International Journal of Social Science & Economic Research
Submit Paper

Title:
ADAPTATION TALENT MANAGEMENT TO ENHANCE ORGANISATION'S BUSINESS STRATEGY, ERBIL INTERNATIONAL AIRPORT AS A CASE

Authors:
Hewa Ghafor Hassan

|| ||

Hewa Ghafor Hassan
Lecturer, Soran University/ Faculty of Education

MLA 8
Hassan, Hewa Ghafor. "ADAPTATION TALENT MANAGEMENT TO ENHANCE ORGANISATIONíS BUSINESS STRATEGY, ERBIL INTERNATIONAL AIRPORT AS A CASE." Int. j. of Social Science and Economic Research, vol. 3, no. 3, Mar. 2018, pp. 918-927, ijsser.org/more2018.php?id=64. Accessed 2018.
APA
Hassan, H. (2018, March). ADAPTATION TALENT MANAGEMENT TO ENHANCE ORGANISATIONíS BUSINESS STRATEGY, ERBIL INTERNATIONAL AIRPORT AS A CASE. Int. j. of Social Science and Economic Research, 3(3), 918-927. Retrieved from ijsser.org/more2018.php?id=64
Chicago
Hassan, Hewa Ghafor. "ADAPTATION TALENT MANAGEMENT TO ENHANCE ORGANISATIONíS BUSINESS STRATEGY, ERBIL INTERNATIONAL AIRPORT AS A CASE." Int. j. of Social Science and Economic Research 3, no. 3 (March 2018), 918-927. Accessed , 2018. ijsser.org/more2018.php?id=64.

References
[1]. Bersin & Associates (2012) New research finds UK talent acquisition spending rose six per cent in 2011, Bersin& Associates, London. Available: http://www.bersin.com/News/Content.aspx?id=15071
[2]. Bernard, C. (2012) Focusing on key roles first with replacement planning, KPMG, Unknown. Available: http://www.kpmgfamilybusiness.com/focusing-on-key-roles-first-with-replacementplanning/
[3]. Carvin, B. and Main, K. (2012) Think exit interviews are pointless? You're Missing out, TM Talent Management, Unknown. Available: http://talentmgt.com/articles/view/think-exitinterviews-are-pointless-you- re-missing-out/print:1
[4]. Chartered Institute of Personnel and Development (2006) Talent management: understanding the dimensions. CIPD, London.
[5]. Chartered Institute of Personnel and Development (2010) The talent perspective: what does it feel like to be talent-managed? CIPD, London. Available: http://www.cipd.co.uk/NR/rdonlyres/95D2D604 -36C6-450A- 996A01F45F0B17C5/0/5262_Talent_Perspective.pdf
[6]. Chartered Institute of Personnel and Development (2012) Talent management: an overview, CIPD, London. Available: http://www.cipd.co.uk/hr-resources/factsheets/talent-managementoverview.aspx
[7]. Cheese, P. (2008) The talent powered organisation: strategies for globalisation, talent management and high performance, MPG Books ltd, Cornwall.
[8]. Deloitte (2009) Heading off a resume tsunami, Deloitte Consulting LLP, USA. Available: http://www.deloitte.com/assets/DcomUnitedStates/Local%20Assets/Documents/us_consulting_HeadingOffaResumeTsunami_081109.pdf
[9]. Ford, J., Harding, N. &Stoyanova, D. (2010b) Talent management and development: an overview of current theory and practice, Bradford University School of Management, Bradford. Available: www.yorksandhumber.nhs.uk/document.php?o=6525
[10]. Institute of Leadership and Management (2012) The leadership and management talent pipeline, Institute of Leadership and Management, London. Available: http://www.i-lm.com/downloads/Research_talentpipeline_july2012.pdf
[11]. Matthewman, J. and Matignon, F. (2005) Human capital reporting: an internal perspective.Chartered Institute of Personnel and Development, London.
[12]. McKinsey & Company (2001) The war on talent, McKinsey & Company Inc, USA. Available: http://autoassembly.mckinsey.com/html/downloads/articles/War_For_Talent.pdf
[13]. Newman, E (2012) What is the definition of CRM? Inside Talent Management Technology,
[14]. Unknown. Available: http://insidetmt.com/about/about-us.html
[15]. O'Berry, D (2012) Succession planning or replacement planning? What's the difference? Ask Team Doc, Unknown. Available: http://www.askteamdoc.com/succession-planning-orreplacement-planning-whats-the- difference/
[16]. Rothwell, W (2009) Effective succession planning: ensuring leadership continuity and building talent from within, AMACOM, USA.
[17]. Salih, T. (2013) Global Access and Reach, Invest in Group, Erbil. Availabel: http://investingroup.org/interview/79/
[18]. Scarborough, H and Elias, J (2002) Evaluating human capital, Chartered Institute of Personnel and Development, London.
[19]. Stewart, J (2006) Developing skills through talent management, Skills for Business, London. Available: http://www.leedsmet.ac.uk/fbl/SSDA_Catalyst_6_talent_management.pdf

Abstract:
Nowadays marketplaces have become universal and extremely competitive. And, therefore, it has become significant for existence of the firms they want to become adaptive and open to change around them. In theory, the talented people are an asset for any organization and behind success of the organizations. (Abbasietal, 2013). Employers apply a mixture of diverse approaches within their talent management strategies to raise employees counting efficient primary recruitment practices, induction programs, suitable on the job training, regular professional development, bias of professional bodies and achievement of career connected recommendation (Asset Skills Barometer, 2011). To discover the key features of a successful talent management strategy, a case study has been introduced in Erbil International Airport interviews with a question list with employers. The study begins with a literature review that examines the different trends associated with the development of talent management strategies and identifies the variety of strategies available this will be followed by conclusion, recommendation.