Dr. Marian Thunnissen is lector Dynamische Talentinterventies aan Fontys Hogeschool HRM en Psychologie in Eindhoven. Volgens haar bestaat er verwarring over de definitie van talent en dat komt de invoering van talentmanagement niet ten goede. ln haar lectorale rede geeft zij een overzicht van de wetenschappelijke discussies rond het begrip talent en bouwt tegelijkertijd op naar een definitie die beter aansluit op de (Nederlandse) praktijk. Voor Personeelbeleid schreef zij op basis van dat hoofdstuk een doorwrocht artikel
In dit artikel bespreken we de bevindingen van een verkennend onderzoek naar talentscans. Doel van het onderzoek was om meer inzicht te krijgen in het gebruik van talentscans in de praktijk en om een aantal veel gebruikte talentscans te onderzoeken op hun meetpretentie.
With regard to the increasing global competition for highly-skilled labour, the group of mobile international students is becoming more and more prominent in the considerations of national policy-makers. One concrete idea is to develop policies in order to bind international students and foreign knowledge workers and make them valuable contributors to the country, economically but also in terms of social and cultural aspects. The Dutch government has put this issue on the agenda and emphasized their interest in binding international talent to the Netherlands. Therefore, it is crucial to learn about the factors, which are decisive in staying and going and which are particularly appealing or unappealing about the Netherlands. In order to contribute to this process, a study was done among international students, alumni, and staff at The Hague University of Applied Sciences. This study's findings have been validated and enriched by the results of a broader survey which has been conducted among the talented international students participating in the Nuffic NL4Talents conference of 4 February 2013 in The Hague. This study suggests that two principal reasons are relevant in residence decisions: career perspective and personal factors, such as having a Dutch partner or circle of friends. Additionally, a number of further factors seems to influence whether internationals want to stay in the Netherlands. All these factors are classified in four groups: those related to the Netherlands in general, to the region/city of residence, personal aspects and aspects related to the university. With regard to the Netherlands, appealing factors appear to be the standard of living, the socio-political environment in the Netherlands and the supposedly welcoming Dutch culture. There are, however, people - in particular those who cannot fully enjoy all rights of the EU citizenship - who feel underprivileged in terms of administrative procedures and in their everyday life in the Netherlands. When it comes to the regional aspects in The Hague, appealing factors are apparently the clean and safe environment to live as well as the availability of several offers for leisure time, including an attractive cultural agenda. Here, the housing situation - more precisely the cost and quality of accommodation - appears as a rather unappealing aspect. In terms of personal considerations, the family-friendly environment in the Netherlands has been rated as particularly appealing. Also having a Dutch partner or Dutch friends may encourage international students to stay and work in the Netherlands. The findings suggest, however, that international students are more embedded in an international circle of friends than linked with the locals. Only few respondents felt being actively excluded from Dutch circles, but a majority agrees that it is difficult to establish bonds with the local population. At the same time, it has been raised that international students voluntarily live in their expat bubble. Lastly, the university experience can contribute to retaining international students. Here, appealing factors were the international study environment which makes the foreign student feel at home, as well as the level and focus of education at The Hague University of Applied Sciences. By contrast, critical views have been raised in relation to a suggested lack of career counselling and support in learning the Dutch language at university. Based on these findings, the report concludes with some recommendations which might serve as a springboard to develop strategies to bind international talent. As the discussion of findings shows, the insights of this study can be validated by insights of a related study that has recently been conducted by Agentschap NL and the advice of the Social and Economic Council of the Netherlands. Based on the findings, the report concludes with a number of recommendations outlining how national, regional, local authorities as well as universities can help to retain more international talent in the Netherlands.
Despite Dutch Hospitality industry’s significant economic value, employers struggle to attract and retain early career professionals at a time when tourism is forecasted to grow exponentially (Ruël, 2018). Universally, hospitality management graduates are shunning hospitality careers preferring other career paths; stimulating the Dutch Hospitality to find innovative ways of attracting and retaining early career professionals. Following calls from the Human Resource Management (HRM) community (Ehnert, 2009), we attribute this trend to personnel being depicted as rentable resources, driving profit’’ often at personal expense. For example, hotels primarily employ immigrants and students for a minimum wage suppressing salaries of local talent (Kusluvan, et al 2010, O’Relly and Pfeffer, 2010). Similarly, flattening organizational structures have eliminated management positions, placing responsibility on inexperienced shoulders, with vacancies commonly filled by pressured employees accepting unpaid overtime jeopardizing their work life balance (Davidson, et al 2010,). These HRM practices fuel attrition by exposing early career professionals to burnout (Baum et al, 2016, Goh et al, 2015, Deery and Jog, 2009). Collectively this has eroded the industry’s employer brand, now characterized by unsocial working hours, poor compensation, limited career opportunities, low professional standing, high turnover and substance abuse (Mooney et al, 2016, Gehrels and de Looij, 2011). In contrast, Sustainable HRM “enables an organizational goal achievement while simultaneously reproducing the human resource base over a long-lasting calendar time (Ehnert, 2009, p. 74).” Hence, to overcome this barrier we suggest embracing the ROC framework (Prins et al, 2014), which (R)espects internal stakeholders, embraces an (O)pen HRM approach while ensuring (C)ontinuity of economic and societal sustainability which could overcome this barrier. Accordingly, we will employ field research, narrative discourse, survey analysis and quarterly workshops with industry partners, employees, union representatives, hotel school students to develop sustainable HRM practices attracting and retaining career professionals to pursue Dutch hospitality careers.
Zelfmanagement als onderdeel van Eigen regie of ‘samenmanagement’ of ‘co-management’ wordt steeds belangrijker in het omgaan met gezondheid-, zorg- en welzijnsvraagstukken. Het anticiperen op talenten van burgers en vanuit dat startpunt ondersteunen van zelfmanagement vergt andere vaardigheden van professionals. Dat is een nog grotere uitdaging bij kwetsbare groepen. Voor preventie en zorgverleners is de opdracht om dit zelfmanagement effectief te ondersteunen niet altijd vanzelfsprekend; zij zijn gewend aan de ‘expertrol’ maar worden nu geacht samen met de zorgvrager te beslissen en om persoonsgerichte zorg te leveren. Bovendien moeten professionals kennis en ervaring opdoen met de huidige en toekomstige technologie in relatie tot zelfmanagement. Het Landelijk Lectorenplatform Zelfmanagement anticipeert hierop met samenwerken, vormgeven en uitvoeren van/bij missie-gedreven, praktijkgericht onderzoek, met als startpunt burgers zélf, hun omgeving en hun lokaal-regionale gemeenschapskracht. Hierbij bouwt het platform voort op bestaande burgerinitiatieven in de samenleving, de stevige infrastructuur vanuit de gemeentelijke, zorg- en kennisinstelling(en), het krachtige team van lectoren en onderzoekers in het reeds bestaande platform en de innovatieve producten en diensten die de afgelopen periode vanuit het platform zijn ontwikkeld. Het platform sluit aan bij het thema ‘Gezondheid: zorg en vitaliteit’ zoals benoemd in ‘Onderzoek met Impact – strategische onderzoeksagenda hbo 2016-2020’ en bij het Missie-gedreven Innovatiebeleid van het Kabinet Rutte III, specifiek bij het maatschappelijk thema ‘Gezondheid en Zorg’ en de hierin gearticuleerde missies. Bovendien wil het platform coalitiepartner zijn van de grote nationale coalitie onder leiding van de kwartier- en coalitiemaker Topsector Life Sciences & Health (Health Holland) en zo ook aansluiten bij de vanuit deze topsector ontwikkelde Kennis- en Innovatieagenda 2020 - 2023 'Maatschappelijk Thema Gezondheid en Zorg'. Tot slot waarborgt het platform de aansluiting bij de Nationale Wetenschapsagenda: route gezondheidszorg-onderzoek, preventie en behandeling; route Personalised medicine: uitgaan van het individu en route Op weg naar veerkrachtige samenlevingen.
