MAINSTREAMING TALENT INCLUSIVITY IN ORGANISATIONS; A DEONTOLOGICAL IMPERATIVE

Forfattere

  • Casely Ato Coleman Senior Fellow, IMANI Center for Policy Education, Ghana

DOI:

https://doi.org/10.46827/ejhrms.v10i1.2176

Nøgleord:

deontology, talent management, inclusivity, leadership, global north, global south

Resumé

Diversity is being invited to the dance, and inclusivity is showing off your dancing skills without fear or favour. The strategic imperative to mainstream inclusivity in talent management in human resources management is strongly linked to the deontological moral theory of human rights and goodwill. Inclusivity in talent management in a global development organisation is not only an ethical imperative but also a strategic advantage, with the potential to facilitate competitiveness in the labour market, innovation, employee engagement, and overall organisational performance. Using a mix of quantitative and qualitative data, this study analysed data from a global organisation of factors that enable or restrict talent inclusivity in its human resources management practices. Our conclusion is that eight key factors are important to enable talent inclusivity in an organisation. Namely, senior leadership commitment based on a deontological imperative, internships and graduate recruitment, onboarding as a tool for socialisation of the right organisational culture, extending talent pools, performance management, building technical capacity through learning and development, compensation and employee engagement touch points. This study contributes to HR knowledge and practice by introducing a novel research area that looks at the ethical basis for talent and links ethical philosophy with inclusive talent management practices in global development organisations. It provides an emerging area of research and practice for HR-Practitioner scholars to study further.

Forfatterbiografi

  • Casely Ato Coleman, Senior Fellow, IMANI Center for Policy Education, Ghana
    Casely Ato Coleman is a Senior Fellow of the leading African think tank, IMANI Centre for Policy Education. Casely has over 30 years of experience in International Development, Human Resources and Organisational Leadership. He has worked in senior leadership roles for global organisations such as World Vision International, Plan International, European Climate Foundation, Meliore Foundation, and with the UNFPA. He has almost 18 years of experience teaching as a Visiting Professor of HR Strategy & Organisational Behavior at the Institut Supérieur de Management (ISM), Senegal and was also a part-time lecturer in HR and organisational behavior at the University of Ghana Business School. Casely brings a practitioner scholarship lens to his work. His key areas of consulting and research include HR strategy execution, knowledge management, organisational culture, compensation, politics of industrial relations, organisational redesign, restructuring and change management and leadership in complex humanitarian contexts. He has degrees from the University of Ghana, the University of Bergen, Norway and the London School of Economics And Political Science, UK.

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Publiceret

2026-03-29

Nummer

Årg. 10 Nr. 1 (2026)

Sektion

Articles