Exploratory Case Study of the Department of Navy’s Talent Management System

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  • Title: Exploratory Case Study of the Department of Navy’s Talent Management System
  • Author(s): Tenise Cannon, David Cross
  • Publisher: Common Ground Research Networks
  • Collection: Common Ground Research Networks
  • Series: Organization Studies
  • Journal Title: Organizational Cultures: An International Journal
  • Keywords: Department of Navy, Human Resources, Organizational Performance, Retention, Talent Management
  • Volume: 18
  • Issue: 1
  • Year: 2018
  • ISSN: 2327-8013 (Print)
  • ISSN: 2327-932X (Online)
  • DOI: https://doi.org/10.18848/2327-8013/CGP/v18i01/1-17
  • Citation: Cannon, Tenise, and David Cross. 2018. "Exploratory Case Study of the Department of Navy’s Talent Management System ." Organizational Cultures: An International Journal 18 (1): 1-17. doi:10.18848/2327-8013/CGP/v18i01/1-17.
  • Extent: 17 pages

Abstract

Over the last ten years, the term Talent Management (TM) has evolved and become a vital element to organization performance but there is no consensus among organizations or industries on the definition of TM. The term “talent management” has no clear meaning and has been inconsistently interpreted, leading to variations in measuring the value of TM to organizational performance. The federal government’s initiative of 2009 to improve the hiring process was the basis for this research. This research explored the human resource practitioners’ and managers’ interpretation about the definition of TM. A qualitative case study was implemented to allow the opportunity to examine common interactions and shared experiences that underlay all the variation surrounding the interpretations of the definition of TM. This exploratory case study included a sampling of fourteen HR practitioners and managers that support the Space and Naval Warfare Systems Command. The findings highlighted the lack of consistency in the interpretation of the definition of TM within the Department of the Navy (DoN). Because of the lack of consistent usage of the term, it is the opinion of the participants that a standardized TM definition within the DoN be developed and implemented to support the current Department of Defense’s (DoD) definition. Further research should be conducted to explore the complete nuances of the term and interpretation of the nineteen components of TM within the multiple DoD agencies. Other industries may expand on this study to explore how organizations measure the value of TM throughout the different sectors.