Talent management of library and information science professionals: A review of research and future directions

Bijayalaxmi Rautaray; Dillip K Swain; Chandrakant Swain

doi:10.12688/f1000research.151301.2

Home Browse Talent management of library and information science professionals:...

ALL Metrics

Views

Downloads

Get PDF

Get XML

Export

▬

✚

Opinion Article

Revised

Talent management of library and information science professionals: A review of research and future directions

[version 2; peer review: 2 approved]

Bijayalaxmi Rautaray ¹, Dillip K Swain¹, Chandrakant Swain²

PUBLISHED 13 Aug 2024

Author details Author details

¹ Department of Library and Information Science, Kalinga Institute of Industrial Technology, Bhubaneswar, Odisha, India
² Library, Indian Institute of Management Raipur, Raipur, Chhattisgarh, India

Bijayalaxmi Rautaray
Roles: Conceptualization, Data Curation, Formal Analysis, Investigation, Methodology, Resources, Supervision, Validation, Visualization, Writing – Original Draft Preparation, Writing – Review & Editing

Dillip K Swain
Roles: Conceptualization, Data Curation, Formal Analysis, Investigation, Methodology, Resources, Supervision, Validation, Visualization, Writing – Original Draft Preparation, Writing – Review & Editing

Chandrakant Swain
Roles: Conceptualization, Data Curation, Formal Analysis, Investigation, Methodology, Project Administration, Resources, Supervision, Validation, Visualization, Writing – Original Draft Preparation, Writing – Review & Editing

OPEN PEER REVIEW

REVIEWER STATUS

This article is included in the Kalinga Institute of Industrial Technology (KIIT) collection.

Abstract

Background

This study aims to review the extant literature on talent management with the objective of influencing library and information management by addressing the key facets of talent management, such as talent management strategies, importance of career development, evaluation of talented employees, and organizational resilience.

Methodology

Literature on the development of talent and career management was retrieved from various scholarly papers indexed in Scopus and Web of Science to have a meticulous literature review serving as the platform of the present study. In light of the authors’ observations, two models were developed. The literature provides precise information that talent management plays a decisive role in promoting organizational excellence invariably in all kinds of organizations in general and libraries in particular.

Results

This study provides constructive recommendations for the implementation of effective talent management and retention policies for library and information professionals. Moreover, this study adds immense value to the corpus of existing literature to set a platform for the augmentation of library management in futuristic vision.

Conclusion

This study provides constructive recommendations to policy makers and library administrators to foster talented employees for excelling library and information services for the next several decades.

Keywords

Talent management, career growth, organizational resilience, retention policy, employment strategy, talent pool

Corresponding author: Bijayalaxmi Rautaray

Competing interests: No competing interests were disclosed.

Grant information: The author(s) declared that no grants were involved in supporting this work.

Copyright: © 2024 Rautaray B et al. This is an open access article distributed under the terms of the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.

How to cite: Rautaray B, Swain DK and Swain C. Talent management of library and information science professionals: A review of research and future directions [version 2; peer review: 2 approved]. F1000Research 2024, 13:652 (https://doi.org/10.12688/f1000research.151301.2) First published: 18 Jun 2024, 13:652 (https://doi.org/10.12688/f1000research.151301.1) Latest published: 13 Aug 2024, 13:652 (https://doi.org/10.12688/f1000research.151301.2)

Revised Amendments from Version 1

The old version had repeated use of some vocabularies which have been replaced. The manuscript has been checked by a language professor. The explanation of how or why the library should be competitive has been added in the new version. The new version carries a brief mention of professional engagement as a form of professional development. The importance of talent management for library and information science professionals has been added in the introduction part.
The new version carries some precious substances that will be very useful to readers. The methodology part of the research has been fine-tuned after the revision of the 1st draft. The search strategy for retrieving documents was further developed to get the distilled process of augmenting the quality of the write-up and the value of the paper. Some of the statements made by some authors who were cited in the work were simplified. The social and practical implications of the research were addressed in the new manuscript. The findings of the recent studies on the talent management of LIS professionals have been precisely discussed in the literature review. Owing to the growing importance of managing talents, pertinent related literature has been reviewed. we have put spotlight on a selected few recent studies like, Ehrnrooth et al., 2018, Latukha & Veselova, 2019: Gallardo-Gallardo, 2019: Sukla, 2023. Hence, we have thoughtfully made the discussion part quite precise to make the text impactful. The new paper offered insights into the process, standards, and mechanisms of competition in promotion decisions as there was no comprehensive case study on grooming and promotion of talented LIS professionals towards the holistic growth, vision, and mission of the organization has been dealt with.
In all fairness, this new version has added precise and valuable thought content which will be helpful to all the readers.

See the authors' detailed response to the review by Derek Law
See the authors' detailed response to the review by Razlina Razali

Introduction

Talent management is a key area of research that explores qualitative human resources for the potential growth of an organization. Following conventional practices, academic libraries usually take a longer period to select and recruit qualified and competent library professionals, and often fail to hire and retain talented candidates (Raschke, 2003; Warraich et al., 2019; Collings & Mellahi, 2009; Collings, 2014). Therefore, the importance of talent management for library and information science (LIS) professionals is very much essential for promoting academic excellence of institutions transcending the conventional practices. In the absence of a proper recruitment policy, many libraries randomly select and appoint average or below-average professionals for whom the respective institutions fail to obtain the desired results. Hence, extant literature on talent management needs to be meticulously comprehended as it is inevitable to develop a certain policy of talent management for library and information professionals looking at the holistic growth and development of the organization in line with its vision and mission.

Aims and objectives

• To express the need for talent management in Library and Information Science (LIS) professional practice;
• To look at specific areas of library and information practices that can be considerably augmented by recruiting talented LIS professionals;
• To predict the possible output of talent management;
• To develop a schema for talent management strategy that can be followed suit by organizations as the essential attributes of the recruitment policy; and
• To put spotlight on healthy retention policy.

Methods

Literature pertaining to the development of talent and career management was retrieved from various scholarly papers indexed in Scopus and Web of Science to have a meticulous literature review serving as the platform of the present study. Essential knowledge about global trends in the strategies for career management and talent development of employees was conceived. Scholarly documents were searched differently through the use of keywords like, “talent AND management”, “talent AND library professionals”. Though there were more than 1000 of articles traced from all branches of knowledge, we focussed only on journal articles ranging from 2010 which were partially related to the field of library and information science. In total, we reviewed 61 articles that included a few studies published before 2010. In light of the authors’ keen observation, two models were developed, and the authors discussed the key facets of career management of library and information science (LIS) professionals that are essential for augmenting the value of a given organization to justify returns on investment.

Literature review

Existing literature primarily addresses two key aspects of talent management: inclusive and exclusive. The inclusive approach to talent management considers all employees (Malik and Singh 2022; Cappelli and Keller, 2014; Gallardo-Gallardo et al., 2013; Iles et al., 2010), while the exclusive approach is designed to groom and foster only a few talented employees for which organizations are investing more in their talented employees (Holck and Stjerne, 2019).

In total, there have been several studies on talent management, and the extant literature provides the conventional pattern of managing talent, identifying competent employees, and upgrading their positions and pay-perks (DeVaro, 2006; Brewer, 2004; Nawe, 1992; Lewis and Heckman, 2006; Tarique and Schuler, 2010). Most studies have focused on explaining promotion criteria and how employees were engaged in competition among each other so that they could be promoted to the next higher level (DeVaro, 2006). Claussen et al. (2014) stressed the key facets of talent management that constitute managerial skills and competencies (Breaugh, 2011; Waldman, 2013).

Briscoe et al. (2006) posited that talent management should focus on the combination of boundary-less and protean career orientations as essential features of career profiles. Charbonneau and Freeman (2016) pointed out that the level of talent varies from person to person, which could influence the process of recruitment as far as academic libraries are concerned. They recommended that the academic libraries need to streamline the process of recruitment and hiring with a focus on retaining talented personnel for the greater interest of the organization. Yang (2022) examined key aspects of talent management in regard to innovation and sustainability. Vatousios and Happonen (2022) revealed the modus operandi of human resource management of organizations in managing talent based on qualitative analysis. However, the identification of such skills is crucial from the talent management perspective (Collings & Mellahi, 2009).

Nawe (1992) discussed major issues related to the incorrect administration and mismanagement of talented professionals. Moreover, he explained the main reasons, including the wrong and haphazard recruitment policy. Annis (2003) pointed out staff concerns about career development in the promotional dimension. Chapman (2009) and Brewer (2004) advocated that there is a need for orientation programs among the employees of a given library to impart sufficient skills to retain their jobs by exhibiting talent in regard to transferring the tacit knowledge of senior professionals to freshly recruited ones. Li et al. (2018) provided constructive recommendations to resolve issues and problems related to talent management.

Kapardi, Supriyanka, and Balaji (2023) pointed out that for any institution, organization, or firm, employees are real assets. The study advocated that scopes and opportunities for career development must be explored, and employees must be given the right remuneration for their jobs, awards, and recognition in cases. Similarly, Ramirez-Lozano et al. (2023), Kongrode et al. (2023), and Bouteraa and Bouaziz (2023) argue that talented employees could ensure higher output if effective talent management designs and strategies were adopted. Although several studies have offered insights into the process, standards, and mechanisms of competition in promotion decisions, no comprehensive case study on grooming and promotion of talented LIS professionals towards the holistic growth, vision, and mission of the organization has been dealt with. Therefore, there is a research gap in this direction.

Outcome of talent management

A good organization or firm believes in returns on investment. If talent management is strictly followed by all libraries of the world, it can ensure that the following key outcomes are depicted in Figure 1:

Figure 1. Outcome of talent management.

Figure 1 shows that talent management can promote the career development of LIS professionals by sponsoring them to participate in workshops and national and international conferences. Second, it can help to arrange special hands-on training programs based on the latest information communication technologies to ensure performance development of identified talented LIS professionals. Third, a few talented LIS professionals could be motivated to embrace ideas of creativity, design thinking, and innovation and put them into practice. Fourth, talent management should focus on qualitative output by setting proper strategies and benchmarks based on periodic evaluation of returns on investments.

Talent management strategies

According to Yildiz and Esmer (2023), talent management begins with thorough planning with strategies that include talent identification, talent acquisition, and talent retention. Hence, human resource personnel administering libraries must formulate key strategies for effective talent management. With reference to the knowledge gained from the extant literature, the following key aspects must be considered while undertaking strategic talent management measures.

• Identification of talents
• Salary
• Duties and responsibilities
• Assigning responsibilities
• Periodic review of performance
• Incentives and annual increments
• Promotion based on performance

Figure 2 shows that talent management strategy constitutes three major aspects: selection and recruitment, salary commensurate with qualifications and experiences of the employee, and allocation of duties and responsibilities. The next step is to review the performance of employees in line with the objectives and goals of the library, followed by incentives and enhancement of the salaries of the deserving candidates. The endpoint of the talent management strategy should be the promotion of talented employees.

Figure 2. Talent management strategies.

Evaluate candidates for organisational fit

It is crucial to select and recruit talented employees to meet the requirements of a specific organization, firm, library, or institution. Employees must showcase their potential in all possible dimensions (Lyons et al., 2015; Kuron et al., 2016; Samanta et al., 2023). Therefore, it is essential to select and recruit employees who fit in their organization’s culture to successfully translate the vision and mission of the organization effectively and efficiently by justifying their performance to the best of their capabilities. Therefore, people at the top of human resource management must make the right judgment to select the fittest candidates for a specific unit of the organization.

Focus on talent

It is essential to focus on talent, as talented employees are the true assets of a library and the organization. As pointed out by Garrow and Hirsh (2008), the focus of talent management essentially relates to organizational needs and requirements in different areas of the workforce, units, and sections that need to be properly addressed (Garrow and Hirsh, 2008). Unless the focus on talent is correctly put, there is every chance of mismanagement and less return with poor output, as talent management involves systematic planning, performance monitoring, management, and periodic performance appraisal (Meyers et al., 2020; Aljbour, French, and Ali, 2022).

Garrow and Hirsh (2008) remarked that talent management can be viewed with several kinds of focus within the organization, as both skill and career development are the essential components that set certain guidelines for the process of recruitment. Hence, the focus on talent should be judicious, perceptive, and value laden.

Establishing new talent pool

In the words of Jyoti and Rani (2014), people who have the capabilities and high potential to enable firms to ensure effective output, outperform competitors, and achieve success in all possible dimensions through innovative ways of doing things are called talents. Therefore, it is very much crucial on the part of talent management team to establish a new talent pool banking on the young and energetic people who can serve the institution sincerely, complicatedly and relentlessly. Hence, planning and the policy of retention of talent should be judicious and talented employees need to be mentored.

Yarnall (2011) observes that the trends in talent management primarily focus on selecting and developing discrete pools of talent from within the selected units of an organization, and attention to the whole organization is not properly given. Therefore, it is essential to develop a talent pool by leaving no stones unturned.

Through a talent pool strategy, institutions can successfully meet their current and future competency needs by focusing on employees’ career needs and growth (Sharma & Bhatnagar, 2009). There must be some strategies regarding the retention challenges of key talent while establishing a new talent pool (Collings & Mellahi, 2009), especially the qualitative management and administration of libraries.

When establishing new talent pools, it is essential to improve succession-planning processes by creating a certain structure and pipeline for future roles (Byham et al., 2002). Other dimensions include focusing on training and development and fostering human resources by considerably reducing turnover and retention of top talent. Thus, it is expected that personnel included in the talent pool should exhibit and prove their credentials and show that they are different from employees outside the pool (Pepe, 2007; Yarnall, 2011; Seopa et al., 2015). Moreover, professional engagement as a form of professional development and the awareness of talented employees on the concept of returns on investment must be ensured. Keeping in the vision and mission of libraries of the future, it is crucial to identify talented employees and groom the new talent pool.

Organisational resilience

Talent management must focus on organizational resilience. Lengnick-Hall et al. (2011) argued that talented employees must face all adverse situations with determination and robustness. Organizations need to develop a team with resilience capacity that enables them to be proactive to adverse effects and unexpected events, and to capitalize on events that could potentially threaten an organization’s survival (Vogus and Sutcliffe, 2007; Lengnick-Hall et al., 2011).

Resilience is a dynamic process wherein individuals show courage, mental strength, and ability to “bounce back” from adversity or personal setbacks and even to grow and strengthen as a result of this adjustment (Luthar & Cicchetti, 2000; Luthans et al., 2006; Williams et al., 2017). Resilience focuses on personality traits, personal characteristics, and environmental factors found in people to overcome risk factors (Richardson, 2002; Duit, 2016). It should be noted that resilient people are often found with a positive outlook, self-esteem, good problem-solving skills, innovation with critical thinking skills, self-determination with perseverance, and above all amicable by nature (Garmezy, 1991; Dyer and McGuiness, 1996; Cheese, 2016). Therefore, it is crucial to examine this aspect while selecting, fostering, and managing talented employees. The theoretical implications of organizational resilience may be incorporated into the policy of recruitment, fostering, and management of talents of library and information professionals.

Employment strategy

Employment strategy is the essence of talent management. Advertisements for some posts should be meticulously performed. It should exclude or discourage applicants who are qualified from different institutions or have acquired experience from small organizations. As pointed out by Dalton et al. (2000), some government sectors exclusively advertise internal candidates by excluding talented applicants of LIS staff from other institutions. Similarly, Chatterjee et al. (2023) attribute the greater success of multinational enterprises that attract people from diverse backgrounds and different locations around the globe to ensure the selection of highly talented candidates for different jobs. Hence, there must be an efficient strategy to recruit talented candidates for different positions, either in the LIS or in any different field.

Retention policy

Retention is one of the major issues found in all organizations, for which they fail to meet the desired level of output with a very poor turnover rate. Therefore, libraries need to strengthen their policy of retention and redesign retention programs to achieve excellent productivity and impressive turnover (Huang Chuang, 2006; Deery & Jago, 2015). As recruiting employees and expecting high returns through wonderful performance is always doubtful, the retention of an experienced and motivated employee is crucial for the success of an organization. Hence, policymakers and managers of libraries and information centers must design effective policies for employee retention to ensure the following three key benefits:

• Reduced cost-It is found: Inexperienced employees often cause a reduction in the quality of services and loss of revenue. Therefore, it is essential to adopt an effective retention strategy to save time and money for the organization.
• Competitive advantage-Retention policy helps the organization achieve a competitive advantage over other organizations as they excessively bank on the excellent performance of experienced employees, and
• Increased productivity-If: If a proper retention policy is followed, employees get due motivation and start performing better.

Practical implications

Library and Information Science is a field that has recently been regarded as one of the promising disciplines, as it leads from the front with respect to knowledge dissemination, storage, processing, information management, and control in a way that relates to the domain of all subjects and the universe of knowledge. Moreover, by mapping the productivity of individual researchers and institutions, bibliometric studies across disciplines have rightly sharpened the acumen of researchers to pursue their research in the right direction. Additionally, the LIS profession has a huge scope for studying, from the diploma level to doctoral and post-doctoral programs. A person with a library science degree can grow by leaps and bounds, beginning from library trainees to senior-level managerial positions. There are many opportunities for LIS professionals to obtain jobs in any sector. Therefore, talented library professionals need to be properly managed, groomed, and fostered in light of talent management methods and practices followed by some established and reputed organizations.

Continuing professional development is crucial for professionals’ successful career planning and prospects. Continuous hands-on training on the latest information communication technologies is essential to equip them to handle advanced learners and researchers, and to improve and develop various kinds of professional skills and technological competencies (Dalton et al., 2000; Nankivell & Shoolbred, 1997). They need to be grounded in acquiring adequate technical, managerial, communication, presentation, leadership, and time management skills. In light of knowledge gained from the literature review, talented employees must be sponsored to attend various national seminars, international conferences, and workshops to enrich their acquired knowledge and experiences.

Discussion

Current talent management research is rapidly moving towards exploring novel ways of managing talented people to ensure greater output to firms and organizations. In the aforementioned direction, scholars are reviewing the extant literature and spending a lot of time with practitioners to observe cases and best practices. The future of talent management promises to be brighter and more effective by charting a consistent pathway. Although earlier studies provide some managerial and practical implications for managers and talent management professionals, managing high-performance employees remains a challenge (Scullion and Collings, 2011; Gallardo-Gallardo, 2019). To gain a competitive advantage, many firms and organizations have reduced their spending on employees in response to economic recession, but this adversely affects the reputation of firms and organizations (Martin & Schmidt, 2010; Ehrnrooth et al., 2018; Sukla, 2023). Therefore, the need of the hour is to ensure healthy and effective talent management as per modern trends and future needs of libraries and organizations as time demands. It’s a million-dollar question how or why libraries should be competitive? Libraries must stay on top as there has been a great revolution in information communication technologies and vast changes in media consumption. Therefore, libraries being the service industry must be competitive and library professionals must strive to give their patrons what they need precisely and comprehensively in an efficient manner.

It was found that the active participation and involvement of employees in various training programs conducted outside their organizations fetches a moral boost that could enhance their ability to absorb, digest, and use new knowledge effectively. Therefore, talent management broadens the outlook and horizons of collaborators, and provides a solid basis for the acquisition, processing, and dissemination of new knowledge (Latukha & Veselova, 2019). In summary, talent managers need to pay attention to the visions and goals of firms, organizations, libraries, or institutions of any kind.

Scope for future studies

Much has been contemplated in theoretical parlance; now, the focus needs to shift to practical implications and case studies through rigorous research. The conceptual framework, strategy, and functions of talent management of library and information science professionals can be strengthened through empirical evidence based on case studies on talent management in specific organizations. This burning topic provides scope for plenty of research, including the following:

1. Research on talent management in reputed libraries of a specific region or country may be carried out with respect to employment strategy, organizational resilience, and retention policy, including other key facets of talent management.
2. A comparative study of talent management of libraries versus corporate/firms may be undertaken to elicit this gap.
3. A cross-cultural study on talent management can be conducted.

Conclusion

Extant literature provides precise information that talent management plays a decisive role in invariably promoting organizational excellence in all kinds of organizations in general and libraries in particular. If the high wastage level of qualified and experienced LIS professionals is to be addressed, it is crucial to provide justice to talented candidates through an effective policy of recruitment with proper attention to career development.

As discussed, talent succession planning, identifying new talent pools, and forming an effective strategy for recruitment and talent development are very important to increase productivity and enhance the image and reputation of organizations. The implementation of talent management practices is expected to enhance organizational resilience.

This study has a few limitations regarding the inclusion and exclusion criteria, as it is purely based on a review of the selected extant literature. Future studies could address this limitation by including more databases and resources during the search process.

Ethics and consent

Ethical approval and consent were not required.

References

Aljbour A, French E, Ali M: An evidence-based multilevel framework of talent management: a systematic review. Int. J. Product. Perform. Manag. 2022; 71(8): 3348–3376. Publisher Full Text
Annis S: A recruitment and retention study of staff working in national health service librariesin the North-west of England. Health Inf. Libr. J. 2003; 20(4): 232–234. PubMed Abstract | Publisher Full Text
Bouteraa A, Bouaziz F: Do talent management practices improve organizational resilience? An empirical study within Tunisian companies. Afr. J. Econ. Manag. Stud. 2023; 14(2): 271–288. Publisher Full Text
Breaugh JA: Modeling the managerial promotion process. J. Manag. Psychol. 2011; 26(4): 264–277. Publisher Full Text
Brewer J: Assisting employees.Simons-Welburn J, McNeil B, editors. Human Resource Management in Today’s Academic Library: Meeting Challenges and Creating Opportunities. London: Libraries Unlimited; 2004; pp. 47–55.
Briscoe JP, Hall DT, DeMuth RLF: Protean and boundaryless careers: an empirical exploration. J. Vocat. Behav. 2006; 69(1): 30–47. Publisher Full Text
Byham WC, Smith AB, Paese MJ: Grow Your Own Leaders: How to Identify, Develop and Retain Leadership Talent, Financial Times. London: Prentice Hall; 2002.
Cappelli P, Keller J: Talent management: conceptual approaches and practical challenges. Annu. Rev. Organ. Psych. Organ. Behav. 2014; 1: 305–331. Publisher Full Text
Chapman C: Retention begins before day one: orientation and socialization in libraries. New Libr. World. 2009; 110(3/4): 122–135. Publisher Full Text
Charbonneau DH, Freeman JL: Succession planning for libraries. J. Libr. Adm. 2016; 56(7): 884–892. Publisher Full Text
Chatterjee S, Chaudhuri R, Vrontis D, et al.: Global talent management by multinational enterprises post-COVID-19: The role of enterprise social networking and senior leadership. Thunderbird Int. Bus. Rev. 2023; 65(1): 77–88. Publisher Full Text
Cheese P: Managing risk and building resilient organisations in a riskier world. J. Organ. Eff. 2016; 3: 323–331. Publisher Full Text
Claussen J, Grohsjean T, Luger J, et al.: Talent management and career development: What it takes to get promoted. J. World Bus. 2014; 49(2): 236–244. Publisher Full Text
Collings DG: Toward mature talent management: beyond shareholder value. Hum. Resour. Dev. Q. 2014; 25(3): 301–319. Publisher Full Text
Collings DG, Mellahi K: Strategic talent management: A review and research agenda. Hum. Resour. Manag. Rev.2009;19(4): 304–313.Publisher Full Text
Dalton P, Mynott, Shoolbred M: Barriers to career development within the LIS profession. Libr. Rev. 2000; 49(6): 271–277. Publisher Full Text
Deery M, Jago L: Revisiting talent management, work-life balance, and retention strategies. Int. J. Contemp. Hosp. Manag. 2015; 27(3): 453–472. Publisher Full Text
DeVaro J: Strategic promotion tournaments and worker performance. Strateg. Manag. J. 2006; 27(8): 721–740. Publisher Full Text
Duit A: Resilience thinking: Lessons for Public Administration. Public Adm. 2016; 94: 364–380. Publisher Full Text
Dyer JG, McGuiness TM: Resilience: analysis of the concept. Arch. Psychiatr. Nurs. 1996; 10(5): 276–282. Publisher Full Text
Ehrnrooth M, Björkman I, Mäkelä K, et al.: Talent responses to talent status awareness—not a question of simple reciprocation. Hum. Resour. Manag. J. 2018; 28(3): 443–461. Publisher Full Text
Gallardo-Gallardo E: Some Critical Reflections on the Relevance of Talent Management Research.Swailes S, editor. Managing Talent: A Critical Appreciation (Talent Management). Bingley: Emerald Publishing Limited; 2019; pp. 33–50. Publisher Full Text
Gallardo-Gallardo E, Dries N, González-Cruz T: What is the meaning of “talent” in the world of work?. Hum. Resour. Manag. Rev. 2013; 23(4): 290–300. Publisher Full Text
Garmezy N: Resiliency and vulnerability to adverse developmental outcomes associated with poverty. Am. Behav. Sci. 1991; 34(4): 416–430. Publisher Full Text
Garrow V, Hirsh W: Talent Management: Issues of Focus and Fit. Public Personnel Management. 2008; 37(4): 389–402. Publisher Full Text
Holck L, Stjerne IS: How Inclusive Can Exclusive Talent Management Be?Swailes S, editor. Managing Talent: A Critical Appreciation (Talent Management). Bingley: Emerald Publishing Limited; 2019; pp. 107–123. Publisher Full Text
Iles P, Chuai X, Preece D: Talent management and HRM in multinational companies in Beijing: definitions, differences and drivers. J. World Bus. 2010; 45(2): 179–189. Publisher Full Text
Jyoti J, Rani R: Exploring talent management practices: antecedents and consequences. Int. J. Manag. Concepts Philos. 2014; 8(4): 220–248. Publisher Full Text
Kapardi KS, Supriyanka AD, Balaji C: Strategies for retaining good talent in COVID-19 pandemic situation - A literature review. AIP Conference ProceedingsVolume 27079 May 2023 Article number 0400031st International Conference on Essence of Mathematics in Engineering Applications, ICEMEA 202129 December 2021through 30 December 2021. 2023. Publisher Full Text
Kongrode J, Aujirapongpan S, Ru-Zhue J: Exploring the impact of dynamic talent management capability on competitive performance: The mediating roles of dynamic marketing capability of startups. Journal of Competitiveness. 2023; 15: No.1. Publisher Full Text
Kuron LKJ, Schweitzer L, Lyons S, et al.: Career profiles in the “new career”: evidence of their prevalence and correlates. Career Dev. Int. 2016; 21(4): 355–377. Publisher Full Text
Latukha M, Veselova A: Talent management, absorptive capacity, and firm performance: does it work in China and Russia? Hum. Resour. Manag. 2019; 58(5): 503–519. Publisher Full Text
Lengnick-Hall CA, Beck TE, Lengnick-Hall ML: Developing a capacity for organizational resilience through strategic human resource management. Hum. Resour. Manag. Rev. 2011; 21(3): 243–255. Publisher Full Text
Lewis RE, Heckman RJ: Talent management: A critical review. Hum. Resour. Manag. Rev. 2006; 16(2): 139–154. Publisher Full Text
Li J, Hedayati-Mehdiabadi A, Choi J, et al.: Talent management process in Asia: a multiple case study. Eur. J. Train. Dev. 2018; 42(7/8): 499–516. Publisher Full Text
Luthans F, Vogelgesang GR, Lester PB: Developing the psychological capital of resiliency. Hum. Resour. Dev. Rev. 2006; 5(1): 25–44. Publisher Full Text
Luthar SS, Cicchetti D: The construct of resilience: implications for interventions and social policies. Dev. Psychopathol. 2000; 12(4): 857–885. PubMed Abstract | Publisher Full Text | Free Full Text
Lyons ST, Schweitzer L, Ng ESW: Resilience in the modern career. Career Dev. Int. 2015; 20(4): 363–383. Publisher Full Text
Malik AR, Singh P: Outcomes of talent management: the role of perceived equity. Empl. Relat. 2022; 44(2): 277–293. Publisher Full Text
Martin J, Schmidt C: How to keep your top talent. Harv. Bus. Rev. 2010; 88(5): 54–61.
Meyers MC, van Woerkom M , Paauwe J, et al.: HR managers' talent philosophies: prevalence and relationships with perceived talent management practices. Int. J. Hum. Resour. Manag. 2020; 31(4): 562–588. Publisher Full Text
Nawe J: Human resources for library and information services: problems and prospects. Libr. Manag. 1992; 13(1): 8–14. Publisher Full Text
Nankivell C, Shoolbred M: Mentoring: a valuable tool for career development. Libr. Career Dev. 1997; 5(3): 98–104. Publisher Full Text
Pepe ME: The strategic importance of talent management at the Yale New Haven Health System. Organ. Dev. J. 2007; Vol. 25(2): pp. 207–211. Summer.
Ramirez-Lozano J, Peñaflor-Guerra R, Sanagustín-Fons V: Leadership, Communication, and Job Satisfaction for Employee Engagement and Sustainability of Family Businesses in Latin America. Adm. Sci. 2023; 13(6): 137. Publisher Full Text
Raschke GK: Hiring and recruitment practices in academic libraries: problems and solutions. Portal Libr. Acad. 2003; 3(1): 53–67. Publisher Full Text
Richardson GE: The metatheory of resilience and resiliency. J. Clin. Psychol. 2002; 58(3): 307–321. PubMed Abstract | Publisher Full Text
Samanta S, Routray B, Swain DK: Impact of leadership and Innovation on Libraries of the future. KIIT Journal of Library and Information Management. 2023; 10(1): 1–19. Publisher Full Text
Scullion H, Collings D: Global Talent Management. London: Routledge; 2011.
Seopa N, Wöcke A, Leeds C: The impact on the psychological contract of differentiating employees into talent pools. Career Dev. Int. 2015; 20(7): 717–732. Publisher Full Text
Sharma R, Bhatnagar J: Talent management – competency development: a key to global leadership. Ind. Commer. Train. 2009; 41(3): 118–132. Publisher Full Text
Sukla SK: Artificial intelligence and beyond library search strategies:institutions and comprehensions during recent past. KIIT Journal of Library and Information Management. 2023; 10(2): 72–76. Publisher Full Text
Tarique I, Schuler RS: Global talent management: Literature review, integrative framework, and suggestions for further research. J. World Bus. 2010; 45(2): 122–133. Publisher Full Text
Vatousios A, Happonen A: Transforming HR and Improving Talent Profiling with Qualitative Analysis Digitalization on Candidates for Career and Team Development EffortsArai K, editor. Intelligent Computing. Lecture Notes in Networks and Systems. Cham: Springer; 2022; vol 283. . Publisher Full Text
Vogus TJ, Sutcliffe KM: Organizational resilience: towards a theory and research agenda. 2007 IEEE International Conference on Systems, Man and Cybernetics. 2007; pp. 3418–3422.
Waldman M: Classic promotion tournaments versus market-based tournaments. Int. J. Ind. Organ. 2013; 31(3): 198–210. Publisher Full Text
Warraich NF, Ameen K, Malik A: Recruitment and retention of information professionals: library leaders’ perspectives in Pakistan. Glob. Knowl. Mem. Commun. 2019; 68(6/7): 568–580. Publisher Full Text
Williams TA, Gruber DA, Sutcliffe KM, et al.: Organizational response to adversity: fusing crisis management and resilience research streams. Acad. Manag. Ann. 2017; 11: 733–769. Publisher Full Text
Yang Q: Human Resources Development and Management System Based on “Five New” StrategyJansen JB, Liang H, Ye J, editors. International Conference on Cognitive based Information Processing and Applications (CIPA 2021). Lecture Notes on Data Engineering and Communications Technologies. Singapore: Springer; 2022; vol 85. Publisher Full Text
Yarnall J: Maximising the effectiveness of talent pools: a review of case study literature. Leadersh. Org. Dev. J. 2011; 32(5): 510–526. Publisher Full Text
Yildiz RO, Esmer S: Talent management strategies and functions: a systematic review. Ind. Commer. Train. 2023; 55(1): 93–111. Publisher Full Text

Comments on this article Comments (0)

Version 2

VERSION 2 PUBLISHED 18 Jun 2024

Author details Author details

¹ Department of Library and Information Science, Kalinga Institute of Industrial Technology, Bhubaneswar, Odisha, India
² Library, Indian Institute of Management Raipur, Raipur, Chhattisgarh, India

Competing interests

No competing interests were disclosed.

Grant information

The author(s) declared that no grants were involved in supporting this work.

Article Versions (2)

version 2

Revised

Published: 13 Aug 2024, 13:652

https://doi.org/10.12688/f1000research.151301.2

version 1

Published: 18 Jun 2024, 13:652

https://doi.org/10.12688/f1000research.151301.1

© 2024 Rautaray B et al. This is an open access article distributed under the terms of the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.

Download

Export To

metrics

	Views	Downloads
F1000Research	-	-
PubMed Central Data from PMC are received and updated monthly.	-	-

Citations

SEE MORE DETAILS

CITE

how to cite this article

Rautaray B, Swain DK and Swain C. Talent management of library and information science professionals: A review of research and future directions [version 2; peer review: 2 approved]. F1000Research 2024, 13:652 (https://doi.org/10.12688/f1000research.151301.2)

NOTE: If applicable, it is important to ensure the information in square brackets after the title is included in all citations of this article.

track

receive updates on this article

Track an article to receive email alerts on any updates to this article.

Open Peer Review

Version 2

VERSION 2

PUBLISHED 13 Aug 2024

Revised

Views

Reviewer Report 24 Aug 2024

Derek Law, University of Strathclyde, Glasgow, Scotland, UK

Approved

https://doi.org/10.5256/f1000research.170162.r313810

CITE

Report a concern

Respond or Comment

Views

Reviewer Report 16 Aug 2024

Razlina Razali, Academy of Language Studies, Universiti Teknologi MARA Perlis Branch, Arau, Perlis, Malaysia

Approved

https://doi.org/10.5256/f1000research.170162.r313809

Thank you, authors for revising the ... Continue reading

CITE

Report a concern

Respond or Comment

Version 1

VERSION 1

PUBLISHED 18 Jun 2024

Views

Reviewer Report 06 Aug 2024

Razlina Razali, Academy of Language Studies, Universiti Teknologi MARA Perlis Branch, Arau, Perlis, Malaysia

Approved with Reservations

https://doi.org/10.5256/f1000research.165938.r308041

The topic of the study is interesting and has the potential to expand the body of knowledge on talent management (TM). The references used in the article also include those published in recent years. The following are comments for the authors to improve the quality of the article:
1. Explaining the importance of TM for library and information science (LIS) professionals in the introduction by citing related literature
2. Expand the methods section by explaining how many papers were selected for the review and the selection criteria used such as the year, keywords, the types of articles etc.
3. What are the recent studies on LIS professionals and what are their major findings? Why is there a need for a review study to be conducted on this topic?
4. In the discussion section, authors need to reiterate the importance of TM for LIS professionals by relating it to the current trends in the field of study and practices. Please include current literature to discuss.
5. Please cite this statement correctly: Lengnick-Hall et al. (2011) emphasized that talented employees must have the “ability to rebound from unexpected, stressful, and adverse situations to bounce back in style with determination and robustness.

Is the topic of the opinion article discussed accurately in the context of the current literature?

Yes
Are all factual statements correct and adequately supported by citations?

Partly
Are arguments sufficiently supported by evidence from the published literature?

Partly
Are the conclusions drawn balanced and justified on the basis of the presented arguments?

Yes

Competing Interests: No competing interests were disclosed.

Reviewer Expertise: talent management, bibliometric analysis

I confirm that I have read this submission and believe that I have an appropriate level of expertise to confirm that it is of an acceptable scientific standard, however I have significant reservations, as outlined above.

CITE

Report a concern

Author Response 13 Aug 2024

Bijayalaxmi Rautaray, Department of Library and Information Science, Kalinga Institute of Industrial Technology, Bhubaneswar, India

13 Aug 2024

Author Response

Esteemed Reviewer,
Thank you so much for the valuable remarks! We have tried our best to comply with the comments/suggestions:

Reviewer 2 : Razlina Razali, Universiti Teknologi MARA Perlis ... Continue reading Esteemed Reviewer,
Thank you so much for the valuable remarks! We have tried our best to comply with the comments/suggestions:

Reviewer 2 : Razlina Razali, Universiti Teknologi MARA Perlis Branch, Arau, Malaysia

Approved With Reservations

Sl No
Reviewers comments/suggestions
Compliance

1
Explaining the importance of TM for library and information science (LIS) professionals in the introduction by citing related literature

We appreciate the remarks of the esteemed reviewer. A glimpse of the importance of TM for library and information science is provided.

2
Expand the methods section by explaining how many papers were selected for the review and the selection criteria used such as the year, keywords, the types of articles etc.

Scholarly documents were searched differently using keywords like, “talent AND management”, “talent AND library professionals”. Though there were more than 1000 of articles traced from all branches of knowledge, we focused only on journal articles ranging from 2010 which were partially related to the field of library and information science. In total we reviewed 61 articles that included a few studies published before 2010.

3
What are the recent studies on LIS professionals and what are their major findings? Why is there a need for a review study to be conducted on this topic?

The findings of the recent studies on talent management of LIS professionals have been precisely discussed in the literature review. Owing to the growing importance of managing talents, pertinent related literatures have been reviewed

4
In the discussion section, authors need to reiterate the importance of TM for LIS professionals by relating it to the current trends in the field of study and practices. Please include current literature to discuss.

The esteemed reviewer’s remark is appreciated. However, we have put spotlight on a selected few recent studies like, Ehrnrooth et al., 2018, Latukha & Veselova, 2019: Gallardo-Gallardo, 2019: Sukla, 2023. Hence, we have thoughtfully made the discussion part quite precise to make the text impactful.

5
Please cite this statement correctly: al. (2011) Lengnick-Hall et emphasized that talented employees must have the “ability to rebound from unexpected, stressful, and adverse situations to bounce back in style with determination and robustness.

Done

Best regards
Esteemed Reviewer,
Thank you so much for the valuable remarks! We have tried our best to comply with the comments/suggestions:

Reviewer 2 : Razlina Razali, Universiti Teknologi MARA Perlis Branch, Arau, Malaysia

Approved With Reservations

Sl No
Reviewers comments/suggestions
Compliance

1
Explaining the importance of TM for library and information science (LIS) professionals in the introduction by citing related literature

We appreciate the remarks of the esteemed reviewer. A glimpse of the importance of TM for library and information science is provided.

2
Expand the methods section by explaining how many papers were selected for the review and the selection criteria used such as the year, keywords, the types of articles etc.

Scholarly documents were searched differently using keywords like, “talent AND management”, “talent AND library professionals”. Though there were more than 1000 of articles traced from all branches of knowledge, we focused only on journal articles ranging from 2010 which were partially related to the field of library and information science. In total we reviewed 61 articles that included a few studies published before 2010.

3
What are the recent studies on LIS professionals and what are their major findings? Why is there a need for a review study to be conducted on this topic?

The findings of the recent studies on talent management of LIS professionals have been precisely discussed in the literature review. Owing to the growing importance of managing talents, pertinent related literatures have been reviewed

4
In the discussion section, authors need to reiterate the importance of TM for LIS professionals by relating it to the current trends in the field of study and practices. Please include current literature to discuss.

The esteemed reviewer’s remark is appreciated. However, we have put spotlight on a selected few recent studies like, Ehrnrooth et al., 2018, Latukha & Veselova, 2019: Gallardo-Gallardo, 2019: Sukla, 2023. Hence, we have thoughtfully made the discussion part quite precise to make the text impactful.

5
Please cite this statement correctly: al. (2011) Lengnick-Hall et emphasized that talented employees must have the “ability to rebound from unexpected, stressful, and adverse situations to bounce back in style with determination and robustness.

Done

Best regards
Competing Interests: No competing interests were disclosed. Close
Report a concern
Respond or Comment

COMMENTS ON THIS REPORT

Author Response 13 Aug 2024

Bijayalaxmi Rautaray, Department of Library and Information Science, Kalinga Institute of Industrial Technology, Bhubaneswar, India

13 Aug 2024

Author Response

Esteemed Reviewer,
Thank you so much for the valuable remarks! We have tried our best to comply with the comments/suggestions:

Reviewer 2 : Razlina Razali, Universiti Teknologi MARA Perlis ... Continue reading Esteemed Reviewer,
Thank you so much for the valuable remarks! We have tried our best to comply with the comments/suggestions:

Reviewer 2 : Razlina Razali, Universiti Teknologi MARA Perlis Branch, Arau, Malaysia

Approved With Reservations

Sl No
Reviewers comments/suggestions
Compliance

1
Explaining the importance of TM for library and information science (LIS) professionals in the introduction by citing related literature

We appreciate the remarks of the esteemed reviewer. A glimpse of the importance of TM for library and information science is provided.

2
Expand the methods section by explaining how many papers were selected for the review and the selection criteria used such as the year, keywords, the types of articles etc.

Scholarly documents were searched differently using keywords like, “talent AND management”, “talent AND library professionals”. Though there were more than 1000 of articles traced from all branches of knowledge, we focused only on journal articles ranging from 2010 which were partially related to the field of library and information science. In total we reviewed 61 articles that included a few studies published before 2010.

3
What are the recent studies on LIS professionals and what are their major findings? Why is there a need for a review study to be conducted on this topic?

The findings of the recent studies on talent management of LIS professionals have been precisely discussed in the literature review. Owing to the growing importance of managing talents, pertinent related literatures have been reviewed

4
In the discussion section, authors need to reiterate the importance of TM for LIS professionals by relating it to the current trends in the field of study and practices. Please include current literature to discuss.

The esteemed reviewer’s remark is appreciated. However, we have put spotlight on a selected few recent studies like, Ehrnrooth et al., 2018, Latukha & Veselova, 2019: Gallardo-Gallardo, 2019: Sukla, 2023. Hence, we have thoughtfully made the discussion part quite precise to make the text impactful.

5
Please cite this statement correctly: al. (2011) Lengnick-Hall et emphasized that talented employees must have the “ability to rebound from unexpected, stressful, and adverse situations to bounce back in style with determination and robustness.

Done

Best regards
Esteemed Reviewer,
Thank you so much for the valuable remarks! We have tried our best to comply with the comments/suggestions:

Reviewer 2 : Razlina Razali, Universiti Teknologi MARA Perlis Branch, Arau, Malaysia

Approved With Reservations

Sl No
Reviewers comments/suggestions
Compliance

1
Explaining the importance of TM for library and information science (LIS) professionals in the introduction by citing related literature

We appreciate the remarks of the esteemed reviewer. A glimpse of the importance of TM for library and information science is provided.

2
Expand the methods section by explaining how many papers were selected for the review and the selection criteria used such as the year, keywords, the types of articles etc.

Scholarly documents were searched differently using keywords like, “talent AND management”, “talent AND library professionals”. Though there were more than 1000 of articles traced from all branches of knowledge, we focused only on journal articles ranging from 2010 which were partially related to the field of library and information science. In total we reviewed 61 articles that included a few studies published before 2010.

3
What are the recent studies on LIS professionals and what are their major findings? Why is there a need for a review study to be conducted on this topic?

The findings of the recent studies on talent management of LIS professionals have been precisely discussed in the literature review. Owing to the growing importance of managing talents, pertinent related literatures have been reviewed

4
In the discussion section, authors need to reiterate the importance of TM for LIS professionals by relating it to the current trends in the field of study and practices. Please include current literature to discuss.

The esteemed reviewer’s remark is appreciated. However, we have put spotlight on a selected few recent studies like, Ehrnrooth et al., 2018, Latukha & Veselova, 2019: Gallardo-Gallardo, 2019: Sukla, 2023. Hence, we have thoughtfully made the discussion part quite precise to make the text impactful.

5
Please cite this statement correctly: al. (2011) Lengnick-Hall et emphasized that talented employees must have the “ability to rebound from unexpected, stressful, and adverse situations to bounce back in style with determination and robustness.

Done

Best regards
Competing Interests: No competing interests were disclosed. Close
Report a concern

Views

Reviewer Report 16 Jul 2024

Derek Law, University of Strathclyde, Glasgow, Scotland, UK

Approved with Reservations

https://doi.org/10.5256/f1000research.165938.r294732

This is an interesting if basic literature review of papers on talent management and career development. It is comprehensive in scope and analyses the literature fully then goes on to develop two models for managing staff and their career progression. It also makes it clear that good organisational talent management plays a decisive role in promoting organizational excellence.
Major issues. Although the literature review is well done and well discussed, the language used in the paper is very overblown, very otiose and can be very repetitive, e.g. "extant" and "promotional development" and other words or phrases are used very many times. Some phrases seem to be used wrongly, e.g. "rooms should be created" or "moral boost". In this case "mentoring" is a much better word. There is a need for significant language editing of the text.
A second issue is that although it is not a central to the argument, there is no explanation of how or why libraries should be competitive – a curious concept.
Minor: Almost nothing is said about professional engagement as a form of professional development. It would be useful to have a sentence or two on this.
Secondly it would be interesting to explain how the concept of mentoring has developed into the new phrase of talent management.
In sum it is a useful literature review which provides a good summary of current thinking, but really needs extensive editing and a little more work to explain the minor items mentioned above.

Is the topic of the opinion article discussed accurately in the context of the current literature?

Yes
Are all factual statements correct and adequately supported by citations?

Yes
Are arguments sufficiently supported by evidence from the published literature?

Partly
Are the conclusions drawn balanced and justified on the basis of the presented arguments?

Partly

Competing Interests: No competing interests were disclosed.

Reviewer Expertise: Library and Information Science; Digital Humanities

CITE

Report a concern

Author Response 13 Aug 2024

Bijayalaxmi Rautaray, Department of Library and Information Science, Kalinga Institute of Industrial Technology, Bhubaneswar, India

13 Aug 2024

Author Response

Esteemed Reviewer,

Thank you so much for a meticulous review of our manuscript. Your insightful remark has augmented the value of this paper.

Reviewer 1: Derek Law, University ... Continue reading Esteemed Reviewer,

Thank you so much for a meticulous review of our manuscript. Your insightful remark has augmented the value of this paper.

Reviewer 1: Derek Law, University of Strathclyde, Glasgow, Scotland, UK
Approved With Reservations

Sl No

Reviewer's comments/suggestions

Compliance

1
Although the literature review is well done and well discussed, the language used in the paper is very overblown, very otiose and can be very repetitive, e.g. "extant" and "promotional development" and other words or phrases are used very many times. Some phrases seem to be used wrongly, e.g. "rooms should be created" or "moral boost". In this case "mentoring" is a much better word.
We sincerely appreciate the esteemed reviewer’s remarks. Thanks and regards

We have made changes as advised.

2
There is a need for significant language editing of the text.
Thanks a lot.

The manuscript has been checked by a language professor

3
There is no explanation of how or why libraries should be competitive – a curious concept.

Added at the end of 1^st Para of discussion

4
Almost nothing is said about professional engagement as a form of professional development. It would be useful to have a sentence or two on this.

Mentioned in the facet, “establishing a new talent pool”

5
It would be interesting to explain how the concept of mentoring has developed into the new phrase of talent management.

Done

Hope, we have tried our best

Best regards
Esteemed Reviewer,

Thank you so much for a meticulous review of our manuscript. Your insightful remark has augmented the value of this paper.

Reviewer 1: Derek Law, University of Strathclyde, Glasgow, Scotland, UK
Approved With Reservations

Sl No

Reviewer's comments/suggestions

Compliance

1
Although the literature review is well done and well discussed, the language used in the paper is very overblown, very otiose and can be very repetitive, e.g. "extant" and "promotional development" and other words or phrases are used very many times. Some phrases seem to be used wrongly, e.g. "rooms should be created" or "moral boost". In this case "mentoring" is a much better word.
We sincerely appreciate the esteemed reviewer’s remarks. Thanks and regards

We have made changes as advised.

2
There is a need for significant language editing of the text.
Thanks a lot.

The manuscript has been checked by a language professor

3
There is no explanation of how or why libraries should be competitive – a curious concept.

Added at the end of 1^st Para of discussion

4
Almost nothing is said about professional engagement as a form of professional development. It would be useful to have a sentence or two on this.

Mentioned in the facet, “establishing a new talent pool”

5
It would be interesting to explain how the concept of mentoring has developed into the new phrase of talent management.

Done

Hope, we have tried our best

Best regards
Competing Interests: No competing interests were disclosed. Close
Report a concern
Respond or Comment

COMMENTS ON THIS REPORT

Author Response 13 Aug 2024

Bijayalaxmi Rautaray, Department of Library and Information Science, Kalinga Institute of Industrial Technology, Bhubaneswar, India

13 Aug 2024

Author Response

Esteemed Reviewer,

Thank you so much for a meticulous review of our manuscript. Your insightful remark has augmented the value of this paper.

Reviewer 1: Derek Law, University ... Continue reading Esteemed Reviewer,

Thank you so much for a meticulous review of our manuscript. Your insightful remark has augmented the value of this paper.

Reviewer 1: Derek Law, University of Strathclyde, Glasgow, Scotland, UK
Approved With Reservations

Sl No

Reviewer's comments/suggestions

Compliance

1
Although the literature review is well done and well discussed, the language used in the paper is very overblown, very otiose and can be very repetitive, e.g. "extant" and "promotional development" and other words or phrases are used very many times. Some phrases seem to be used wrongly, e.g. "rooms should be created" or "moral boost". In this case "mentoring" is a much better word.
We sincerely appreciate the esteemed reviewer’s remarks. Thanks and regards

We have made changes as advised.

2
There is a need for significant language editing of the text.
Thanks a lot.

The manuscript has been checked by a language professor

3
There is no explanation of how or why libraries should be competitive – a curious concept.

Added at the end of 1^st Para of discussion

4
Almost nothing is said about professional engagement as a form of professional development. It would be useful to have a sentence or two on this.

Mentioned in the facet, “establishing a new talent pool”

5
It would be interesting to explain how the concept of mentoring has developed into the new phrase of talent management.

Done

Hope, we have tried our best

Best regards
Esteemed Reviewer,

Thank you so much for a meticulous review of our manuscript. Your insightful remark has augmented the value of this paper.

Reviewer 1: Derek Law, University of Strathclyde, Glasgow, Scotland, UK
Approved With Reservations

Sl No

Reviewer's comments/suggestions

Compliance

1
Although the literature review is well done and well discussed, the language used in the paper is very overblown, very otiose and can be very repetitive, e.g. "extant" and "promotional development" and other words or phrases are used very many times. Some phrases seem to be used wrongly, e.g. "rooms should be created" or "moral boost". In this case "mentoring" is a much better word.
We sincerely appreciate the esteemed reviewer’s remarks. Thanks and regards

We have made changes as advised.

2
There is a need for significant language editing of the text.
Thanks a lot.

The manuscript has been checked by a language professor

3
There is no explanation of how or why libraries should be competitive – a curious concept.

Added at the end of 1^st Para of discussion

4
Almost nothing is said about professional engagement as a form of professional development. It would be useful to have a sentence or two on this.

Mentioned in the facet, “establishing a new talent pool”

5
It would be interesting to explain how the concept of mentoring has developed into the new phrase of talent management.

Done

Hope, we have tried our best

Best regards
Competing Interests: No competing interests were disclosed. Close
Report a concern

Comments on this article Comments (0)

Version 2

VERSION 2 PUBLISHED 18 Jun 2024

Open Peer Review

Reviewer Status

Reviewer Reports

	Invited Reviewers
	1	2
Version 2 (revision) 13 Aug 24	read	read
Version 1 18 Jun 24	read	read

Derek Law, University of Strathclyde, Glasgow, UK
Razlina Razali, Universiti Teknologi MARA Perlis Branch, Arau, Malaysia

Comments on this article

All Comments(0)

Add a comment

Browse by related subjects

Back to all reports

Reviewer Report

8 Views

24 Aug 2024 | for Version 2

Derek Law, University of Strathclyde, Glasgow, Scotland, UK

8 Views Cite this report Responses(0)

Approved

I am now happy to support the updated version of the article for indexing without reservations. The authors have clearly understood and fully addressed the comments made in my original review. I believe they have successfully revised the paper to take the comments into account both in terms of the specific comments on the use of terms such as "competitiveness" and also on the general style and use of a somewhat simpler vocabulary.
I than have no additional comments and no reservations

Competing Interests

No competing interests were disclosed.

Reviewer Expertise

Library and Information Science; Digital Humanities

I confirm that I have read this submission and believe that I have an appropriate level of expertise to confirm that it is of an acceptable scientific standard.

Respond to this report

Responses (0)

Back to all reports

Reviewer Report

8 Views

16 Aug 2024 | for Version 2

Razlina Razali, Academy of Language Studies, Universiti Teknologi MARA Perlis Branch, Arau, Perlis, Malaysia

8 Views Cite this report Responses(0)

Approved

Thank you, authors for revising the manuscript. I have no further comments.

Competing Interests

No competing interests were disclosed.

Reviewer Expertise

talent management, bibliometric analysis

I confirm that I have read this submission and believe that I have an appropriate level of expertise to confirm that it is of an acceptable scientific standard.

Respond to this report

Responses (0)

Back to all reports

Reviewer Report

19 Views

06 Aug 2024 | for Version 1

Razlina Razali, Academy of Language Studies, Universiti Teknologi MARA Perlis Branch, Arau, Perlis, Malaysia

19 Views Cite this report Responses(1)

Approved With Reservations

Is the topic of the opinion article discussed accurately in the context of the current literature?

Yes
Are all factual statements correct and adequately supported by citations?

Partly
Are arguments sufficiently supported by evidence from the published literature?

Partly
Are the conclusions drawn balanced and justified on the basis of the presented arguments?

Yes

Competing Interests

No competing interests were disclosed.

Reviewer Expertise

talent management, bibliometric analysis

Respond to this report

Responses (1)

Author Response

13 Aug 2024

Bijayalaxmi Rautaray, Department of Library and Information Science, Kalinga Institute of Industrial Technology, Bhubaneswar, India

Esteemed Reviewer,
Thank you so much for the valuable remarks! We have tried our best to comply with the comments/suggestions:

Reviewer 2 : Razlina Razali, Universiti Teknologi MARA Perlis Branch, Arau, Malaysia

Approved With Reservations

Sl No
Reviewers comments/suggestions
Compliance

1
Explaining the importance of TM for library and information science (LIS) professionals in the introduction by citing related literature

We appreciate the remarks of the esteemed reviewer. A glimpse of the importance of TM for library and information science is provided.

2
Expand the methods section by explaining how many papers were selected for the review and the selection criteria used such as the year, keywords, the types of articles etc.

Scholarly documents were searched differently using keywords like, “talent AND management”, “talent AND library professionals”. Though there were more than 1000 of articles traced from all branches of knowledge, we focused only on journal articles ranging from 2010 which were partially related to the field of library and information science. In total we reviewed 61 articles that included a few studies published before 2010.

3
What are the recent studies on LIS professionals and what are their major findings? Why is there a need for a review study to be conducted on this topic?

The findings of the recent studies on talent management of LIS professionals have been precisely discussed in the literature review. Owing to the growing importance of managing talents, pertinent related literatures have been reviewed

4
In the discussion section, authors need to reiterate the importance of TM for LIS professionals by relating it to the current trends in the field of study and practices. Please include current literature to discuss.

The esteemed reviewer’s remark is appreciated. However, we have put spotlight on a selected few recent studies like, Ehrnrooth et al., 2018, Latukha & Veselova, 2019: Gallardo-Gallardo, 2019: Sukla, 2023. Hence, we have thoughtfully made the discussion part quite precise to make the text impactful.

5
Please cite this statement correctly: al. (2011) Lengnick-Hall et emphasized that talented employees must have the “ability to rebound from unexpected, stressful, and adverse situations to bounce back in style with determination and robustness.

Done

Best regards

View more View less

Competing Interests

No competing interests were disclosed.

Back to all reports

Reviewer Report

20 Views

16 Jul 2024 | for Version 1

Derek Law, University of Strathclyde, Glasgow, Scotland, UK

20 Views Cite this report Responses(1)

Approved With Reservations

Is the topic of the opinion article discussed accurately in the context of the current literature?

Yes
Are all factual statements correct and adequately supported by citations?

Yes
Are arguments sufficiently supported by evidence from the published literature?

Partly
Are the conclusions drawn balanced and justified on the basis of the presented arguments?

Partly

Competing Interests

No competing interests were disclosed.

Reviewer Expertise

Library and Information Science; Digital Humanities

Respond to this report

Responses (1)

Author Response

13 Aug 2024

Bijayalaxmi Rautaray, Department of Library and Information Science, Kalinga Institute of Industrial Technology, Bhubaneswar, India

Esteemed Reviewer,

Thank you so much for a meticulous review of our manuscript. Your insightful remark has augmented the value of this paper.

Reviewer 1: Derek Law, University of Strathclyde, Glasgow, Scotland, UK
Approved With Reservations

Sl No

Reviewer's comments/suggestions

Compliance

1
Although the literature review is well done and well discussed, the language used in the paper is very overblown, very otiose and can be very repetitive, e.g. "extant" and "promotional development" and other words or phrases are used very many times. Some phrases seem to be used wrongly, e.g. "rooms should be created" or "moral boost". In this case "mentoring" is a much better word.
We sincerely appreciate the esteemed reviewer’s remarks. Thanks and regards

We have made changes as advised.

2
There is a need for significant language editing of the text.
Thanks a lot.

The manuscript has been checked by a language professor

3
There is no explanation of how or why libraries should be competitive – a curious concept.

Added at the end of 1^st Para of discussion

4
Almost nothing is said about professional engagement as a form of professional development. It would be useful to have a sentence or two on this.

Mentioned in the facet, “establishing a new talent pool”

5
It would be interesting to explain how the concept of mentoring has developed into the new phrase of talent management.

Done

Hope, we have tried our best

Best regards

View more View less

Competing Interests

No competing interests were disclosed.

Alongside their report, reviewers assign a status to the article:

Approved - the paper is scientifically sound in its current form and only minor, if any, improvements are suggested

Approved with reservations - A number of small changes, sometimes more significant revisions are required to address specific details and improve the papers academic merit.

Not approved - fundamental flaws in the paper seriously undermine the findings and conclusions

[1] Aljbour A, French E, Ali M: An evidence-based multilevel framework of talent management: a systematic review. Int. J. Product. Perform. Manag. 2022; 71(8): 3348–3376. Publisher Full Text

[2] Annis S: A recruitment and retention study of staff working in national health service librariesin the North-west of England. Health Inf. Libr. J. 2003; 20(4): 232–234. PubMed Abstract | Publisher Full Text

[3] Bouteraa A, Bouaziz F: Do talent management practices improve organizational resilience? An empirical study within Tunisian companies. Afr. J. Econ. Manag. Stud. 2023; 14(2): 271–288. Publisher Full Text

[4] Breaugh JA: Modeling the managerial promotion process. J. Manag. Psychol. 2011; 26(4): 264–277. Publisher Full Text

[5] Brewer J: Assisting employees.Simons-Welburn J, McNeil B, editors. Human Resource Management in Today’s Academic Library: Meeting Challenges and Creating Opportunities. London: Libraries Unlimited; 2004; pp. 47–55.

[6] Briscoe JP, Hall DT, DeMuth RLF: Protean and boundaryless careers: an empirical exploration. J. Vocat. Behav. 2006; 69(1): 30–47. Publisher Full Text

[7] Byham WC, Smith AB, Paese MJ: Grow Your Own Leaders: How to Identify, Develop and Retain Leadership Talent, Financial Times. London: Prentice Hall; 2002.

[8] Cappelli P, Keller J: Talent management: conceptual approaches and practical challenges. Annu. Rev. Organ. Psych. Organ. Behav. 2014; 1: 305–331. Publisher Full Text

[9] Chapman C: Retention begins before day one: orientation and socialization in libraries. New Libr. World. 2009; 110(3/4): 122–135. Publisher Full Text

[10] Charbonneau DH, Freeman JL: Succession planning for libraries. J. Libr. Adm. 2016; 56(7): 884–892. Publisher Full Text

[11] Chatterjee S, Chaudhuri R, Vrontis D, et al.: Global talent management by multinational enterprises post-COVID-19: The role of enterprise social networking and senior leadership. Thunderbird Int. Bus. Rev. 2023; 65(1): 77–88. Publisher Full Text

[12] Cheese P: Managing risk and building resilient organisations in a riskier world. J. Organ. Eff. 2016; 3: 323–331. Publisher Full Text

[13] Claussen J, Grohsjean T, Luger J, et al.: Talent management and career development: What it takes to get promoted. J. World Bus. 2014; 49(2): 236–244. Publisher Full Text

[14] Collings DG: Toward mature talent management: beyond shareholder value. Hum. Resour. Dev. Q. 2014; 25(3): 301–319. Publisher Full Text

[15] Collings DG, Mellahi K: Strategic talent management: A review and research agenda. Hum. Resour. Manag. Rev.2009;19(4): 304–313.Publisher Full Text

[16] Dalton P, Mynott, Shoolbred M: Barriers to career development within the LIS profession. Libr. Rev. 2000; 49(6): 271–277. Publisher Full Text

[17] Deery M, Jago L: Revisiting talent management, work-life balance, and retention strategies. Int. J. Contemp. Hosp. Manag. 2015; 27(3): 453–472. Publisher Full Text

[18] DeVaro J: Strategic promotion tournaments and worker performance. Strateg. Manag. J. 2006; 27(8): 721–740. Publisher Full Text

[19] Duit A: Resilience thinking: Lessons for Public Administration. Public Adm. 2016; 94: 364–380. Publisher Full Text

[20] Dyer JG, McGuiness TM: Resilience: analysis of the concept. Arch. Psychiatr. Nurs. 1996; 10(5): 276–282. Publisher Full Text

[21] Ehrnrooth M, Björkman I, Mäkelä K, et al.: Talent responses to talent status awareness—not a question of simple reciprocation. Hum. Resour. Manag. J. 2018; 28(3): 443–461. Publisher Full Text

[22] Gallardo-Gallardo E: Some Critical Reflections on the Relevance of Talent Management Research.Swailes S, editor. Managing Talent: A Critical Appreciation (Talent Management). Bingley: Emerald Publishing Limited; 2019; pp. 33–50. Publisher Full Text

[23] Gallardo-Gallardo E, Dries N, González-Cruz T: What is the meaning of “talent” in the world of work?. Hum. Resour. Manag. Rev. 2013; 23(4): 290–300. Publisher Full Text

[24] Garmezy N: Resiliency and vulnerability to adverse developmental outcomes associated with poverty. Am. Behav. Sci. 1991; 34(4): 416–430. Publisher Full Text

[25] Garrow V, Hirsh W: Talent Management: Issues of Focus and Fit. Public Personnel Management. 2008; 37(4): 389–402. Publisher Full Text

[26] Holck L, Stjerne IS: How Inclusive Can Exclusive Talent Management Be?Swailes S, editor. Managing Talent: A Critical Appreciation (Talent Management). Bingley: Emerald Publishing Limited; 2019; pp. 107–123. Publisher Full Text

[27] Iles P, Chuai X, Preece D: Talent management and HRM in multinational companies in Beijing: definitions, differences and drivers. J. World Bus. 2010; 45(2): 179–189. Publisher Full Text

[28] Jyoti J, Rani R: Exploring talent management practices: antecedents and consequences. Int. J. Manag. Concepts Philos. 2014; 8(4): 220–248. Publisher Full Text

[29] Kapardi KS, Supriyanka AD, Balaji C: Strategies for retaining good talent in COVID-19 pandemic situation - A literature review. AIP Conference ProceedingsVolume 27079 May 2023 Article number 0400031st International Conference on Essence of Mathematics in Engineering Applications, ICEMEA 202129 December 2021through 30 December 2021. 2023. Publisher Full Text

[30] Kongrode J, Aujirapongpan S, Ru-Zhue J: Exploring the impact of dynamic talent management capability on competitive performance: The mediating roles of dynamic marketing capability of startups. Journal of Competitiveness. 2023; 15: No.1. Publisher Full Text

[31] Kuron LKJ, Schweitzer L, Lyons S, et al.: Career profiles in the “new career”: evidence of their prevalence and correlates. Career Dev. Int. 2016; 21(4): 355–377. Publisher Full Text

[32] Latukha M, Veselova A: Talent management, absorptive capacity, and firm performance: does it work in China and Russia? Hum. Resour. Manag. 2019; 58(5): 503–519. Publisher Full Text

[33] Lengnick-Hall CA, Beck TE, Lengnick-Hall ML: Developing a capacity for organizational resilience through strategic human resource management. Hum. Resour. Manag. Rev. 2011; 21(3): 243–255. Publisher Full Text

[34] Lewis RE, Heckman RJ: Talent management: A critical review. Hum. Resour. Manag. Rev. 2006; 16(2): 139–154. Publisher Full Text

[35] Li J, Hedayati-Mehdiabadi A, Choi J, et al.: Talent management process in Asia: a multiple case study. Eur. J. Train. Dev. 2018; 42(7/8): 499–516. Publisher Full Text

[36] Luthans F, Vogelgesang GR, Lester PB: Developing the psychological capital of resiliency. Hum. Resour. Dev. Rev. 2006; 5(1): 25–44. Publisher Full Text

[37] Luthar SS, Cicchetti D: The construct of resilience: implications for interventions and social policies. Dev. Psychopathol. 2000; 12(4): 857–885. PubMed Abstract | Publisher Full Text | Free Full Text

[38] Lyons ST, Schweitzer L, Ng ESW: Resilience in the modern career. Career Dev. Int. 2015; 20(4): 363–383. Publisher Full Text

[39] Malik AR, Singh P: Outcomes of talent management: the role of perceived equity. Empl. Relat. 2022; 44(2): 277–293. Publisher Full Text

[40] Martin J, Schmidt C: How to keep your top talent. Harv. Bus. Rev. 2010; 88(5): 54–61.

[41] Meyers MC, van Woerkom M , Paauwe J, et al.: HR managers' talent philosophies: prevalence and relationships with perceived talent management practices. Int. J. Hum. Resour. Manag. 2020; 31(4): 562–588. Publisher Full Text

[42] Nawe J: Human resources for library and information services: problems and prospects. Libr. Manag. 1992; 13(1): 8–14. Publisher Full Text

[43] Nankivell C, Shoolbred M: Mentoring: a valuable tool for career development. Libr. Career Dev. 1997; 5(3): 98–104. Publisher Full Text

[44] Pepe ME: The strategic importance of talent management at the Yale New Haven Health System. Organ. Dev. J. 2007; Vol. 25(2): pp. 207–211. Summer.

[45] Ramirez-Lozano J, Peñaflor-Guerra R, Sanagustín-Fons V: Leadership, Communication, and Job Satisfaction for Employee Engagement and Sustainability of Family Businesses in Latin America. Adm. Sci. 2023; 13(6): 137. Publisher Full Text

[46] Raschke GK: Hiring and recruitment practices in academic libraries: problems and solutions. Portal Libr. Acad. 2003; 3(1): 53–67. Publisher Full Text

[47] Richardson GE: The metatheory of resilience and resiliency. J. Clin. Psychol. 2002; 58(3): 307–321. PubMed Abstract | Publisher Full Text

[48] Samanta S, Routray B, Swain DK: Impact of leadership and Innovation on Libraries of the future. KIIT Journal of Library and Information Management. 2023; 10(1): 1–19. Publisher Full Text

[49] Scullion H, Collings D: Global Talent Management. London: Routledge; 2011.

[50] Seopa N, Wöcke A, Leeds C: The impact on the psychological contract of differentiating employees into talent pools. Career Dev. Int. 2015; 20(7): 717–732. Publisher Full Text

[51] Sharma R, Bhatnagar J: Talent management – competency development: a key to global leadership. Ind. Commer. Train. 2009; 41(3): 118–132. Publisher Full Text

[52] Sukla SK: Artificial intelligence and beyond library search strategies:institutions and comprehensions during recent past. KIIT Journal of Library and Information Management. 2023; 10(2): 72–76. Publisher Full Text

[53] Tarique I, Schuler RS: Global talent management: Literature review, integrative framework, and suggestions for further research. J. World Bus. 2010; 45(2): 122–133. Publisher Full Text

[54] Vatousios A, Happonen A: Transforming HR and Improving Talent Profiling with Qualitative Analysis Digitalization on Candidates for Career and Team Development EffortsArai K, editor. Intelligent Computing. Lecture Notes in Networks and Systems. Cham: Springer; 2022; vol 283. . Publisher Full Text

[55] Vogus TJ, Sutcliffe KM: Organizational resilience: towards a theory and research agenda. 2007 IEEE International Conference on Systems, Man and Cybernetics. 2007; pp. 3418–3422.

[56] Waldman M: Classic promotion tournaments versus market-based tournaments. Int. J. Ind. Organ. 2013; 31(3): 198–210. Publisher Full Text

[57] Warraich NF, Ameen K, Malik A: Recruitment and retention of information professionals: library leaders’ perspectives in Pakistan. Glob. Knowl. Mem. Commun. 2019; 68(6/7): 568–580. Publisher Full Text

[58] Williams TA, Gruber DA, Sutcliffe KM, et al.: Organizational response to adversity: fusing crisis management and resilience research streams. Acad. Manag. Ann. 2017; 11: 733–769. Publisher Full Text

[59] Yang Q: Human Resources Development and Management System Based on “Five New” StrategyJansen JB, Liang H, Ye J, editors. International Conference on Cognitive based Information Processing and Applications (CIPA 2021). Lecture Notes on Data Engineering and Communications Technologies. Singapore: Springer; 2022; vol 85. Publisher Full Text

[60] Yarnall J: Maximising the effectiveness of talent pools: a review of case study literature. Leadersh. Org. Dev. J. 2011; 32(5): 510–526. Publisher Full Text

[61] Yildiz RO, Esmer S: Talent management strategies and functions: a systematic review. Ind. Commer. Train. 2023; 55(1): 93–111. Publisher Full Text

Talent management of library and information science professionals: A review of research and future directions

Abstract

Background

Methodology

Results

Conclusion

Keywords

Revised Amendments from Version 1

Introduction

Aims and objectives

Methods

Literature review

Outcome of talent management

Figure 1. Outcome of talent management.

Talent management strategies

Figure 2. Talent management strategies.

Evaluate candidates for organisational fit

Focus on talent

Establishing new talent pool

Organisational resilience

Employment strategy

Retention policy

Practical implications

Discussion

Scope for future studies

Conclusion

Ethics and consent

References

Comments on this article Comments (0)

Open Peer Review

Comments on this article Comments (0)

Open Peer Review

Reviewer Status

Reviewer Reports

Comments on this article

Browse by related subjects

Competing Interests Policy

Stay Updated