Purpose

Global talent shortages, new skill demand and rising numbers of unfilled posts are fuelling an increasingly challenging job market, exacerbated by economic uncertainty and transformational digital change. Seeking creative solutions in response, the authors examine talent management’s (TM) theoretical and conceptual foundations, specifically the identification and selection of talent and TM programme design to explore the challenges and benefits of side-of-desk projects as interventions.

Design/methodology/approach

Taking an inductive qualitative approach, questionnaires, focus groups and semi-structured interviews gathered data from three employee groups in a UK digital communications organisation.

Findings

The authors reveal inconsistencies in the definition and selection of talent, highlighting programme quality challenges to expose a direct correlation between participant experience and motivation and retention, along with the longer-term challenges of balancing talented human capital, shareholder expectations and sustainable workforce resourcing.

Originality/value

The authors' research extends existing knowledge concerning the effect of organisational culture, context and workforce demands upon TM programmes, providing theoretical and practical implications for leaders and policymakers in designing enrichment activities to motivate, develop and retain talent. The authors make recommendations to inform the future design of TM programmes, revealing new opportunities to develop hidden talent and presenting a realistic and sustainable toolkit for future practice in the form of an organisational logic model.

中文翻译：

---

通过丰富工作来激励、发展和留住人才：企业环境中“办公桌边”项目的探索

目的

全球人才短缺、新技能需求和空缺职位数量不断增加，正在加剧就业市场的挑战，而经济不确定性和数字化变革更是加剧了这一挑战。为了寻求创造性的解决方案，作者研究了人才管理 (TM) 的理论和概念基础，特别是人才的识别和选择以及 TM 项目设计，以探讨作为干预措施的办公桌旁项目的挑战和好处。

设计/方法论/途径

采用归纳定性方法、问卷调查、焦点小组和半结构化访谈从英国数字通信组织的三个员工群体收集数据。

发现

作者揭示了人才定义和选择方面的不一致之处，强调了项目质量挑战，以揭示参与者经验、动机和保留之间的直接相关性，以及平衡人才人力资本、股东期望和可持续劳动力资源的长期挑战。

原创性/价值

作者的研究扩展了有关组织文化、背景和劳动力需求对 TM 计划影响的现有知识，为领导者和政策制定者设计丰富活动以激励、培养和留住人才提供理论和实践启示。作者提出建议，为 TM 项目的未来设计提供信息，揭示培养隐藏人才的新机会，并以组织逻辑模型的形式为未来实践提供现实且可持续的工具包。