YETKİNLİK Mİ YETENEK Mİ?

Year 2024, , 1 - 19, 26.08.2024

Ebru Tümen

https://doi.org/10.51947/yonbil.1459476

Abstract

Yetenek yönetiminin artan popülerliği ve stratejik yetenek yönetimine evrilmesi sürecinde yetenek yönetimi kavramının belirsizliğini koruduğuna inanılıyor. Yetenek yönetiminin tanımı, kapsamı ve genel hedeflerine ilişkin rahatsız edici bir netlik eksikliği bulunmakla birlikte yetenek kavramı da muğlaklığını korumaktadır. Çalışanın yeteneğini değerlendirmeden önce yetenek kavramının karşılığı bilinmezken ve hali hazırda süreçlerde yetkinliklerin insan kaynağını yönetiminde kullanılması iki kavram arasındaki çizginin net çizilmesi gerektiğine yönelik yazılmış bir makaledir.
Bir insanın en ağır yükü gerçekleştiremediği potansiyelidir. C.Schultz

Keywords

Yetenek Yönetimi, Yetenek, Yetkinlik, İnsan Kaynakları Yönetimi

COMPETENCE OR TALENT?

Abstract

With the growing popularity of talent management and its evolution into strategic talent management, the concept of talent management is believed to remain ambiguous. While there is a disturbing lack of clarity regarding the definition, scope and overall objectives of talent management, the concept of talent remains ambiguous. While the concept of talent is unknown before assessing the employee's ability and the use of competencies in human resource management in the current processes, this article is written to draw a clear line between the two concepts.
The heaviest burden of a person is the potential that he cannot realise. C.Schultz

Keywords

Talent Management, Talent, Competence, Human Resource Management

References

• Ashton, C. and Morton, L. (2005), "Managing talent for competitive advantage: Taking a systemic approach to talent management", Strategic HR Review, Vol. 4 No. 5, pp. 28-31.
• Berger, A. (2011). Self-regulation: Brain, cognition, and development, American Psychological Association.
• Boudreau, John W., Ramstad, Peter M. (2005), Talentship, talent segmentation, and sustainability: A new HR decision science paradigm for a new strategy definition, Human Resource Management 44(2):129 - 136
• Boyatzis, R.E. (1982) The Competent Manager: A Model for Effective Performance. John Wiley & Sons, New York. p.244
• Boyatzis, R.E. (1992) The Competent Manager, John Wiley & Sons, Ltd, Chichester. Brown, R.B. (1993) Meta-competence: a recipe for reframing the competence debate. Personnel Review, 22, 25–36.
• Buckingham, M., Vosburgh, R. M. (2001). The 21st century human resources function: It's the talent, stupid! Human Resource Planning, 24(4), 17–23
• Cheese, Peter, (2008) Driving high performance in the talent‐powered organization, Strategic HR Review, Vol. 7 No. 4, pp. 25-31
• Diener, E., Biswas-Diener, R. (2008). The Science of Optimal Happiness. Boston: Blackwell Publishing. Dries, N., Pepermans, R., Carlier, O. (2008). Career success: Constructing a multidimensional model. Journal of Vocational Behavior, 73(2), 254–267
• Ericsson, K. A., Prietula, M. J., Cokely, E. T. (2007). The Making of an Expert. Harvard Business Review, July-August, 115-121.
• Farndale, Elaine, Scullion, Hugh, Sparrow, Paul, 2010. "The role of the corporate HR function in global talent management," Journal of World Business, Elsevier, vol. 45(2), pages 161-168, April.
• Gagne', F. (2000), "Understanding the complete choreography of talent development through DMGT-based analysis", in Heller, K.A., Monks, F.J., Subotnik, R.F. and Sternberg, R.J. (Eds), International Handbook of Giftedness and Talent, Elsevier Science, Oxford
• Gallardo-Gallardo, Eva, Dries, Nicky, González-Cruz, Tomás F., What is the meaning of ‘talent’ in the world of work?, Human Resource Management Review 23 (2013) 290–300
• Gardner, H. (2011). Multiple intelligences: Reflections after thirty years. National Association of Gifted Children Parent and Community Network Newsletter
• Heller, K.A., Monks, F.J., Subotnik, R.F. and Sternberg, R.J. (2000), International Handbook of Giftedness and Talent, Elsevier, Oxford
• Huselid, M.A., Beatty, R.W. and Becker, B.E. (2005) “ ‘A Players’ or ‘A Positions’? The Strategic Logic of Workforce Management”, Harvard Business Review, December, 110- 117
• Klemp, G.O. Jr., and McClelland, D.C. (1986) What characterizes intelligent functioning among senior managers?, in Practical Intelligence (eds R.J. Sternberg and R.K. Wagner), Cambridge University Press, Cambridge
• Lucia, A. D., Lepsinger, R. (1999). The art and science of competency models. San Francisco, CA: Jossey-Bass Pfeiffer.
• Lunn, T. (1992). The talent factor: Key strategies for recruiting, rewarding and retaining top performers. London: Kogan Page.
• McClelland, D. C. (1973). Testing for competence rather than for "intelligence." American Psychologist, 28(1), 1–14.
• Michaels, E., Handfield-Jones, H. and Axelrod, B. (2001). The war for talent. Boston, MA: Harvard Business School.
• O'Reilly Charles A. III, Pfeffer, (2000) Jeffrey, Unlocking the hidden value in organizations, Employment Relations, 27 (2): 63-80
• Peters, T. (2006). Leaders as talent fanatics. Leadership Excellence, 23(11), 12–13.
• Peterson, C., Seligman, M. E .P. (2004). Character strengths and virtues: A handbook and classification. Washington, DC: American Psychological Association.
• Pfeffer, J., & Sutton, R. I. (2006). Hard Facts, Dangerous Half-Truths, and Total Nonsense: Profiting from Evidence-Based Management. Boston, MA: Harvard Business School Press.
• Prahalad, C.K. and Hamel, G. (1990) The Core Competence of the Corporation. Harvard Business Review, s.279
• Renzulli, J. S. (2005). The Three-Ring Conception of Giftedness: A Developmental Model for Promoting Creative Productivity. In R. J. Sternberg & J. E. Davidson (Eds.), Conceptions of giftedness (2nd ed., pp. 246–279). Cambridge University Press.
• Seligman, M. E. P., Csikszentmihalyi, M. (2000). Positive Psychology: An Introduction. American Psychologist, 55, 5-14.
• Sharf R. (2006) Applying Career Development Theory to Counselling. University of Delaware, Thomson, Brooks/Cole,.(Chapter 3).
• Spencer, L.M. and Spencer, S.M. (1993) Competence at Work: Models for Superior Performance. John Wiley & Sons, New York.
• Silzer, R., Dowell, B.E., 2010. Strategic talent management matters. In: Silzer, R., Dowell, B.E. (Eds.), Strategy-Driven Talent Management: A Leadership Imperative. Jossey-Bass-Society for Industrial and Organizational Psychology, Francisco, CA, pp. 3-72.
• Silzer, R., Church, A. H. (2010). Identifying and assessing high-potential talent: Current organizational practices. In R. Silzer, & B. E. Dowell (Eds.), Strategy-driven talent management: A leadership imperative (pp. 213–279). San Francisco, CA: Jossey-Bass.
• Sloboda, J.A. (1985), The Musical Mind, Clarendon Press, Oxford
• Spencer, L.M. Jr., and Spencer, S.M. (1993) Competence at Work, John Wiley Sons, Ltd, Chichester Spearman, C., 1904. "General intelligence" objectively determined and measured", American Journal of Psychology, 15. 201-293. 1904.
• Stevenson, R.J. and Sabater, S. (2010) Understanding Effects of Global Change on River Ecosystems: Science to Support Policy in a Changing World. Hydrobiologia, 657, 3-18.
• Sternberg, R. J. (2003). Wisdom, Intelligence, and Creativity Synthesized. London: Cambridge University Press.
• Tansley, Carole (2011),"What do we mean by the term "talent" in talent management?", Industrial and Commercial Training, Vol. 43 Iss: 5 pp. 266 – 274
• Tansley, C., Turner, P., Carley, F., Harris, L., Sempik, A., Stewart, J., et al. (2007).Yetenek: Strateji, yönetim, ölçüm. Londra: Chartered Institute of Personel ve Geliştirme (CIPD).
• Thorne, K. and Pellant, A. (2006), The Essential Guide to Managing Talent: How Top Companies Recruit, Train and Retain the Best Employees, Kogan Page, London.
• Ulrich, D., Smallwood, N. (2012). What is talent? Leader to Leader, 63, 55–61.
• Woodruffe, C. (1992) What is meant by a competency?, Designing and Achieving Competency (eds R. Boam and P. Sparrow), McGraw-Hill, Maidenhead, Berk