquest.com/docview/235204318?accountid=130991�



Title: Anatomy of a Leader

Journal: Supply Chain Management Review, March/April 2011, pp. 14-20

Authors: John Kerr

Key Words: leadership, supply chain leaders, talent management

Full text available

Overview: Supply Chain Management Review has featured a column for seven consecutive years called “Profiles in Leadership.” Mr. Kerr examines these columns and offers a new perspective on the question, “What makes a truly great supply chain leader?” Kerr points out that there is no set profile of a great leader. Those featured in the column have varied in background, education, gender, financial status, and available opportunities. Some are practicioners, others consultants and academics. Seven characteristics seem to be indicative of good leaders.

1. Leaders are activists and fighters – Leaders are willing to take action in a proper manner when needs are identified without outside direction. If there is something they firmly believe in, they fight for that.

2. Leaders are focused on big ideas – Not limited by a particular assignment or job description, leaders look across boundaries within the organization, and try to build credibility. In addition, they look outside the organization into other professions, academia, and professional associations for better information.

3. They are impulsive communicators – Communicating ideas are far different than developing them. One thing that can help is having a “common vocabulary” that is used throughout the organization. The other end of communication—listening—is just as important. Social networking technology can help to stay in touch with employees.

4. Leaders are authentic – Leaders must be forthright, open, accountable, and ethical remembering that trust is earned.

5. They are demand-driven – Rather than focusing solely on the supply side, they are demand driven and have a customer/sales orientation.

6. Leaders are inclusive – This includes collaborating with suppliers and encouraging cross-functional interactions within the organization. Forging partnerships with universities, or other research groups is another facet of this as is including employees in decision-making and information-gathering processes.

7. They continually “pay it forward” – Supply chain leaders must also be actively looking ahead to the future ensuring that adequate knowledge transfer and upgrades are taking place, and are never satisfied with the status quo. Mentoring, shadowing, and coaching programs encourage this as does a willingness to allow experimentation and mistakes with graciousness.





Title: Aligning operant resources for global performance: An assessment of supply chain human resource management

Journal: Journal of Management and Organization, 2011, Vol.17 No.3, pp.364-382

Authors: R. Glenn Richey Jr., Chadwick B. Hilton, Michael G. Harvey, Lauren Skinner Beitelspacher, Mert Tokman, Miriam Moeller

Key Words: service-dominant logic, human resources, supply chain management, customer orientation, supply chain relations, operant resources

Full text available Overview: This conceptual article brings together the service-dominant logic literature from marketing with the relational buyer/supplier literature in supply chain management to form a comprehensive framework that explores the value creation potential of supply chain relationships. As such, this article heightens the relative importance of understanding and acquiring the needed supply chain managerial talent in order to achieve the desired differential performance that come from these relationships.

The article discusses key dimensions of both internal and external operant resources that contribute to supply chain success. Two dimensions discussed with respect to internal resources are customer orientation and service culture. Customer orientation is defined as “the set of cross-funtional processes and activities directed and creating and satisfying customers through continuous needs assessment”(pg.370) while service culture is defined as “the organization’s abilities to meet the customer’s needs from multiple perspectives…through development of frontline and back-end (supply chain) competencies” (pg.370). Taken together, these two dimensions comprehend that much of the value creation capability of a firm resides in its abilities to work cross-functionally in identifying and creating an offering that has value and meaning for the end customer.

The two dimensions outlined with respect to external resources are collaborative communication and governance mechanisms. These two dimensions recognize that true value creation for the end customer extends beyond a single focal firm-level perspective to a value chain perspective. Value creation in a supply chain context requires that a firm and its distributors and suppliers be aligned and unified in their vision and comprehension of true value creation. Collaborative communication enables this level of cohesion of vision as does the governance mechanisms of trust and relationship commitment.

The article then summarizes and synthesizes these arguments by discussing the implications that human resource talent has on the ability to create and enhance the value creating capability of these resources just discussed. Further, it is recognized that the specific relational skills needed to succeed in this manner may differ from country to country. The ultimate supply chain manager is one who understands these nuances and can effectively alter the modus-operandi according to the culture in which he or she is operating.





Title: Training needs of purchasing and supply management personnel in Hong Kong

Journal: Journal of European Industrial Training, 2010, Vol. 34 No. 5, pp. 400-415

Authors: Antonio K.W. Lau

Key Words: Training needs, Purchasing, Supply chain management, Hong Kong

Full text available Overview: This paper looks at Purchasing and Supply Management (PSM) training in Hong Kong in an effort to identify trends, skills, and knowledge areas in PSM, how PSM employees are trained, and the effectiveness of that training. Hong Kong is a supply chain hub for many multinational companies. An online survey instrument was used to gather data. Though the scope was limited to Institute of Supply Chain Management Hong Kong (ISMHK) members and M.S. students at the City University of Hong Kong, and had a limited response rate, the results are valid and an ISMHK panel agreed with the findings. The companies surveyed spanned a wide range of size, PSM experience, and functions, but were mostly concentrated in the services and manufacturing industries. Many of them used both centralized and decentralized forms of PSM within their organizations. The results showed mixed opinions towards what constitutes minimum educational and training requirements for PSM with some favoring higher education (a bachelor or masters degree) and others only certification. This suggests that a more rigorous path professional certification may be necessary. Respondents viewed PSM status as moderate within their organization and saw it as mostly a career track within PSM or a career and rotational job assignment. When asked about trends in PSM, cost seemed to be most important followed by purchasing performance monitoring and strategic sourcing. The top five skills listed by responders were negotiation, interpersonal communication, analytical capability, ability to work in teams, and decision-making. PSM employees must continue to learn. Responders emphasized five knowledge areas: price/cost analysis, competitive supply market analysis, supplier relationship management, analysis of suppliers and supplier evaluation. These observations of trends, skills and knowledge are supported in other literature. When asked about PSM training opportunities within their companies, only 22.6 percent provided formal career development, 24.5 percent provided formal training, and only 37.7 provided needs assessment. Because PSM is so critical to business success, it is obvious that better internal training of PSM employees is needed. In general, companies use many methods to train employees. Among respondents, the most common ones were on-the-job training and formal classroom training. More research is needed here to examine if on-the-job and formal classroom training are sufficient or if companies could benefit from pursuing other methods. Training effectiveness can be measured through course evaluations completed immediately after the training, performance evaluations that look at performance before and after the training, and needs assessment tests before and after the training. Less than 50% of the companies measured training effectiveness. Clearly, there are missed opportunities to capitalize here. Respondents generally indicated that colleges and universities should provide an understanding of purchasing. One way to do this is to offer PSM specific classes, conduct research, and provide technical training.





This survey indicates that further study is warranted. Academics could explore links between PSM education/training and business performance and try to identify the most effective methods (i.e. active, participative or e-learning). Survey observations on trends, skills, and knowledge may help HR departments develop better recruiting, retention and evaluation processes. Though the study was limited in scope and region, it shows that there is still much to learn about PSM and many opportunities to do so.




Title: The Role of Leadership Competencies for Implementing TQM

Journal: International Journal of Quality and Reliability Management, 2011, Vol.28 No.2, pp.195-219

Authors: Anupam Das, Vinod Kumar and Uma Kumar

Key Words: TQM, leadership, change management

http://search.proquest.com/docview/848013809?accountid=130991 Overview: Total quality management (TQM) became popular in the 1980’s and has become ubiquitous among most companies seeking continuous improvement. In this article, authors Das et.al. seek to empirically test the role that leadership competencies have on successful implementation of TQM. Implicit in this article is the assumption that leadership competencies are not only relevant to implementing TQM, but are also relevant to change management initiatives in general. As such, supply chain organizations seeking to undergo an organizational transformation in support of a more agile, responsive, or trusting supply chain would be well served to focus on ensuring that the leadership in place has the competencies needed to implement such a transformation.

Using survey responses from 265 manufacturers located in Thailand, the authors empirically test and confirm the hypotheses that increased leadership competencies do in fact lead to improved TQM implementation and that this in turn leads to improved performance. While the overall results of this study are not surprising or counterintuitive by any means, of particular interest is the list of 21 leadership competencies that were used in the study (see Appendix 1). These competencies include: 1) articulate a tangible vision, values and strategy, 2)Be a catalyst manager of strategic change, 3) Get results/manage strategy to action, 4) Be a catalyst/manage cultural change, 5) Exhibit a strong customer orientation, 6) Empower others to do their best, 7)Communicate effectively on a day-to-day basis, 8) Think integratively about the total business, 9) Have a “global mindset”, 10) Be flexible and adaptive, 11) Have integrity and trust, 12) Manage quality improvement, 13) Manage internal and external networks, 14) Take risks initiative, 15) Influence others without authority, 16) Develop and coach others, 17) Balance work, family and personal time, 18) Be an advocate for entrepreneurship and innovation 19) Deal with high ambiguity/uncertainty, 20) Manage process/project teams, 21) Process and distill large amounts of information.

The statistical analysis in this study simply averaged the respondent score in each of these leadership competencies and dichotomized the respondents as having high or low leadership competencies according to whether or not they were above the overall mean score of 5.35 (on a 7-point Likert scale). An opportunity for further research in this area would be to relax the assumption that all 21 dimensions are equally important and to analyze what dimensions of leadership competencies actually contribute most to implementation success and to overall performance enhancement.





Title: The Role of ‘High Potentials’ in Integrating and Implementing Corporate Social Responsibility

Journal: Journal of Business Ethics, 2011, Vol. 99, pp. 73-91

Authors: Adam Lindgreen, Valérie Swaen, David Harness, and Marieke Hoffman

Key Words: Corporate social responsibility, high potentials, Change agents, Integration, Implementation, Case study

Full text available Overview: This paper details a study on the Samenleving and Bedrijf (S&B) organization whose members are Dutch companies trying to implement and integrate Corporate Social Responsibility (CSR). The implementation of CSR often requires a company to alter its business model to achieve a balance between economic, social, and environmental considerations. Integration of CSR is achieved when policies, practices and processes are in line with CSR principles. Organizational culture change is often necessary and thus integration is likely influenced by managers and high potentials. In particular, the study focuses on the implementation and integration of CSR within S&B, and the role that high potentials (employees identified as candidates for future leadership) have on these change processes. In addition, it examines what specific competencies if any are required for high potentials to also be change agents in the implementation of CSR. Data analysis showed that the organizations had initiated the change process of CSR based on their missions and values. Senior managers supported the change process though this varied according to personal opinions. Thus, CSR may be an organization-wide strategy, but what really happens is influenced by senior managers. How quickly CSR implementation occurred depended on the economic health of the organization, how long it had been involved in CSR, how easy it was to make CSR appeal to all employees, and the size of the organization. High potentials were viewed as having a grasp of CSR principles with the potential to be change agents, mostly because they tend to be young and have been exposed to these ideas in daily life. It was common for organizations to expose new employees to CSR and they were often assigned CSR specific projects or teams whether or not they were the change agent. Thus they were exposed to many business functions, employees and challenges facing CSR. Personal responsibility for CSR was consistently mentioned as a desired characteristic, though not a necessary one in interviews. It is interesting to note, however, that recruitment efforts focused on people that could lead to economic success rather than the expected CSR competencies (see Table 4). Only four CSR competencies were ranked by three or more organizations as factoring into their recruiting of high potentials. This indicates that CSR competencies are not yet seen as being able to address business needs and are not associated with high potentials’ unique capabilities. It could be that CSR competencies are gained through experience or that those that overlap with other high potential competencies (such as trust or creativity) are those selected by the organization to define leadership. In general, high potentials received the same CSR exposure as other employees. They were not used as change agents at the time of the study, but many organizations planned to do so in the future.





Further study is required from other regions. In addition a longitudinal study would be able to monitor CSR implementation, integration and the involvement of high potentials over a longer period of time. It is clear that high potentials could be used more purposefully in CSR implementation and integration. This depends on organizations reconciling their focus on economic success with CSR principles and initiatives. The process is cyclical and high potentials, if given the opportunity, could be successful in driving this change.




Title: The Rise of the Rest: Hotbeds of Innovation in Emerging Markets

Journal: Research Technology Management, 2011, Vol.54, No.4, pp.24-29

Authors: Irene J. Petrick and Suwan Juntiwasarakij

Key Words: emerging markets, innovation, supply chain

Full text available Overview: This article highlights the paradox that while much of the western world views itself as the bedrock of global innovation, in reality, there are significant innovations originating in emerging markets. In fact, of the 50 companies named by BusinessWeek as most innovative, 20% were “anchored in emerging economies” (pg.25). The article gives brief overviews of key examples that illustrate this trend. Mobile banking, for example, originated in Kenya where cell phones were plentiful and access to banks were limited. In India, surgeons have been able to leverage the large population to create hospitals that specialize in standardized heart procedures that end up costing less than 10% of the cost of a comparable procedure in the west (with just as good results). India is also home to the Tata Nano vehicle that was launched at a price of $2500.

The common denominator in these and other examples discussed in the article is that companies in emerging markets approach similar problems with unique perspectives that enable them to generate breakthrough innovations that elude those in the west. The discussion then centers on the impact that diversity of background has on achieving innovation success. Those in emerging markets have not been raised under the same mind sets and regulations as have those raised in the West. As such, they are able to look at problems with a fresh set of eyes and have less tendency to over-engineer solutions to particular problems. In some instances, their breakthroughs generate solutions that can be globalized (medical tourism, for example) while in other instances their solutions are only applicable to the local region where they originated (Tata-Nano vehicle).

This article has relevance to supply chain talent management from the perspective that employee diversity can benefit those firms that are globalizing, especially among the emerging markets. Solutions generated for purchasing, logistics and operations in the west are not necessarily appropriate for emerging markets. Ensuring that a firm’s talent pool includes individuals from emerging markets may help firms diversify both their understanding of regional market needs and the pool of ideas needed to establish successful supply chains in those regions.





Title: Six Principles of Effective Global Talent Management

Journal: MIT Sloan Management Review, Winter 2012, pp. 25-32

Authors: Günter K. Stahl, Ingmar Björkman, Elaine Farndale, Shad S. Morris, Jaap Paauwe, Philip Stiles, Jonathan Trevor, and Patrick Wright

Key Words: Talent management, organizational culture, strategic alignment

Full text available Overview: Talent management is an important part of maintaining a competitive edge in today’s business world. There are two basic attitudes towards talent management. One categorizes employees based on their potential. High potential employees get most of the attention and resources. The other attitude tries to build each employee, maximizing talent throughout the organization. This research article is based on a multiyear study of 33 multinational companies, 18 of which were selected for case studies. Interviews and web surveys provided the qualitative and quantitative information. The objective was to identify the best ways for multinational companies to manage their talent. The authors conclude that it is “principles” not “practices” that are indicators of competitive advantage arguing that “practices” are generally context-specific while “principles” can be applied broadly.

Six principles contribute to competitive talent management.

Principle 1: Alignment with Strategy - Companies must identify what talent will help them achieve long-term strategy goals and implement initiatives. Flexibility here is an important consideration. As strategies change, how talent is managed must be adjusted accordingly.

Principle 2: Internal Consistency – All aspects of talent management should support one another. For example, if a company focuses resources on high-potential employees, then retention, compensation and career progression must also be part of the equation. This consistency must continue as time passes as well.

Principle 3: Cultural Embeddedness – For some companies the existing culture (core values, business principles, etc .) is clearly a competitive asset and can be incorporated into hiring and other HR processes. Some companies were willing to be more lax on required skills as long as the cultural fit was good. Others solicit employee feedback to insure values are consistently reinforced throughout the company. Another approach is to use secondary socialization and training (coaching, mentoring). Flexibility is important again as talent management processes must adjust to workforce needs and demands. Some companies even evaluate employees not just on performance, but on how well they embody the values.

Principle 4: Management Involvement – The responsibility for managing talent should extend beyond the HR department. to include managers, and senior executives. One especially powerful method is to use line managers to develop future leaders, through coaching, mentoring, job-shadowing and positioning. Employees must also be actively engaged in this process.

Principle 5: Balance of Global and Local Needs – There is no one strategy for finding this balance, but in general, a global model, consisting of performance standards, competency profiles, and performance


http://search.proquest.com/docview/914408228/abstract?accountid=130991�



appraisal tools, that is also adaptable to local needs works well. The leeway granted to local divisions depends on the industry and the ability for the company to integrate cross-functionally.

Principle 6: Employer Branding Through Differentiation – Companies need to sell themselves to the talent they want to attract. Again, local demands can interfere with the global brand if not careful. Many different strategies are used to do this. Some companies allow local subsidiaries to market the brand to the local market while maintaining global HR processes. Others partner with governments and universities, sponsor internships and/or pursue other philanthropic initiatives.

When these six principles are implemented, the “practices,” such as retention, compensation, training will improve. (See The Talent Management Wheel). Those companies that already pursue these principles, and those that make the necessary changes to do so will have an edge when it comes to capturing the talent they need.


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