Emerald turns talent management on its head: The push-pull way to fast-track staff

Abstract

Purpose

The purpose of this paper is to explore how a medium-size business has established a “push-pull” method of management and organizational development, based around an action-learning approach.

Design/methodology/approach

The paper sets out a method that other small to medium-sized enterprises “MEs” might emulate in their management and organizational-development initiatives.

Findings

The paper reveals that fast-track development through push-pull ensures that staff are able to take on greater responsibility as the firm grows — “pulling” them into expanded roles. This turns the talent-management process on its head by enabling and expecting employees to drive their own fast-track development. Alignment with business strategies is sought, but there is also a realization that strategies can be created and changed.

Practical implications

The paper argues that action-learning programs in SMEs can reinforce the “right” behavior that is required for a firm to grow, and provide the foundations for the people and organization to succeed.

Originality/value

The paper introduces the concept of the “push-pull” method of management and organizational development, treating the two as linked and mutually supportive.

Citation

(2009), "Emerald turns talent management on its head: The push-pull way to fast-track staff", Human Resource Management International Digest, Vol. 17 No. 2, pp. 14-16. https://doi.org/10.1108/09670730910940221