Browsing by Author "Jooss, Stefan"

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    A skills-matching perspective on talent management: developing strategic agility
    (Wiley, 2023-08-23) Jooss, Stefan; Collings, David G.; McMackin, John; Dickmann, Michael
    Despite two decades of evolution as an area of research and practice, talent management faces ongoing criticism for being overly static in its approach, offering little in terms of enabling strategic agility. This is problematic as organizations increasingly rely on strategic agility to manage their dynamic business operations. Drawing on matching theory and adopting an agility lens, we explore the link between talent management and strategic agility. Through a qualitative research design, encompassing 34 interviews in 15 organizations, we explicate a skills-matching perspective on talent management, including initial and dynamic skills-matching in external and internal labor markets. Through this process, organizations can build a set of dynamic capabilities, underlying two meta-capabilities, strategic sensitivity and resource fluidity, which enable strategic agility. In doing so, we portray skills-matching as an illustration of a processual view on talent management and create a model of developing strategic agility through skills-matching, responsive to external and internal demands.
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    Towards agile talent management: the opportunities of a skills-first approach
    (Academy of Management, 2023-07-24) Jooss, Stefan; Collings, David; McMackin, John Francis; Dickmann, Michael
    Despite its evolution over the last two decades, talent management has been criticised for being too static in its approach. Drawing on matching theory and adopting an agility lens, we show how a skills-matching perspective on talent management fosters the development of strategic agility, responsive to external and internal demands. Through qualitative research encompassing 34 interviews in 15 multinational enterprises, we illustrate how a skills focus required revisiting talent strategies to facilitate initial and dynamic matching in external and internal labour markets, and we highlight key boundary conditions for skills-matching. We reveal a set of dynamic capabilities, underlying two meta-capabilities, strategic sensitivity and resource fluidity, which underpin the skills-matching process and enable strategic agility. In doing so, we shift the focus of talent management towards skills acquisition and development, and emphasise the need to look beyond traditional learning and development to alignment across the wider talent function.