Profile Theory

Profile theory is an analytical approach of measuring the capability and compatibility of the elements of a system by use of profile (Plekhanova, 2000; Plekhanova,1999). A profile is a collection of factors or a set of factors that describe an object. Each of these factors is further composed of characteristics which define them more. Profile theory (Plekhanova 1999) introduces the notion of profile for representation of available knowledge resources (databases, documents, etc) and knowledge use/allocation for measure of compatibility of available resources with user need and also presents analytics to measure and analyse system capability and compatibility with the view for gap identification in order to bridge the gap between available resource situation and desired/required resource. Thus a knowledge profile is built from a set of factors, each factor consists of characteristics (Plekhanova 1999) which in turn are defined by time, property, and weight. The characteristics that define or makeup a factor may comprises both qualitative and quantitative information.

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Using several characteristics to describe a factor, and using more factors to describe an object makes the definition and identification of the very object more explicit (Plekhanova, 2000).

Profile theory has been used to the model complex systems where capability and compatibility is a critical factor (Plekhanova 1999), examples include in the measurement of leadership capabilities (Hamdan et al, 2012) in order to understand the approaches being used for software cost estimation methods in the Gulf region. Others include Software cost estimation model (Hamdan et al, 2009),Software engineering and Knowledge engineering (Plekhanova, 2000), Partner Evaluation and Selection in virtual Enterprises (Tsakopoulos et al, 2003), and in capability and compatibility measurement in software process improvement (Plekhanova, 1999) among others. We will further the application boundary of profile theory in this research by applying it in talent management to improve the process of talent positioning in a HEI through a TM framework that incorporates attributes/component for measuring capability and compatibility of TM resources.

In this research, it is intended to test the applicability of Profile theory to talent management in order to provide capability and compatibility measures for enhanced talent positioning in effective module/course allocation, research supervision, and talent intelligence for recruiting new academic staff by the HR unit of a Higher Education Institution

2.11 Summary

Most available talent management frameworks have approached talent management from HR managers’ perspective (Attri, 2009), as such, the approach fails to provide an easy to use toolset to supervisors and line managers who are the direct users of the talent. Moreover, the reviewed talent management frameworks available appears to demonstrate descriptive approach to talent management rather than prescriptive approach. A large drawback of this approach is that the descriptive model approach will not work for complex system problems, because the system is too complex to

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descriptively model completely or accurately, hence the need for prescriptive model for talent management in higher education institution.

Findings of the study which looked at interventions of employee turnover and engagement. Emphasis is placed on talent identification for purpose of talent positioning, in which case, faculty is considered as talents. Through the establishing of talent pools and talent pipeline, identification of talent using profile technique is highlighted as a tool for talent positioning to manage the consequences of brain drain in higher education institution. While some research approached employee turnover (brain drain) from knowledge management perspective, others approached the problem from talent management perspective. This study have chosen the path of talent management because the knowledge resides in the individual, and it is easier to manage the individual than the codification of knowledge which is more difficult. Since talent management involves the creation of set of criteria (Swailes and Downs, 2012) as competency model that reflects or represents a required or desired talent attributes against which individual talents or applicants are evaluated for appropriate fit and selection, this we approach through the concept of profile and profiling individual talents against an archetype to achieve talent positioning.

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Chapter Three

Research Methodology

In this chapter, the researcher describes the choice of methods, design and philosophy used in the conduct of the research study and also proffers justification/rationale for choice of methods, design and philosophy used. The research structure is broken down into three phases as depicted on figure 3.1. These phases are discussed under the relevant different sections in this chapter. Furthermore, the chapter provides an in-depth sequential rundown of the research process in other to carry the reader along.

3.1 Research Method

Given the exploratory nature of the study, this research adopted the Mixed- Method approach for its data collection and analysis combining both quantitative and qualitative approaches, methods and techniques. The choice of mixed method for data collection and analysis was driven by the nature of the study which demanded in-depth understanding of the current talent management and talent positioning practice in place and the challenges of talent void as it affects course allocation and project supervision. The data collection involved the use of questionnaire, semi-structured interview approach for investigation and document analysis.