Defining Relevant Target Groups

  • Armin Trost
Part of the Management for Professionals book series (MANAGPROF)


TRM always starts with defining the target group, i.e. clarifying which groups of people on the labour market you want to secure for specific positions. Target groups may be certain occupational categories, staff in specific roles at other companies, or even graduates from particular courses. In its broadest sense, this step is an element of strategic workforce planning, in which so-called key and bottleneck functions are of critical importance. An HR-based distinction is made between various company positions here (cf. also Becker, Huselid, & Beatty, 2009; Huselid, Beatty, & Becker, 2005).


Labour Market Target Group Human Resource Management Voluntary Turnover Strategic Human Resource Management 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.


  1. Becker, B. E., Huselid, M. A., & Beatty, R. W. (2009). The differenciated workforce. Transforming talent into strategic impact. Boston: Harvard Business School Press.Google Scholar
  2. Buckingham, M., & Vosburgh, R. M. (2001). The 21st century human resources function: It’s The talent, stupid! Human Resource Planning, 24(4), 17–23.Google Scholar
  3. Cascio, W. F. (1998). Managing human resources. Productivity, quality of work life, profits. Burr Ridge, IL: McGraw-Hill.Google Scholar
  4. Flanagan, J. C. (1954). The critical incident technique. Psychological Bulletin, 51(4), 327–358.CrossRefGoogle Scholar
  5. Fulmer, R. M., & Conger, J. A. (2004). Growing your company’s leader. How great organizations use succession management to sustain competitive advantage. New York: Amacon.Google Scholar
  6. Hunt, E. (1997). Nature vs. nurture: The feeling of vujà dé. In R. J. Sternberg & E. Grigorenko (Eds.), Intelligence, heredity, and environment (pp. 531–551). Cambridge: Cambridge University Press.Google Scholar
  7. Huselid, M. A., Beatty, R. W., & Becker, B. E. (2005, December). A player or a positions? a strategic logic of workforce management. Harvard Business Review, 2005, 110–117.Google Scholar
  8. McCall, M. W. (1998). High flyers: Developing the next generation of leaders. Boston: Harvard Business School Press.Google Scholar
  9. Rothwell, W. J. (2010). Effective succession planning: Ensuring leadership continuity and building talent from within. New York: Amacom.Google Scholar
  10. Stewart, T. (1997). Intellectual capital. The new wealth of organizations. New York: Currency.Google Scholar

Copyright information

© Springer-Verlag Berlin Heidelberg 2014

Authors and Affiliations

  • Armin Trost
    • 1
  1. 1.Furtwangen UniversityVillingen-SchwenningenGermany

Personalised recommendations