Talent management in the NHS managerial workforce. / Powell, Martin; Durose, Joan; Duberley, Jo; Exworthy, Mark; Fewtrell, Chris; Macfarlane, Fraser; Moss, Phil.

NIHR-SDO programme, 2011. 216 p.

Research output: Book/ReportCommissioned report

Published

Standard

Talent management in the NHS managerial workforce. / Powell, Martin; Durose, Joan; Duberley, Jo; Exworthy, Mark; Fewtrell, Chris; Macfarlane, Fraser; Moss, Phil.

NIHR-SDO programme, 2011. 216 p.

Research output: Book/ReportCommissioned report

Harvard

Powell, M, Durose, J, Duberley, J, Exworthy, M, Fewtrell, C, Macfarlane, F & Moss, P 2011, Talent management in the NHS managerial workforce. NIHR-SDO programme. <http://www.netscc.ac.uk/hsdr/projdetails.php?ref=08-1808-247#>

APA

Powell, M., Durose, J., Duberley, J., Exworthy, M., Fewtrell, C., Macfarlane, F., & Moss, P. (2011). Talent management in the NHS managerial workforce. NIHR-SDO programme. http://www.netscc.ac.uk/hsdr/projdetails.php?ref=08-1808-247#

Vancouver

Powell M, Durose J, Duberley J, Exworthy M, Fewtrell C, Macfarlane F et al. Talent management in the NHS managerial workforce. NIHR-SDO programme, 2011. 216 p.

Author

Powell, Martin ; Durose, Joan ; Duberley, Jo ; Exworthy, Mark ; Fewtrell, Chris ; Macfarlane, Fraser ; Moss, Phil. / Talent management in the NHS managerial workforce. NIHR-SDO programme, 2011. 216 p.

BibTeX

@book{0a7a1d0fdb514ed685c214a0659cce75,
title = "Talent management in the NHS managerial workforce",
abstract = "The main aims of the study were:1. To explore and document the management of talent (mt)/ Talent Management (TM) approaches that assisted the career trajectories of four cohorts of managers/administrators from 1970s to 2000s2. To examine the facilitators and barriers to talented individuals achieving their potential3. To evaluate the impact of different Talent Management (TM) and earlier {\textquoteleft}managing talent{\textquoteright} (mt) schemes on individualsThe evidence base for TM remains rather unclear, especially for the contexts of the UK and public service. Moreover, the future of TM is unclear in the current financial and organisational climate. Nevertheless, it does appear that a clear and systematic approach to TM can yield individual and organisational advantages.",
author = "Martin Powell and Joan Durose and Jo Duberley and Mark Exworthy and Chris Fewtrell and Fraser Macfarlane and Phil Moss",
year = "2011",
language = "English",
publisher = "NIHR-SDO programme",

}

RIS

TY - BOOK

T1 - Talent management in the NHS managerial workforce

AU - Powell, Martin

AU - Durose, Joan

AU - Duberley, Jo

AU - Exworthy, Mark

AU - Fewtrell, Chris

AU - Macfarlane, Fraser

AU - Moss, Phil

PY - 2011

Y1 - 2011

N2 - The main aims of the study were:1. To explore and document the management of talent (mt)/ Talent Management (TM) approaches that assisted the career trajectories of four cohorts of managers/administrators from 1970s to 2000s2. To examine the facilitators and barriers to talented individuals achieving their potential3. To evaluate the impact of different Talent Management (TM) and earlier ‘managing talent’ (mt) schemes on individualsThe evidence base for TM remains rather unclear, especially for the contexts of the UK and public service. Moreover, the future of TM is unclear in the current financial and organisational climate. Nevertheless, it does appear that a clear and systematic approach to TM can yield individual and organisational advantages.

AB - The main aims of the study were:1. To explore and document the management of talent (mt)/ Talent Management (TM) approaches that assisted the career trajectories of four cohorts of managers/administrators from 1970s to 2000s2. To examine the facilitators and barriers to talented individuals achieving their potential3. To evaluate the impact of different Talent Management (TM) and earlier ‘managing talent’ (mt) schemes on individualsThe evidence base for TM remains rather unclear, especially for the contexts of the UK and public service. Moreover, the future of TM is unclear in the current financial and organisational climate. Nevertheless, it does appear that a clear and systematic approach to TM can yield individual and organisational advantages.

M3 - Commissioned report

BT - Talent management in the NHS managerial workforce

PB - NIHR-SDO programme

ER -