The Digital Mind-set: Managing a Digital Savvy Workforce

The Digital Mind-set: Managing a Digital Savvy Workforce

Introduction

Hypothesis: Tech savvy and digital talent is currently in the market. The technologically advanced workforce rely on technology and expect the organisation to provide a technologically oriented working environment. Therefore, organisations and the leadership are responsible for attracting, engaging, and retaining the tech-savvy talent.

Definition of the Topic

The business environment is constantly evolving in the wake of the global rapid progress hence the increasing new demands. Technology is identified by Stone, Diana, Deadrick, Lukaszewski, and Richard (2015) as the most significant architect of change that is driving the evolution of working styles and the need for innovation within the workforce[1]. In the dynamic culture developed by the era of globalisation, it is imperative for organisations that aim at achieving a competitive advantage to be able to attract technologically savvy talent. The organisations should strive at attracting talent that goes beyond ability to use existing technology but manipulate and innovate new technology. It is important for organisations to attract and retain employees that have a drive and are curious about adopting existing and the latest technologies and also gaining new insights.

The seminar paper seeks to research on technology savvy talent currently in the market and their reliance on technology and workplace expectations. The paper also discusses how an organisation’s leadership attract, engage, and retain tech savvy talent and develop strategies that describe how the organisations can attract, engage, and retain the talent. In addition, the paper describes the needs for of the tech savvy talent and how company management can manage their evolvement. When discussing the adoption of technology within an organisation, it is important to discuss the forces that shape the workplace which are critical in the interaction and involvement of employees in a tech-savvy workplace.

Problem being solved

The management of a technology savvy workforce require the implementation of leadership and organisational strategies that promote the attraction, engagement, and retention of talents. The attraction and retention of tech-savvy employees is a major success factor for firms that seek to grow and increase their competitive advantage. According to Tursubayeva, Aizhan (2019), the human resource market has become highly competitive making tech-savvy talent is hard to find and even more challenging to retain[2]. Prospective employees are no longer attracted by hefty pay packages and corporate names but focus on working in organisations that provide positive work environment that promote the utilisation of technology skills. In addition, prospective employees wish to join companies with flexible leadership structures where they can apply their knowledge and skills to grow to management positions. Thus, only companies that are technologically driven provide such working environments. Therefore, to attract, engage, and retain a technology savvy workforce, organisations need to develop and implement leadership and organisational strategies that promote the desired workplace environment.

Most organisations have invested significant company resources to transform their business operation to digital. According to Bondarouk and Brewster (2016)[3], the acquisition of top talent that is tech-savvy yields significantly higher investment returns through the acceleration of the organisation’s transformation process. During the digital transformation process, an organisation needs to understand the digital capabilities required which varies depending with the industry the firm operates in. Thus, given the rapid global changes in the business environment, organisations need to be able to engage with dynamic workplace ecosystems that encompass a range of technologies. By providing a dynamic workplace through the attraction, engagement, and retention of tech-savvy employees, the firm positions itself to take advantage of the emerging internet of things and artificial intelligence. Consequently, the adoption of the internet of things and artificial intelligence requires the delivery and integration of infrastructure and technologically advance human resource. Therefore, organisations when investing company resources for business transformation need to develop team dynamics that attract, engage, and retain a digital savvy workforce.

How deep is the Topic Investigated?

The paper investigates the digital mind-set in human resource and management of a digital savvy workforce. The paper defines human resource management in relation to a digital savvy workforce and the impact of management strategies in maximising employee performance. Human resource management is a critical role for leaders in all organisation since it has a direct impact on employee performance. In relation to the topic being investigated, leaders play an important role in attracting, engaging, and retaining tech-savvy talent. In addition, the organisational culture within a company impacts employee performance and motivation. Consequently, the paper investigates how companies can create and implement an organisational culture that attracts, engages, and retains tech-savvy talent. When investigating how to attract, engage, and retain a digital savvy workforce, there is need to understand the needs of the workforce. Therefore, the paper investigates the specific human resource needs of a digital savvy workforce and how an organisation can manage their evolvement. In addition, the paper attempts to explain what the human resource needs of a digital savvy workforce mean to leaders. Finally, when investigating the needs of tech-savvy talent within an organisation, there is need to investigate the forces shaping the workplace that are critical in the interaction hence engagement and retention of the tech-savvy workforce.

Practical Contribution of the Paper

Technology has become an integral part of the modern workplace such that an organisation without a tech-savvy workforce has a high probability of failure. The application of technology allows an organisation and its employees to be efficient and productive. In addition, the dynamic global market requires organisations to continuously introduce more enhanced technologies that transform the workplace into a more efficient and productive environment. Therefore, there is need for organisations to embrace the expanding technology disruption and make the workplace tech-savvy. However, to convert the workplace into a tech-savvy environment, organisations need to attract, engage, and retain a digital savvy workforce. As such, the findings presented in the paper will allow organisations to develop human resource management strategies that will promote the attraction, engagement, and retention of tech-savvy talent for improvement of efficiency and productivity and maintain a competitive edge.

How leadership can Attract, Engage, and Retain Tech-Savvy Talent

As more young and tech-savvy people join the workforce, organisations are expected to adapt to the dynamic market to remain competitive and consequently attract tech-savvy talent. According to Bondarouk and Brewster (2016)[4], organisations that have technologically inclined and have invested significant resources in technology infrastructure attract and retain the tech-savvy employees. Therefore, the business strategies developed and implemented by company leadership play a significant role in the attraction, engagement, and retention of technologically savvy talent.

Implementation of Technologically Advanced Talent Acquisition Strategy

There are numerous opportunities that have been created through the adoption of technology and digital processes in talent acquisition. According to Wright and Jackson (2018)[5], the implementation of talent acquisition strategies that apply technologically advanced processes is a business strategy and strategic human resource management aimed at attracting and engaging tech-savvy talent. Leaders should focus on how their organisations embrace the latest technologies to overcome the challenges associated with attracting tech-savvy talent. The human resource strategy in talent acquisition that applies latest technology is aimed at significantly reducing the time taken during the hiring process. The strategy reduces the time by rewiring the existing hiring process to develop a lean process using technology. Most prospective employees prefer lean hiring processes compared to a tedious and time consuming hiring process. A tedious hiring process is often associated with companies whose leadership does not appreciate the application of technology in human resource management. Therefore, when leaders apply talent acquisition strategies that apply the latest technologies, the company attracts prospective tech-savvy employees. Employees are usually attracted to companies whose leadership values align with their values and provides opportunities for career advancement. Therefore, the adoption of talent acquisition strategies that simplify the hiring process should be adopted by the organisation’s leaders since they reflect on the company values. Consequently, the application of technology in acquisition allows the organisation to align its values with the values of prospective tech-savvy employees which attracts them to join the organisation.

During the era of globalisation and transformation driven by technological advancement, leaders need to implement acquisition strategies that apply people analytics which is a potential source for competitive advantage. The application of people analytics promotes candidate centricity and allows leaders to understand the candidate’s needs and implement strategies aimed at fulfilling the identified needs better than other organisations. Candidate centricity promotes improved engagement of tech-savvy employees. According to Wright and Jackson (2018)[6], for an organisation to achieve high level of centricity, it needs to acquire data that can be transformed into strategy and insight. The acquisition of data to identify the needs of tech-savvy employees and transform organisational strategy and insight can be delivered through the application of technology and people analytics. Consequently, for an organisation to increase its competitive landscape in the recruitment and retention of talented and tech-savvy employees, leaders have to apply technology and people analytics.

Role of Leaders in Attracting Tech-savvy Talent

Cappelli and Keller state that the basic issues facing leaders in organisations include attracting, developing, managing, and retaining talent[7]. The authors state that tech-savvy talent is a productivity booster in most organisations. However, the authors state that the labour market reflects a lack of tech-savvy human resources which inspires research into how leaders in organisations can attract talented and digital savvy workforce. Bostjancic and Slana (2018)[8] claim that leaders should be aware that only organisations that recognise the importance of talented and digital savvy workforce and invest resources in attracting talent are successful in the war of talent. Bostjancic and Slana (2018) carried out a study that aimed at investigating talent management and how organisations can attract and recognise talented employees. The researchers found that most organisations apply various approaches to attract and develop a talented workforce. Cappelli and Keller (2014) define talent management as the process through which a firm meets its employee needs in strategic positions and claim that it is a major challenge that leaders in most organisations face[9]. As such, there is need for leaders to develop and implement strategies that facilitate the attraction of tech-savvy talent.

Development of an attractive corporate brand by the organisational leadership is critical in attracting a digital savvy workforce. Wallace, Lings, and Cameron (2012) state that an attractive corporate brand is an important concept related to the attraction of talented and tech-savvy employees[10]. An attractive corporate brand that describes the organisation’s technological qualities and popularity increases the potential employee’s perception of the firm’s value. An increased perception on the organisation’s technological qualities and capabilities motivates potential tech-savvy job seekers to invest their time into searching for information on an organisation and determining whether the organisation suits the potential employee technology needs. According to Wallace, Lings, and Cameron (2012), the signal theory is applied in job selection. According to the authors, the signal theory states that in order for individuals to avoid negative decisions, they often rely on signals to form opinions. When applied in the job selection process, the signal theory allows potential tech-savvy employees to form opinions about the company’s potential technological capabilities and working environment. Therefore, for organisations to attract a digital savvy workforce, the leadership has to develop a corporate brand that communicates signals reflecting the organisation’s technological capabilities hence increasing the possibilities of attracting candidates who are tech-savvy that will apply their skills to increase the company’s competitive edge.

The application of technology and scientific approaches and methods to recognise and recruit tech-savvy talent is critical to attracting a digital savvy workforce. Most companies in their talent management planning process concentrate on attracting talented employees from the labour market. Benit et al. (2014) carried out a study whose results indicated that during the employee selection process, organisations rarely apply quality-oriented approaches such as psychometric testing, evaluation discussions, and evaluation centres[11]. The quality oriented candidate selection process and approach allows the organisation to identify high potential talent. In addition, tech-savvy individuals enjoy challenges and usually attracted to organisations that apply scientific recruitment methods. Therefore, leaders in a company need to introduce and apply scientific approaches in the selection and recruitment process. By applying the recruitment techniques, an organisation is able to attract, and identify tech-savvy employees who are described as high performers, competent, engaged, and strive to take up leadership positions in an organisation. In addition, Church et al. (2015) state that when applying the scientific recruitment approaches organisations need to provide information that classifies potential employees based on their talent[12]. Church et al. (2015) argue that potential employees who are provided with information on their talent status become more loyal to the company. The sharing of talent information among job candidates ensures that the organisation appears transparent among job seekers and increases its opportunities of attracting highly talented and tech-savvy individuals.

How Organisations Attract, Engage and Retain Tech-Savvy Talent

Attracting Tech-Savvy Talents

The advent of high technology has put organisations under pressure to acquire tech-savvy talents to keep up with the competition. Winston and Mcval (2019) comment that Mckinskey’s consulting firm in 2013  published research which indicated that nine out of ten organisational leaders agreed that lack of tech-savvy is a detrimental issue to their companies with analytical and data science is the primary concern.[13]  According to Winston and Mcval (2019), a recruiting company in 2016 wrote that only one in 282 job seekers qualifies for a job.   The trend shows that organisations need to do more in ensuring they attract the best tech-savvy talent.

Companies need to improve their recruitment process to attract the best candidates. Despite the advancement in technology, many companies still use the old methods used decades ago in recruitment. For example, some companies still use Box address as a way method of a job application. A digitalised applicant will find such method as backward and there is a high chance that they will not apply for the job. Therefore, the company will only attract unqualified applicants. Winston and Mcval (2019), comments that organisations need to know the skillset they need. The knowledge of the skills helps the organisation to know which method they will use in recruitment. The improvement of the recruitment process includes effective communication from the organisation (Winston and Mcval, 2019). Technology makes it easier for an applicant to get all needed information about an organisation in a few minutes. The data they get can help them to accept or reject a job. For example, an applicant can know how much the company pays or their term of service. It is therefore essential that the company puts attractive information for the applicant to see. For example, the company may post beautiful photos of employees’ vocational training, workshop or any other information that will attract an applicant.

The company need to go where the best applicants are found. The advancement of technology has changed the performing of tasks in almost all aspects. According to Blogger (2019), tech-savvy applicants no longer queue on notice boards or newspapers looking for jobs. The company cannot hope to get a suitable candidate when using such methods[14]Companies can hope to find the best candidates on social media and professional websites like LinkedIn.  Research by LinkedIn concluded that one-third of currently employed people are looking for jobs and are ready to engage in a conversation with recruiters. The study shows how the trend of looking for jobs has shifted from billboards and newspapers to social media. According to Winston and Mcval (2019), 34% of recruiters use online platforms to recruit applicants. 55% of human resource managers use skype to recruit applicants, while 25% uses WhatsApp. The company need to engage with the applicants in these platforms for them to attract the right candidate. The more skilful method you use in recruiting applicants, the more you are likely to get the right candidate. For example, only highly talented people know how to use skype Snapchat or linked. Using such methods will, therefore, attract the best candidates. Also, the company should interact with the applicants on these platforms, amicably and attractively. The applicant may not accept an offer, but the impression of the company may make them consider applying later.

Engaging Tech Savvy in Workforce

Technological integration and digital advancement call for new ways for motivating and engaging tech-savvy talents. Companies need to create a digital-friendly culture to accommodate the needs of tech-savvy. Though the company may have advanced technology, its environment plays a vital role in the usage of technology to determine the success of the company. Antonis, Miller, and Koh (2018) say that companies like Amazon and Uber are born out of technology, and they may not need a lot of restructuring as traditional organisation need.[15]

There is a need to create a flexible and transparent environment while engaging tech-savvy. Tech-savvy individuals enjoy working when they have the freedom to work from home or anywhere they want as long as they have an internet connection. Also, they feel engaged when they have the freedom to be innovative and productive.  Tech-savvy feel involved when their goals are well defined. Antonis, Miller, and Koh (2018) comments that allowing employees to set their goals and work independently creates a sense of belonging, which makes them more motivated to work for the company.  However, organisations that have not embraced tech-savvy may find this suggestion more challenging because there is a need for tech-savvy to work with other groups. Winston and Mcval (2019) say organisations have not fully embraced the idea of working from home as they see it as unethical. For example, Yahoo had banned its employees from working from home in 2013 though it revoked its statement in 2015 (Winston and Mcval 2019). Charles and Gregory (2012), in creating a flexible environment, the organisation should also think of changing its culture to accommodate millennials[16] An organisation should focus on purpose instead of results, collaborative decision making in place of dictatorship and appreciation of new challenges in place of fear. Such are the primary motivations that make millennials feel engaged.

There is a need to use the basic human needs that motivate individuals as a way of engaging the tech-savvy. Abraham Maslow (1943), in his theory of motivation, highlights five levels of human needs that motivate individuals to work with certain companies.[17] According to Maslow (1943), an organisation must help employees to fulfil these needs for them to feel motivated. The tech-savvy generation is born in a time when there is an emphasis to fulfil these needs. As a result, employees will define their engagement in an organisation, depending on how well the requirements are met. Organisations can ensure that the need to belong is met by creating opportunities for employees to collaborate with people from all departments. Companies should allow the employees to share their innovations and expertise with others as this will boost their self-esteem, a need that is important to every worker. An excellent way to achieve this is by allowing an employee to write a blog on something they have innovated, or to train other employees. Maslow termed the highest level of needs as self-actualisation. It is at this stage that an individual is able to explore their life and feel satisfied for what they have achieved. People make great decision about their careers and aspirations at this stage. An organisation may help its employees to achieve self-actualisation by offering career counselling. Employees can also be encouraged to talk about their career dreams.

Retaining Tech Savvy in Work Force

The tech-savvy generation is known for its behaviour of hopping from one job to another within one or two years. They take advantage of the fact that they are highly skilled and hard to find. According to the 2016 Deloitte Millennial Survey, 25% of millennials have plans on how they will leave their job within one year.[18] The statistics show that there is a high chance of significant turnover in organisations. The 2016 Deloitte millennial survey found that 71% accused the organisation of not developing their leadership skills. With these statistics, it is evidence that organisations have to put more effort into retaining the tech-savvy.

The first thing in retaining tech-savvy is hiring the best talents in their early career life. Many organisations run for experienced persons, and very few accommodate new graduates. The result is that the trained person will always find another place to go, and they may be hard to keep. If the company hires experienced persons, it should do a thorough screening of the applicant to ensure that they will be satisfied in working with the organisations. Winston and Sally (2019), comments that many experienced employees shift from one company to another depending on the offer and the experience they will get. Organisations that will retain the tech-savvy should accommodate inexperienced employees. Deloitte. Com (2016) advises that the company should invest its resources in training these employees until they reach the level needed for a specific job and try to retain them. The training will eliminate the problem of leadership, which is a reason for many turnovers. To get the best candidates to hire, the company should keep the selection criteria as high as possible. Also, make the interview process rigorous to remain with the best candidate. Faraz (2014), comments that it is crucial to provide the employees with an opportunity to learn and develop their skills by being as transparent as possible.[19]

Providing mentorship program is a powerful way of retaining tech-savvy generation. The concern of many employees nowadays is to develop their career and leadership skills. According to Deloite.com (2016), 94% of employees who had mentors termed their work as fulfilling as satisfying. Such individuals will rarely leave their work because they get what they need. Deloite.com found that 61% of tech-savvy valued having a mentor who they can turn to for advice or encouragement. The tech-savvy generation needs mentors due to the many challenges they face in life. For example, tech-savvy have technical skills only. As they enter the job market, they fail to get along with their workmates because they lack the soft skills needed for the job. As a result, the tech-savvy prefers to have mentors who can advise them on how to deal with the social issues in the workplace. The 2016 Deloitte millennial survey found that 68% of tech-savvy who have mentors is likely to stay in their job for more than five years than 32% of those who do not have mentors. The study also found that employees give loyalty to organisations that offer mentorship programs.

Fair treatment of workers goes a long way in retaining tech-savvy generation. The current tech-savvy generation values equal treatment of workers more than they value a good salary. The group appreciates when the company is fair in its compensation and promotion. For fairness to prevail, there is a need for transparency and openness in all the organisation’s activities. According to Kossivi, Ming Xu, and Kalgora (2016), the organisation should give a reason for their every action because the tech-savvy generation is always detail-oriented.[20] For example, if an employee is earning more than others, the company should clearly explain the logic behind it. Failure to disclose, other employees will start questioning why a specific employee who works very hard does not earn more. Kossivi, Ming Xu, and Kalgora (2016) adds that when it comes to promotion, the company should let the employees know what they need to do in earning a promotion. The company should not promote an employee depending on how well they like them or how they are related to them. Such practice will demotivate other employees, and many will quit their jobs to look for a fair environment. Faraz (2014), comments that employees secretly form social media groups where they discuss the company’s activities. Unsatisfied employees may plan to leave their work all at once if the company does not appreciate their efforts.

Implications of Tech-Savvy Workforce to Leaders

The tech-savvy workforce brings with it a need to have a revolution in leadership. The workforce calls for new ways of reasoning and working.  The tech-savvy workforce is mostly made up of young people whose idea of thinking and doing things may vary from an organisation’s norms. For example, they appreciate a horizontal method of communication rather than the usual vertical way of communicating. Dialogue is preferred instead of command, and they also understand the informal relationship instead of formal relationships. It is, therefore, evidence that the tech-savvy workforce will have a significant impact on an organisation’s leaders.

Leaders will have to come up with ways of enhancing employees’ freedom while at the same time, ensuring their security. The tech-savvy workforce values freedom and mobility. Walner (2016) says that due to their advanced technology, the employees want to work from anywhere at any time.[21] Many leaders may find this challenging because they are used being in the same roof with their workers where they can monitor their every activity. Nagere (2017) says that leaders need to accommodate this new perspective if they will succeed in working with the tech-savvy workforce. Leaders may ensure employee safety in various ways.[22] One, the leader may install a tracker device on the employee’s laptop or mobile phone. The tracker may be configured to shows the physical address of an employer (Nagere, 2017). The device may alert the company when the employee is in danger. Another way of ensuring employee safety is by confirming that their homes or rental apartments are safe and insured. Lastly, the employee may also create an at-home work policy explaining what is expected of the employee.

The tech-savvy has implications on the leaders’ method of governing. Walner (2016), comments that in almost all organisations, the managers and Chief Executive Officers are older people used to authoritarian and dictatorship form of governance. The tech-savvy workforce is made up of young people who value dialogue, freedom, and collaboration in decision making and informal ways of communication. Leaders should look for ways to bridge the generation gap that exist between them and the tech-savvy workforce. One way to bridge the difference is the usage of democracy which ensures the involvement of people in the decision-making process. Freedom also gives employees a chance to air their opinion without any criticism or fear of the manager (Walner 2016). Allowing members to participate in decision making helps them to feel being part of the company, and this motivates them to work hard. Also, tech-savvy values information communication. Winston and Sally (2019) argue that leaders will have to leave the culture of staying in the office and sending secretaries to employees. Instead, tech-savvy requires the manager to have a one on one friendly conversation with the employees. Such habit reduces fear from the employees and encourages them to approach their leaders in case of a problem.

The tech-savvy workforce will force leaders to change the organisation’s structure to tech-savvy friendly. Rigby, Sutherland and Takeuchi (2016) argue that a tech-savvy workforce needs the leaders to change the hierarchical organisation structure to a flat structure. [23] Due to their nature, the group enjoys working in places where everyone is approachable. The hierarchical organisational structure offers little chance for a conversation with the managers and top officials. According to Rigby, Sutherland and Takeuchi (2016), a flat structure requires leaders who are open-minded, humble and friendly, qualities that most current leaders lack. Leaders should replace the structure of static teams with dynamic teams. Tech-savvy workforce requires an environment that allows people with progressive ideas and backgrounds to work together. There is a need for the groups to interchange more often for the tech-savvy employees to enjoy working with various departments. The idea of a standardised method of working needs a replacement with a flexible working environment. Rigby, Sutherland and Takeuchi (2016),  comments that standardisation prevents employees from creativity. Tech-savvy workforce enjoys being creative, and they will find it hard to work in fixed terms of working. Another part of the structure that leaders have to replace is the working environment. As pointed out earlier, tech-savvy workforce needs the freedom to work from anywhere. Current structures constrain employees to one physical place, which may not work well with a tech-savvy workforce.

The engagement of tech-savvy calls for a change in an organisation’s culture. Cascio and Montealegre (2016) comment that the current cultures like result-oriented, internal competition fear of failing and imposing activities on employees do not get along with the tech-savvy workforce.[24] Leaders need to replace the toxic culture to accommodate the fragile and enthusiastic tech-savvy workforce.  Instead of creating completion between employees, tech-savvy individuals prefer an environment of collaborative efforts. According to Rigby, Sutherland and Takeuchi (2016), the group want to see their workmate as partners and not as competitors. The internal competition imposes employees with the fear of failing. Instead, leaders should encourage employees to see hard tasks as a chance for them to learn.  Replace the culture of forcing employees to work on a project by empowering them (Cascio and Montealegre 2016). Tech-savvy workforce needs encouragement to work on a project. Provide the employees with required tools and information and they will enjoy working on the project. Many leaders do not take time to know how far the employees have worked on the project. Also, they fail to ask the employees whether they have any challenge while working. Employees feel motivated when their leaders seem concerned with their  progress

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[1] Stone, Dianna, Deadrick, Diana, Lukaszewski, Kimberly, and Richard, Johnson. “The Influence of Technology on the Future of Human Resource Management.” Human Resource Management Review. (2015).

[2] Tursunbayeva, Aizhan. “Human Resource Technology Disruptions and Their Implications for Human Resources Management in Healthcare Organizations.” Bmc Health Services Research. 19.1 (2019).

[3] Bondarouk, Tatiana, and Chris Brewster. “Conceptualising the Future of HRM and Technology Research.” International Journal of Human Resource Management. 27.21 (2016): 2658.

[4] Bondarouk, Tatiana, and Chris Brewster. “Conceptualising the Future of HRM and Technology Research.” International Journal of Human Resource Management. 27.21 (2016): 2660.

[5]Wright, Gavin, and William Scott-Jackson. “Talent Rising; People Analytics and Technology Driving Talent Acquisition Strategy.” Strategic Hr Review. 17.5 (2018): 226.

[6] Wright, Gavin, and William Scott-Jackson. “Talent Rising; People Analytics and Technology Driving Talent Acquisition Strategy.” Strategic Hr Review. 17.5 (2018): 229.

[7] Cappelli, Peter, and JR Keller. “Talent Management: Conceptual Approaches and Practical Challenges.” Annual Review of Organizational Psychology and Organizational Behavior. 1.1 (2014): 308.

[8] Boštjančič, Eva, and Zala Slana. “The Role of Talent Management Comparing Medium-Sized and Large Companies: Major Challenges in Attracting and Retaining Talented Employees”. Lausanne: Frontiers Research Foundation, (2018).

[9] Cappelli, Peter, and JR Keller. “Talent Management: Conceptual Approaches and Practical Challenges.” Annual Review of Organizational Psychology and Organizational Behavior. 1.1 (2014): 316

[10] Wallace, Michelle, Ian Lings, and Roslyn Cameron. “Industry Branding: Attracting Talent to Weaker Profile Industries: Asia Pacific Journal of Human Resources ••.” Asia Pacific Journal of Human Resources. 50.4 (2012): 490.

[11] Benit, Nils, Andreas Mojzisch, and Renate Soellner. “Preselection Methods Prior to the Internal Assessment Center for Personnel Selection in German Companies.” International Journal of Selection and Assessment. (2014).

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