Managing Saudi Arabia's Talent in a Time of Crisis: How Does it Work?
DOI:
https://doi.org/10.26668/businessreview/2023.v8i3.631Keywords:
Talent Management, University students, Human Resources Management, Saudi ArabiaAbstract
Purpose: The objective of this study was to investigate talent management in Saudi Arabia collecting data from various organizations using a survey analysis.
Theoretical framework: Talent management is the process of identifying, recruiting, developing, and retaining talented individuals so that their extraordinary contributions can be fully realized. This process becomes less effective during crisis as organizations face enormous challenges when trying to manage their workforces. However, Research on talent management in Saudi Arabia or the Arab world, especially GCC countries, is noticeably sparse.
Design/methodology/approach: The study quantitively analyse data collected from a survey disseminated to experts and professionals working in several sectors in Jeddah, KSA, to gain some understanding about the talent management practices in general and during crises in particular.
Findings: The study finds that organizations in KSA adopt and apply practices of talent management. There appears to be no relationship between organisations size or type and the engagement of employees in the deployment of talent management practices. In addition, the study finds that there is no significant difference in applying talent management practises or in identifying and recruiting talent between the no-crisis and the crisis periods. However, a statistically significant difference was found in developing and retaining talent between the no-crisis and the crisis periods.
Research, Practical & Social implications: the study suggest additional deeper interviews to gain more understanding of the specifics of talent management in KSA.
Originality/value: Findings of this study give a sense of satisfaction about the condition of talent management in Saudi Arabian organizations.
Downloads
References
Aguinis, H., & Burgi-Tian, J. (2021). Talent management challenges during COVID-19 and beyond: Performance management to the rescue. BRQ Business Research Quarterly, 24(3), 233-24
Al- Asiri, K. (2013). The strategy of attracting academic competence to achieve competitive advantage: a proposed model for higher education organizations in the Kingdom of Saudi Arabia, The Arab Organization for Administrative Development, Cairo.
Al- Jahdali, G. ( 2013). The reality of the contribution of talent management in the development of human resources academy, [Unpublished doctoral dissertation]. King Abdul Aziz University, KSA.
Al- Karaawi, M. (2010). The infrastructure for talent management and its dimensions and their impact on achieving high performance for organizations A comparative study between the universities of Kufa and Qadisiyah. Unpublished doctoral dissertation, University of Kufa, Iraq.
Al-Otaibi, R. (2020). The effect of a talent management process on crisis management: evidence from employees in public hospitals of al-dawadmi, saudi arabia. International Review of Management and Business Research, 9(1), 128-137.
Al-Ruwaili, N. F., Bright, D., & Alhameed, A. (2013). To what extent talent management in Saudi Arabian banks. International Journal of Advances in Management Science, 2(1), 9-15.
Al-Sakran, B. (2021) The effectiveness of talent management strategies in the development of human resources teaching from the point of view of the leaders and members of the faculty of Taibah University. Journal of Educational and Psychological Sciences 15(3), 28- 50
Cappelli, P. (2008). Talent management for the twenty-first century. Harvard business review, 86(3), 74.
Cascio, W. F., & Aguinis, H. (2008). Research in industrial and organizational psychology from 1963 to 2007: Changes, choices, and trends. Journal of Applied Psychology, 93(5), 1062.
Chambers, E. G., Foulon, M., Handfield-Jones, H., Hankin, S. M., & Michaels III, E. G. (1998). The war for talent. The McKinsey Quarterly, (3), 44.
Chanana, N. (2021). Employee engagement practices during COVID‐19 lockdown. Journal Of Public Affairs, 21(4), e2508.
Cheloha, R., & Swain, J. (2005). Talent management system key to effective succession planning. Canadian HR Reporter, 18(17), 5-7.
CIPD (2008). Employer branding: a no-nonsense approach. Chartered Institute of Personnel and Development, London, UK.
CIPD (2010). Employer branding and total rewards research report. Chartered Institute of Personnel and Development, London, UK.
CIPD (2009). Talent Management Factsheet. Chartered Institute of Personnel and Development, London, UK.
Collings, D. G., & Mellahi, K. (2009). Strategic talent management: A review and research agenda. Human Resource Management Review, 19(4), 304-313.
Collings, D. G., Scullion, H., and Vaiman, V. (2011). European perspectives on talent management, European Journal of International Management, 5(5) 453-462.
Cronbach, L. J. (1951). Coefficient alpha and the internal structure of tests. psychometrika, 16(3), 297-334
Dhanabhakyam, M., & Kokilambal, K. (2014). A study on existing talent management practice and its benefits across industries. International Journal of Research in Business Management, 2(7), 23-36.
Ewing, R., Meakins, G., Hamidi, S., & Nelson, A. C. (2014). Relationship between urban sprawl and physical activity, obesity, and morbidity–Update and refinement. Health & Place, 26(1), 118-126.
Fatol, D., & Draghici, A. (2020). Managing talent in the times of crisis. Review of General Management, 31(1), 78-91.
Fernandes, C., Veiga, P. M., Lobo, C. A., & Raposo, M. (2022). Global talent management during the COVID‐19 pandemic? The Gods must be crazy! Thunderbird International Business Review.
Figliolini, A. J., Hofmann, A., & Kanjirath, T. (2008). Growth in the Middle East and HR capabilities. Center for Advancement of Human Resource Studies, Dubai.
Gallardo-Gallardo, E., & Thunnissen, M. (2016). Standing on the shoulders of giants? A critical review of empirical talent management research. Employee Relations, 38(1), 31-56.
Gallardo-Gallardo, E., Nijs, S., Dries, N., & Gallo, P. (2015). Towards an understanding of talent management as a phenomenon-driven field using bibliometric and content analysis. Human resource management review, 25(3), 264-279.
Hilal, M. (2012). Talent management. Performance Development Center, Cairo, Egypt.
Hughes, J. C., & Rog, E. (2008). Talent management: A strategy for improving employee recruitment, retention and engagement within hospitality organizations. International Journal of Contemporary Hospitality Management.20(7), 743-757.
Iles, P., Chuai, X., & Preece, D. (2010). Talent management and HRM in multinational companies in Beijing: Definitions, differences and drivers. Journal of world Business, 45(2), 179-189.
Khursani, S. A., Bazuhair, O. S., & Khan, M. R. (2011). Strategy for rapid transformation of Saudi Arabia by leveraging intellectual capital and knowledge management. Saudi Aramco Journal of Technology, 4, 1-13.
Lepak, D. P., & Shaw, J. D. (2008). Strategic HRM in North America: looking to the future. The International Journal of Human Resource Management, 19(8), 1486-1499.
Lewis, R. E., & Heckman, R. J. (2006). Talent management: A critical review. Human Resource Management Review, 16(2), 139-154.
Michaels, E., Handfield-Jones, H., & Axelrod, B. (2001). The war for talent. Harvard Business Press, USA.
Nilsson, S., & Ellström, P. E. (2012). Employability and talent management: challenges for HRD practices. European Journal of Training and Development, 36(1), 26-45.
Pološki Vokić, N., & Naoulo Bego, H. (2012). Talent management in the time of crisis–theoretical background and state of the art survey in Croatia. Ekonomski Pregled, 63(3-4), 162-185.
Powell, J., Duberley, J., Exworthy, M., MacFarlane, F. and Moss, P. (2013), “Has the British National Health Service (NHS) got talent? A process evaluation of the NHS talent management strategy, Policy Studies, 34(3), 291-309.
Public Service Secretariat - Government of Newfoundland Labrador. (2008). Developing an Integrated Talent Management Program, 1-18.
Ready, D. A., & Conger, J. A. (2007). Make your company a talent factory. Harvard Business Review, 85(6), 68–141.
Redford, K. (2005). Shedding light on talent tactics. Personnel Today, 26, 20-22
Schuler, R. S., Jackson, S. E., & Tarique, I. (2011). Global talent management and global talent challenges: Strategic opportunities for IHRM. Journal of World Business, 46(4), 506-516.
Scullion, H., Collings, D.G. and Caligiuri, P. (2010), “Global talent management”, Journal of World Business, 45(2), 105-108.
Siam, Aziza. (2010). The reality of applying the human talent management system from the point of view of middle and senior management, [Unpublished doctoral dissertation]. The Islamic University, Palestine.
Singh, A., Jones, D. B., & Hall, N. (2012). Talent management: A research-based case study in the GCC region. International Journal of Business and Management, 7(24), 94.
Skuza, A., Scullion, H., & McDonnell, A. (2013). An analysis of the talent management challenges in a post-communist country: the case of Poland. The International Journal of Human Resource Management, 24(3), 453-470.
Stahl, G. K., Björkman, I., Farndale, E., Morris, S. S., Paauwe, J., Stiles, P., et al. (2007). Global talent management: How leading multinationals build and sustain their talent pipeline. INSEAD Faculty and Research Working Papers, 2007/24/OB.
Stephenson, E., & Pandit, A. (2008). How companies act on global trends. A McKinsey global survey. Boston: McKinsey.
Stewart, J., & Harte, V. (2010). The implications of talent management for diversity training: an exploratory study. Journal of European Industrial Training.
Tajadin, M., Moali, M. (2006). Why talent management? Tadbir Journal 25(6), 41-60.
Tarique, I., & Schuler, R. S. (2010). Global talent management: Literature review, integrative framework, and suggestions for further research. Journal Of World Business, 45(2), 122-133.
Thunnissen, M., Boselie, P., & Fruytier, B. (2013). Talent management and the relevance of context: Towards a pluralistic approach. Human Resource Management Review, 23(4), 326-336.
Vaiman, V., & Holden, N. (2011). Talent management’s perplexing landscape in Central and Eastern Europe, Scullion, H. and Collings, D. (Eds), Global Talent Management (pp. 178-193). Routledge, London
Vaiman, V., Scullion, H., & Collings, D. (2012). Talent management decision making. Management Decision, 50(5), 925-941.
Venkateswaran, N. (2012). Strategies for adopting talent management issues in software companies. International Journal of Management, Economics and Social Sciences, 1(2), 33-41.
Waschek, M. (2021, March 17) Covid19 and Its Impact on Talent Management in Agribusiness. Croplife. [Retrieved 2022-01-03], Retrieved from: https://www.croplife.com/management/employees/covid-19-and-its-impact-on-talent-management-in-agribusiness/
Williamson, M. (2020, October 9). What the new reality means for talent management. KPMG. [Retrieved 2022-03-13]. Retrieved from: https://home.kpmg/ky/en/home/insights_new/2020/10/what-the-new-reality-means-for-talent-management.html
Downloads
Published
How to Cite
Issue
Section
License
Copyright (c) 2022 yussra jamjoom

This work is licensed under a Creative Commons Attribution-NoDerivatives 4.0 International License.
Authors who publish in this journal agree to the following terms: the author(s) authorize(s) the publication of the text in the journal;
The author(s) ensure(s) that the contribution is original and unpublished and that it is not in the process of evaluation by another journal;
The journal is not responsible for the views, ideas and concepts presented in articles, and these are the sole responsibility of the author(s);
The publishers reserve the right to make textual adjustments and adapt texts to meet with publication standards.
Authors retain copyright and grant the journal the right to first publication, with the work simultaneously licensed under the Creative Commons Atribuição NãoComercial 4.0 (http://creativecommons.org/licenses/by-nc/4.0/), which allows the work to be shared with recognized authorship and initial publication in this journal.
Authors are allowed to assume additional contracts separately, for non-exclusive distribution of the version of the work published in this journal (e.g. publish in institutional repository or as a book chapter), with recognition of authorship and initial publication in this journal.
Authors are allowed and are encouraged to publish and distribute their work online (e.g. in institutional repositories or on a personal web page) at any point before or during the editorial process, as this can generate positive effects, as well as increase the impact and citations of the published work (see the effect of Free Access) at http://opcit.eprints.org/oacitation-biblio.html