Managing the talent management pipeline

Abstract

Purpose This paper aims to explore managers' views on the challenges and opportunities around the talent management (TM) pipeline in a range of hospitality and tourism organisations. The paper seeks to focus on drawing out key issues and suggesting practical actions arising from these. Design/methodology/approach The paper draws primarily on a number of in‐depth interviews with senior managers representing a wide range of sectors in the industry. Managers’ views are summarised and quotes used to illustrate key themes. Findings Each stage of the TM pipeline is explored and the findings reveal a number of contextual, strategic and operational concerns around the implementation of TM policy and processes. Findings indicated clear commitment towards the value of TM, but revealed that some policy areas were felt to be underdeveloped. Approaches to TM were organisation specific, and driven by internal expertise and available resources. Organisations would fit and tailor their TM approach to their own context. Practical implications A number of practical implications emerge from this paper specifically relating to defining, attracting, retaining developing and transitioning talent. Originality/value The paper provides a senior management perspective on TM and allows the reader a unique insight into the complexities of managing talent in the hospitality and tourism sector, highlighting the issues that organisations are facing.