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Chvátalová, Aneta. "Talent management." Master's thesis, Vysoká škola ekonomická v Praze, 2012. http://www.nusl.cz/ntk/nusl-162769.
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This thesis deals with talent management. Its aim is to identify the best practices in talent management based on secondary and primary research of selected talent management programs. The theory is focused on definition of strategic HR management and especially talent management as one of its priorities. It is followed by explanation of the basic concepts of talent (such as high-potential, high performing and key employees) and talent management. Further descriptions of talent management process as well as TM challenges are included. The practical part is divided into two main sections. The first one is related to research in four companies and evaluation of their current talent management programs. Due to the fact that Generation Y is still more and more included in talent pool, the second part covers description of work life from its point of view. The final section contains a summary and the best practices.
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Bexell, Anders, and Fredrik Olofsson. "Talent Management : Beyond the concept of Talent Management." Thesis, Jönköping University, JIBS, Business Administration, 2005. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-132.
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<p>Författarna till denna uppsats har under de senaste åren kunnat följa en explosionsartad snabb utveckling av böcker och artiklar publicerade kring konceptet Talent Management. Dessa böcker och artiklar har gemensamt att de betonar vikten av att företag adopterar konceptet och de ödesdigra följderna om de låter bli. Talent Management är enligt många ett utav det största och senaste begreppen inom personaladministration.</p><p>Under personaladministrationens historia har emellertid en mängd olika begrepp kommit och gått ur tiden såsom Personnel Management, Human Resource Management och Strategisk Human Resource Management och många forskare har hävdat att dessa begrepp inte skiljer sig nämnvärt åt, utan snarare kan karaktäriseras som ett kontinuerligt strävande efter legitimitet och status av personalansvariga. Det huvudsakliga temat i detta strävande har varit att ett företags personal utgör en viktig och betydande del av organisationen och därigenom kan utgöra skillnaden mellan framgångsrika och icke framgångsrika företag.</p><p>Syftet med den här uppsatsen var att ta reda på de bakomliggande faktorerna och motiven till varför företag implementerar Talent Management, samt att undersöka i vilken utsträckning konceptet kan sägas karaktäriseras av ny och värdefull kunskap.</p><p>Genom att jämföra teorier om HRM och personalutveckling med normativ litteratur och intervjuer kring Talent Management har författarna kommit fram till att Talent Management inte kan sägas karaktäriseras av ny och värdefull kunskap, utan snarare som ett försök att paketera om gamla idéer och tekniker under en ny etikett. Förfat-tarna till den här uppsatsen tror att konceptet kan sägas känneteckna ännu ett försök av personalansvariga att stärka sin legitimitet och status i sina respektive organisationer.</p><br><p>The authors of this thesis have found that, during the last years, the world has witnessed a dramatic explosion of articles and books about the concept Talent Management. These books and articles, all emphasise the urgency for companies to adopt the concept and the devastating consequences if they don’t. The concept is by many re-searchers seen to be the top issue and, the latest trend within Human Resource Management.</p><p>Nevertheless, throughout the history of the personnel profession the world has witnessed several different concepts such as Personnel Management, Human Resource Management, and Strategic Human Resource Management and several researches have claimed that these concepts describes the same thing. Some researchers have argued that the different concept instead represent a continuous rhetoric struggle by HR professionals to enhance their legitimacy and status by becoming more business oriented and demonstrate that employees indeed can make a difference in distinguish-ing successful organizations from others.</p><p>The purpose of this thesis was to investigate the underlying reasoning and logic to why companies adopt talent management and explore what the concept represents in terms of new knowledge.</p><p>By comparing traditional theories of HRM and HR planning with normative literature and interviews on Talent Management the authors have found that the concept does not represent any new and distinctive knowledge, but rather can be considered as an effort to repackage old ideas and techniques with a new label. The authors of this thesis believe that Talent Management is another illustration of the struggle by HR professionals to enhance their legitimacy and status in their organization.</p>
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Aarnio, Annika, and Ellen Kimber. "Talent Management & Strategy : Identifying Patterns through a Multiple Case Study." Thesis, Linköpings universitet, Företagsekonomi, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-130000.
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Background Exploring the Talent Management literature to understand the importance of Talent Management to strategy and the role the view on talent plays in consideration to Talent Management. Purpose The purpose of this thesis is to increase the empirical research on Talent Management to enable a creation of a conceptual framework. Methodology A multiple case study approach was taken, as 11 companies from diverse industries, sizes, backgrounds etc. was studied in order to gain a broader picture on the research topic. Furthermore, qualitative data collection method was used and main source of empirical data was interviews conducted with HR professionals of each case company. Findings The empirical findings indicated there to be a relationship between the strategy and the view on talent. There was further an indication that this relationship has an effect on the focus of the Talent Management activities.
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Pierre, Markey W. "Recruitment Strategies for Manufacturers in Northwest Louisiana." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3362.
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Acquiring information about successful human resources strategies that help to effectively recruit skilled labor is critical for manufacturers. Manufacturing is the backbone of the United States, yet 6 of 10 skilled labor jobs are unfilled because traditional methods and strategies used by human resource leaders to recruit are inadequate. Guided through the lens of strategic human resource management and using the concepts and views of resource-based theory, the purpose of this multiple case study was to explore strategies that manufacturing human resource professionals use to successfully recruit skilled labor in Northwest Louisiana. The data collection for this case study was performed through face-to-face semistructured interviews via purposeful sampling and company documents that included planning materials, corporate hiring strategy documents, and the company website. Data were coded and analyzed to obtain the development of a set of recurring themes. The 4 relevant themes that emerged from the coded data included the following: recruitment methods, external pressures of the region/marketplace, outreach and education partnerships, and leadership support. By implementing strategies supported by senior leadership, human resource professionals have greater levels of success in hiring skilled labor. Implications for positive social change include providing an opportunity for human resource professionals in the manufacturing industry to develop innovative ideas and solutions to respond to the nascent recruitment challenges for skilled labor positions, thereby reducing unemployment and contributing to the local economy.
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Hedberg, Lisa, and Josefin Svensson. "Talent management - en oproblematisk HR-strategi? : En kvalitativ studie om organisationers uppfattningar kring tre utmaningsområden inom talent management." Thesis, Högskolan i Jönköping, Högskolan för lärande och kommunikation, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-44117.
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Sammanfattning Titel: Talent Management - en oproblematisk HR-strategi? Undertitel: En kvalitativ studie om organisationers uppfattningar kring tre utmaningsområden inom talent management. Författare: Lisa Hedberg och Josefin Svensson Handledare: Jean-Charles Languilaire Nivå: Kandidatuppsats i företagsekonomi, 15 hp Datum: 2019-05-05 Nyckelord: Talent management, utmaningar, definition, strategi, implementering, etik och rättvisa. Problemformulering: Vad är organisationers uppfattningar kring de tre utmaningsområdena 1) definitionen, 2) strategi och implementering, samt 3) etik och rättvisa, inom talent management? Syfte: Syftet med denna studie är att beskriva organisationers uppfattningar kring tre utmaningsområden inom talent management: 1) definitionen, 2) strategi och implementering, samt 3) etik och rättvisa. Metod: Studien har baserats på ett teoretiskt problem och utgår ifrån tidigare forskning, vilket gör att den har en deduktiv ansats. Vidare har studien baserats på en multipel fallstudie för att kunna göra det möjligt att studera flera organisationer. För att slutligen kunna beskriva organisationens uppfattning av studiens tre utmaningsområdena baseras studien på kvalitativ forskning där semistrukturerade intervjuer har genomförts inom varje utvald organisation. Teoretisk referensram: Studien utgår ifrån tre utmaningsområden inom talent management: 1) definitionen, 2) strategi och implementering, samt 3) etik och rättvisa. Teorier och koncept som går att koppla till dessa utmaningsområden har använts för att skapa en god förståelse. Utifrån dessa teorier och koncept har tretton antaganden gått att få fram inom de tre utmaningsmaningsområdena. Empirisk insamling: Insamlad empiri består av semistrukturerade intervjuer som har gjorts med studiens fem respondenter som har representerat de fem deltagande organisationerna. Slutsats: Utifrån studiens antaganden har organisationers uppfattningar av de tre utmaningsområdena gått att beskriva, och det har gått att konstatera att definitionen samt strategi och implementering uppfattas vara två utmaningsområden utifrån ett organisationsperspektiv. Vidare har det gått att konstatera att definitionen har en avgörande roll i arbetet med talent management, då det utöver aspekterna kring definitionen i sig även påverkar området strategi och implementering till att vara en utmaning för organisationer. Alla antaganden har vidare inte kunnat bekräftas, vilket har lett till förslag på vidare forskning.<br>Abstract Title: Talent Management - an unproblematic HR strategy? Subtitle: A qualitative study on organizations' perceptions about three challenge areas in talent management Authors: Lisa Hedberg and Josefin Svensson Advisor: Jean-Charles Languilaire Level: Bachelor thesis in Business administration, 15 credits Date: 2019-05-05 Key words: Talent management, challenges, definition, strategy, implementation, ethics and justice. Question: What are organizations' perceptions about the three challenge areas 1) the definition, 2) strategy and implementation, and 3) ethics and justice, within talent management? Purpose: The purpose of this study is to describe organizations’ perceptions about three challenge areas within talent management: 1) the definition, 2) strategy and implementation, and 3) ethics and justice. Method: The study has been based on a theoretical problem and is based on previous research, which means that it has a deductive approach. Furthermore, the study has been based on a multiple case study in order to make it possible to study several organizations. In order to be able to describe the organization's perception of the study's three challenge areas, the study is based on qualitative research where semi-structured interviews have been conducted within each selected organization. Theoretical framework: The study is based on three areas of challenge within talent management: 1) the definition, 2) strategy and implementation, and 3) ethics and justice. Theories and concepts that can be linked to these challenge areas have been used to create a good understanding. Based on these theories and concepts, thirteen assumptions have been made within the three challenge management areas. Empirical framework: The collected empirical data consists of semi-structured interviews that have been conducted with the study's five respondents who have represented the five participating organizations. Conclusion: Based on the study's assumptions, organizations' perception of the three challenge areas has been described, and it has been possible to state that the definition, and strategy and implementation are perceived as two challenge areas from an organizational perspective. Furthermore, it has been possible to state that the definition has a crucial role in the work with talent management, since in addition to the aspects of the definition itself also affects the area strategy and implementation to be a challenge for organizations. Furthermore, all assumptions have not been confirmed, which has led to proposals for further research.
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Krexe, Owethu Mziwabantu. "Evaluating the effectiveness of talent management strategies in rural municipalities in the Eastern Cape." Thesis, Nelson Mandela Metropolitan University, 2014. http://hdl.handle.net/10948/3215.
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South Africa has three spheres of government, of which all are battling with the delivery of services to the population due to a number of challenges (Koketso and Rust, 2012). The local sphere of government was established in 1996 by the constitution of South Africa, for promoting social and economic development at municipal-based jurisdictions (Valeta and Walton, 2008). Pillay, Subban and Qwabe (2008) state that the South African public service lacks the skills required to perform their duties effectively and this is a key restraint. To emphasise this lack of skills, in an earlier study Meyer and Babb (2005) stated that management in the public sector is faced with a challenge of attracting employees with suitable skills for the job. Therefore, talent management has been identified as one of the strategies rural municipalities can use to improve performance. For this study, talent management is defined as a strategic process of attracting, recruiting, developing and retaining individuals who have the capability to make a significant difference to the current and future performance of the institution. The primary objective of the study was to evaluate the effectiveness of current talent management strategies used by rural municipalities and to provide these municipalities with a talent management model that can be of benefit to these institutions. This study analysed whether rural municipalities have talent management strategies and how effective those strategies were, by evaluating their current ways of attracting, developing and retaining their talent. A structured questionnaire was used as the measuring instrument. The study concluded by providing a talent model that could be used by rural municipalities.
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Kardirsson, Dawn, and Malin Johansson. "Talent Management - konkurrensfördel eller en strategi för att passa in? : En fallstudie i tillverkningsindustrin." Thesis, Högskolan i Skövde, Institutionen för handel och företagande, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:his:diva-17709.
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Bakgrund: I dagens kunskapsbaserade ekonomi är de mänskliga resurserna en viktig tillgång för att öka konkurrensfördelarna och för att få ett försprång på marknaden. Talent Management är ett koncept som handlar om att attrahera, utveckla och behålla talanger, och som anses vara konceptet som underlättar arbetet med vad som efterfrågas på marknaden. Tidigare forskning visar på att tvetydigheten kring begreppet talang gör det svårt för företag av avgöra vad som ska hanteras samt att det inte finns ett bästa sätt att utforma Talent Management arbetet. Tillverkningsindustrin utgör en viktig del av svensk ekonomi och undergår en teknisk utveckling, vilken gör att arbetet med talanger är extra viktigt. Syfte: Syftet med studien är att undersöka hur företag inom tillverkningsindustrin arbetar med Talent Management samt öka förståelsen för vad som format företagens arbetssätt. Metod: Med en deduktiv ansats har tidigare teorier analyserats mot studiens insamlade empiriska material. Bolander m.fl. (2017) fyra förhållningssätt till Talent Management har använts för att kartlägga hur företagen arbetar med konceptet. Strategilitteratur samt nyinstitutionell teori har använts för att få en djupare förståelse kring vad som format företagens arbetssätt. En fallstudie genomfördes i tillverkningsindustrin, och för att besvara studiens syfte har kvalitativa intervjuer med åtta respondenter inom tre olika tillverkningsindustrier genomförts. Resultat: Studiens resultat visar att tillverkningsindustrin huvudsakligen arbetar utefter ett humanistiskt förhållningssätt, där utveckling är nyckelpraxis. Talang anses vara utvecklingsbar vilket korrelerar med förhållningssättet. Det visar också tendenser av de exkluderande förhållningssätten då alla indivder inte får ta del av talangprogammen. Medarbetarna ges även en viss autonomitet för sin egen utveckling, vilket visar drag av det entreprenöriella förhållningsssättet. Resultatet visar följdakligen att samtliga studerade företag vill vara attraktiva arbetsgivare, men erbjuder samtidigt liknande möjligheter, vilket gör att de inte är särskilt strategiska i hanteringen av talanger. De använder således inte Talent Management arbetet inom affärsstrategin.<br>Background: In today's knowledge-based economy, the human capital is an important asset to increase an organisation’s competitive advantage and to gain an edge in the market. Talent Management is a concept about attracting, developing and retaining talents, and is considered to be the concept that facilitates the work on what is demanded in the market. Previous research shows that the ambiguity surrounding the concept of talent, makes it difficult for companies to decide what to handle, and that there is no ‘best practice’ to design the work. The manufacturing industry is an important part of the Swedish economy and is currently undergoing a technological development, which makes work with talented people even more important. Purpose: The purpose of this paper is to examine how companies in the manufacturing industry work with Talent Management, and to develop a deeper understanding of what have shaped the organisations’ working methods. Methodology: With a deductive approach, previous theories have been analysed with the study’s collected empirical data. Bolander et al. (2017) four types of Talent Management have been used to map how organisations’ work with the concept. Strategy literature as well as neoinstitutional theory have been used to gain a deeper understanding of what have shaped the way the organisations work. A case study in the manufacturing industry was conducted, and to answer the purpose of this paper, qualitative interviews were conducted with eight organisational representatives in three different organisations. Findings: The study’s results show that the manufacturing industry works according to a humanistic type, where development is a key practice. Talent is considered to be acquired, which correlates with the humanistic type. The results also shows tendencies of the exclusive types, where not all individuals may participate in the different talent programs. Employees are also given some autonomy for their development, which shows features of the entrepreneurial type. The result further shows that all studied organisations want to be attractive employers, but at the same time they offer similar opportunities, which implies that they are not very strategic in managing talent. Thus, the Talent Management work do not cooperate within the business strategy.
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Hellmér, Maria, and Lisa Lind. "A diversity approach for managing talent in MNCs : A multiple case study of the consultancy industry." Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-227527.
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Globalization and demographic changes are posing new challenges for firms that compete for superior human capital resources, and this ‘war for talent’ is especially fierce among MNCs whose main asset is knowledge, like the consultancy industry. As the demand for future leaders increases, it is essential for such firms to ensure an efficient flow of diverse talent through the whole organization. Previous research has mainly treated diversity management and talent management separately, despite the fact that the two concepts are interrelated. This thesis aims to close this gap by exploring how global consultancies incorporate diversity into their talent management practices. By combining in-depth interviews and secondary data from three case companies, conclusions were drawn regarding the views and outcomes of diversity and through which practices the concept was integrated with the management of talents. Some interesting findings were that the main diversity focus was concentrated on gender issues and that global talent management was not highly prioritized in the participating case firms. With regards to talent management, the most highlighted strategy for achieving diversity was by focusing on attracting employees from different diverse groups.
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Ekelöf, Sofie, Caroline Holmström, and Nathalie Lindberg. "Talang inom Strategisk Human Resource Management." Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-85384.
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Although Talent Management (TM) is a well-known concept, there are certain limitations in the area. Primarily it is about talent being an ambiguous concept and that there is currently no clear definition. Furthermore, previous research shows that there are no actual routines on how TM-activities should be designed. The specific contribution from the current study is therefore about identifying the challenges that exists for TM from an employer perspective. The findings we have noticed in the study are mainly derived from the structure of an organisation where there is a certain dynamic between the central management and local units. This makes it difficult to work strategically with TM as the division of responsibility is locally based. Another finding was that the definition of talent should be mutual in order for organisations to be able to handle talents effectively and to design activities that facilitates the work towards the organisation's goals. Thus, this study should be able to support future research in the field of TM by identifying the challenges organisations might face and therefore creating opportunities for better managing or strategically developing the work with TM.
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Josefsson, Rebecca, and Persson Timmy Le. "Kampen om rätt medarbetare: En studie om generation Z." Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-85635.
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Titel: Kampen om rätt medarbetare. En studie om generation Z. Frågeställning: Vilka HR-strategier använder organisationer för att attrahera och behålla generation Z? Syfte: Uppsatsen syfte är att identifiera vilka HR-strategier organisationer använder för att attrahera och behålla medarbetare och hur de anpassar dem till generation Z. Studien kan komma att bidra till att ge dagens organisationer förutsättningar för hur de ska attrahera och behålla generation Z. Metod: Studien har en deduktiv ansats med en kvalitativ forskningsstrategi. Data utgår från sju strukturerade intervjuer. Slutsats: Organisationer i Sverige använder liknande strategier för att attrahera och behålla medarbetare, skillnaden är hur anpassade och välutvecklade det är för generation Z. Organisationens utformning av HR-strategier beror på vilken uppfattning de har av generation Z.
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Robinson, Dayton Dave. "Using Succession Strategies to Increase Workplace Productivity." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/6271.
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Approximately 70% of small and medium-sized enterprises fail due to a lack of effective leadership succession planning. The purpose of this qualitative single case study was to explore strategies that some business leaders in the manufacturing sector in Jamaica used to implement leadership succession plans. Data were collected from semistructured interviews conducted with 5 business leaders who participated in the succession strategies of a manufacturing organization in Jamaica. Data were analyzed according to Yin's 5-step process. Analysis of data collected from interview sessions and review of company documentation were used to conduct methodological triangulation to validate the findings. Five themes emerged from data analysis: (a) identification of mission-critical roles, (b) talent acquisition and selection, (c) successor development and retention program, (d) organizational designs and policy implementation, and (e) senior leadership support and participation. The findings of this study might be used by business leaders to impact social change by developing and creating a leadership pipeline from diverse backgrounds to ensure future business growth in a competitive global environment.
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Carlsson, Isabelle. "Talent Management-strategins innebörd och utmaningar : En jämförelse mellan två heterogena företag." Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-258372.
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De senaste årtionden har medfört en förändring på arbetsmarknaden som har bidragit till att det krävs en ökad förståelse för vilken betydelse medarbetarna i ett företag har för att öka sin konkurrenskraft och framgång. Denna insikt har skapat ett behov av ett arbete med HRM (Human Resource Management) som kan attrahera, utveckla och behålla rätt medarbetare för att öka sina konkurrensfördelar. Det handlar om att identifiera och ta vara på talanger i verksamheten samt lyckas finna nya potentiella medarbetare. Denna strategi heter Talent Management (TM) och växte fram under 1990-talet, men har inte någon tydlig definition. Det innebär att företag utformar och anpassar sitt TM utifrån sin egen verksamhets förutsättningar. Det finns många faktorer som påverkar hur denna strategi och dess aktiviteter tillämpas. Framför allt handlar det om verksamhetens storlek och typ, geografiskt läge samt vilken bransch verksamheten tillhör. Därutöver spelar ledningens förståelse för hur värdefulla medarbetarna är för verksamheten en viktig roll. Det är följaktligen ledningens integration som utgör grunden måste skapas för ett gemensamt arbete mellan HR-avdelning, TM-strategin och samtliga individer på alla nivåer. Studien visar att TM framstår som en utmaning i sig men innebär även många utmaningar inom arbetet och dess aktiviteter. Vilka dessa är och varför de uppstår är kopplat till de ovan nämnda påverkningsfaktorerna. Därmed var studiens syfte att få förståelse för hur TM används i två helt olika företag samt vilka utmaningar dessa står inför för att utveckla ett så framgångsrikt TM-arbete som möjligt. För att undersöka detta valdes en kvalitativ ansats och semi-strukturerade intervjuer som metod, där två HR-specialister på två olikartade företag etablerade i Sverige intervjuades. Därigenom kunde detaljerad information om verksamheternas användning, synsätt, och utmaningar inom TM samlas in, som sedan analyserats tillsammans med studiens teoretiska grund. Utöver utmaningen att få ledningen involverad, har studiens underlag visat aktiviteter och utmaningar som behövs för en stark TM-strategi. Dessa är: moget ledarskap, performance management, employer branding och kompetensutveckling och kan skapa drivkraft och engagemang – något som går hand i hand med samtliga aktiviteter igenom hela strategin. Processens alla delar har visats ha stor inverkan på varandra och bör således kombineras och hanteras på bästa sätt utifrån varje organisations komplexitet.
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Airas, Johanna, and Klara Nilsson. "Kompetensförsörjning : Strategier för att hitta, behålla och utveckla personal." Thesis, Uppsala universitet, Institutionen för pedagogik, didaktik och utbildningsstudier, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-218098.
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Etukudo, Rosaline Uduak. "Strategies for Using Analytics to Improve Human Resource Management." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/6557.
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The use of analytics in human resource (HR) management has proven successful in improving company performance by reducing workforce costs, improving the quality of recruitment, improving talent management and employee engagement, and generally improving productivity. The purpose of this qualitative, multiple-case study was to explore how HR managers use analytics to improve company performance using the contextually based human resource theory as the conceptual framework. The target population comprised a purposeful sample of 5 HR managers in Washington DC; the United States; and Lagos, Nigeria, who had experience using analytics for HR management. Data were collected through semistructured interviews using face-to-face, telephone, and Internet communications and a review of company documents and websites. Data analysis included content and thematic analysis. Four themes emerged from data analysis: the need for HR analytics to align with organizational strategy, the need for understanding HR metrics and how insights derived from HR analytics improve company performance, influencers of HR analytics adoption, and the barriers to HR analytics adoption. The findings and recommendations of this study can assist HR managers in implementing HR analytics successfully. The implications for positive social change include the potential for increased employee satisfaction, improved productivity, and enhanced prosperity in local communities, leading to positive socioeconomic indicators.
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Bafagih, Lutfi A. "Developing Talent Pipelines for Small and Medium-Sized Enterprises in Saudi Arabia." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/6518.
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Firms lose strategic business opportunities to create sustainable growth because leaders do not establish talent pipelines. The purpose of this multiple case study was to explore strategies used by the leaders of Saudi firms to develop talent pipelines. The conceptual framework for this study was the resource-based view. The overarching question that guided this study explored strategies business leaders in small and medium-sized enterprises in Saudi Arabia used to establish talent pipelines to create sustainable growth. Data were collected from semistructured interviews with 8 business leaders of 4 firms operating in western Saudi Arabia and a review of company documents. The business leaders had successful experience and knowledge in talent and performance management. Data were analyzed using inductive and deductive content analysis. The results revealed 4 strategies business leaders in small and medium-sized enterprises in Saudi Arabia used: hiring the right people, establishing a performance management system, differentiating employees based on performance, and implementing employee retention strategies. The implications of this study for positive social change include reducing unemployment rates among Saudi nationals, growing Saudi workers' capabilities, and increasing Saudi families' standard of living.
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Nwoye, Chizoba C. "Retaining Employees After Downsizing." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3713.
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Oil and gas industry business leaders who fail to implement adequate talent retention strategies experience reduced profits and sustainability challenges. During the first 2 years following downsizing, 67% of organizations using excuse-based downsizing reflected reduced sales and profitability, and 11% of such organizations experienced financial losses. The purpose of this multiple case study was to explore the strategies that successful Calgary medium size oil and gas businesses implemented to retain talented employees after downsizing. The population for the study included business leaders of 3 medium oil and gas businesses in Calgary, Canada, who had successfully implemented talented employee retention strategies. Data were collected from interviews with the leaders and from artifacts such as the company websites and social media pages. Inductive analysis was guided by the transformational leadership theory and human capital theory, and trustworthiness of interpretations was bolstered by member checking. Five themes emerged: transformational leadership, training survivors, establishing trust, rewarding and recognizing surviving employees, and competing for survivor employees with other industries. The application of the findings from this study could contribute to positive social change by providing insights for medium oil and gas business leaders on the strategy implementation for talent retention that increases workplace stability and employees supporting their families as well as contributing positively to their communities.
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Andersson, Helene, and Le Linh Chi Tran. "GLOBAL TALENT MANAGEMENT UR EN SVENSK SYNVINKEL : – Med potential och transparens i periferin. Andersson, Tran Le." Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-194254.
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Företag blir alltmer multinationella och detta har gjort dem beroende av en mer globaliserad syn på företagsstyrning. Därför fokuserar företag idag på att hitta förmågor och talanger som kan leda under globala förhållanden. Denna studie behandlar ämnet Global Talent Management (GTM), en personalplaneringsprocess som syftar till att skapa en grupp medarbetare med särskild god prestationsförmåga och hög potential, för att vidare utveckla dessa till att förverkliga företagets strategier. Prestationsmätning har använts sedan länge av företag men när det kommer till potential finns svårigheter i att kvantifiera detta då det är något som lätt blir subjektivt. Otydligheten som detta problem ger speglar sig även i hur transparenta företagen är med processerna av GTM i organisationen.Syftet med denna studie blir därför att kartlägga hur svenska företag använder GTM med särskilt fokus på variabeln potential och hur transparenta de är med sitt arbete i organisationen Syftet hoppas infrias genom att studera fyra multinationella företag med rötter inom den svenska servicesektorn. Detta har gjorts genom personintervjuer med medarbetare på respektive HR-avdelning. Studien har även gått djupare inom två av företagen då författarna intervjuat en mellanchef som plockat ut en talang samt talangen själv.Resultatet som fanns var att GTM är en process som skiljer sig från företag till företag men vad som gör det framgångsrikt är en tydlighet i arbete med processerna både angående potential och transparens. Då detta leder till en tydligare koppling till företagets strategier.
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Thompson, Nicholas W. "Managing the Millennials: Employee Retention Strategies for Generation Y." Scholarship @ Claremont, 2011. http://scholarship.claremont.edu/cmc_theses/240.
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This paper provides a comprehensive analysis of Millennials' beliefs and attitudes and how that will affect their conception of the employer-employee psychological contract. This analysis should provide a greater understanding of how the childhoods of Millennials have affected their attitudes for life and career aspirations. Further, it explores retention strategies for workplace culture, management style, and growth and advancement.
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Freitag, Bárbara Beatriz. "Talentos em gestão e gestão de talentos: análise da literatura acadêmica e de práticas corporativas." Universidade de São Paulo, 2012. http://www.teses.usp.br/teses/disponiveis/12/12139/tde-15042013-205613/.
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O mercado atual reflete um ambiente global, complexo, altamente competitivo e volátil para as organizações, o que, no campo da gestão de pessoas, se traduz em desafios relacionados à escassez de profissonais bem qualificados e especializados. Pesquisas internacionais e nacionais do final da década de 1990 e dos anos 2000, dedicadas à área da gestão de pessoas, apontam frequentemente que, para se manter nessa realidade de aumento da concorrência global pelo emprego e a busca por Talentos, as organizações teriam que investir em atrair, desenvolver e reter os melhores profissionais. As empresas deixaram de ser as únicas protagonistas na oferta de emprego e passaram a investir na gestão destes Talentos. Diante desse contexto, essa dissertação buscou contribuir para a literatura de RH e de Gestão de Talentos, analisando a diversidade conceitual sobre talento, sua gestão e as abordagens teóricas sobre o tema. No objetivo central deste estudo foi proposto analisar a relação entre a produção acadêmica e a utilização no meio corporativo das práticas de gestão e conceitos de Talento em Administração. Para isso, realizou-se um estudo em caráter exploratório e descritivo. Na análise dos dados empíricos foram empregadas técnicas de estatística descritiva e análise de conteúdo com suporte do software NVivo. Procedeu-se a uma revisão de literatura sobre Talentos em diversos campos do conhecimento e em Administração, bem como a uma contextualização da produção acadêmica sobre Gestão Estratégica de Recursos Humanos. Contatou-se que o termo Talento é fluido e particular ao meio em que está inserido e que a Gestão de Talentos consiste em uma configuração de práticas para gerir os talentos na organização. Na fase empírica, foram analisadas, por meio de uma survey, 471 empresas atuantes no Brasil. Estas foram categorizadas quanto à prática formal de Gestão de Talentos e às abordagens inclusiva (todos são talentos) e exclusiva (nem todos são talentos). As empresas que declararam ter um programa formal de Gestão de Talentos representaram 75% do total da amostra e é maioria no que se refere à formalização das diretrizes estratégicas organizacionais e de recursos humanos. A população empregada nessas empresas tem maior escolaridade, são mais jovens e tem menos tempo de casa do que a das empresas sem o programa formal da Gestão de Talentos. A prática de abordagem exclusiva ou diferenciadora deste programa se mostrou emergente e estratégica no cenário nacional. Foram analisadas as definições de talento declaradas pelas empresas em relação à literatura deste tema, verificou-se que para cada empresa há uma definição de talento, mas que nestas há termos que se repetem nestas definições. Assim, foi gerada uma listagem com as palavras mais frequentes por categoria de empresa. A análise agregada dessa lista em relação à literatura de talentos e a de GT, possibilitou consolidar os termos principais em duas categorias de atributos de Talento, sendo eles: os identificadores e os qualificadores. Diante dos resultados obtidos, percebeu-se que as organizações têm intenção em praticar a Gestão de Talentos, sendo o seu desenvolvimento um desafio para o meio corporativo e para a academia. Ficou evidente o crescimento das publicações relacionadas a esse assunto no campo da Administração e a sua prática emergente e formal por organizações atuantes no país. Este estudo se limitou ao estilo descritivo o que não permitiu análises em profundidade e se restringiu à utilização de dados secundários. Sugerem-se para estudos futuros, técnicas de estudo de caso longitudinais e pesquisas que busquem apontar como as empresas podem operacionalizar a GT de modo estratégico e a possibilidade de identificar precocemente os Talentos em gestão.<br>The current market reflects a global environment that is complex, highly competitive and volatile to organizations. These organizations thrive trough modern challenges that are related to the lack of well qualified and specialized professionals. These organizations left the role of job offering and start to invest on attraction, development and retention of talents. International and national research, from the late years of the decade of 1990 and years 2000, dedicated to people management sector frequently point that to remain on this reality of increase on global competition for jobs and search for talent, the organizations would have to invest to attract, develop and retain the best professionals. On that context, this dissertation aim to contribute to the literature of Human Resources and Talent Management, regarding conceptual diversity on talent, its management and theoretical approaches. The main goal of this study was the analysis of the relation between academic production and its use on organizations, its management practices and concepts of talent on Administration. This study can be classified as exploratory and descriptive. For empiric data analysis, statistical descriptive analysis was employed as well as content analysis; both supported with the use of the software NVivo. Part of the study comprehend a literature review on Talent trough diverse fields of knowledge and Administration, with that, it was possible to put on context the academic production on Strategic Human Resources Management. It was possible to conclude that the term Talent is fluid and particular to the medium were it is presented and that Talent Management consist of a configuration of practices to manage the talents on the organization. At the empiric fase, 471 companies that have operations on Brazil were analyzed trough a survey. These were categorized due to its practices on formal Talent Management and its inclusive (everybody is a talent) and exclusive (not everybody is a talent) approaches. The companies that declared to have a formal program of Talent Management represent 75% of sample total and are the majority in what concern the formalization of strategic guidelines to human and organizational resources. People employed on these companies have higher education, are younger and have been on the company longer than those on companies without a formal program to Talent Management. The practice of exclusive or differentiation of this program show itself as emergent and strategic on the national scenario. Considering the literature on this theme, the analysis of the definitions of Talent declared by the companies revealed that there is a talent definition to each company, but there are terms that are common on these different definitions. From that, was generated a list with the most frequent words by company category. The joint analysis of this list with the literature on Talent and Talent Management has made possible to consolidate two Talent attribute categories: Identifiers and Qualifiers. With this results, it was possible to notice the organizational intention in practice Talent Management, been its development a challenge to both academic and corporative fields. The growth of publications related to the subject on the field of Administration and the emerging of formal practice by organizations with operations on Brazil has become clear. This study is limited to descriptive analysis and the use of secondary data; therefore it was not possible to proceed with in depth analysis. It is suggested to future studies the use of techniques such as longitudinal case study and the pursue of themes such as the identification of how companies can operate the Talent Management in a strategic way and the possibility to early identification of Talent in Management.
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Hall, Janice Leshay. "Disaggregating the Monolith: A Case Study on Varied Engineering Career Orientations and Strategies of Black Women in Tech." Diss., Virginia Tech, 2021. http://hdl.handle.net/10919/103708.
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Diversifying the engineering workforce has been a national imperative for several decades. The increased participation of Black students in engineering is commonly identified as a crucial area for improvement. Yet, the rates of engineering degree completion are slowing for Black women in particular. In 2015, less than one percent of all U.S. engineering bachelor's degrees were awarded to Black women. To support broadening participation efforts, I use an anti-deficit approach to examine the career orientations and mobility patterns of Black women working in computing and engineering roles in the tech industry. By
characterizing the different career motivations, strategies, and points of transition in the careers of a diverse sample of Black women, I sought to disaggregate the Black women's engineering and computing career experiences—particularly as it relates to how and why they move into, around and out of roles in the tech industry. Using a qualitative multi-case study, I conducted a multi-level career mobility analysis on secondary data and user-generated social media artifacts to extend theory on career orientations and talent management to help normalize "non-traditional" career trajectories. The study findings are useful to inform the next generation of Black women interested in tech on the different ways to approach and achieve
subjective career success and satisfaction in engineering and computing fields. In this dissertation work, I
discuss how the varied insights of Black women's career experiences in tech can be leveraged for practitioners and industry leaders to broaden the participation (e.g., to attract, retain and better support) of students and employees by identifying their career orientations and then using that to inform career preparation and development that aligns with different engineering and computing career outlooks.<br>Doctor of Philosophy<br>The lack of role models is a hindrance for aspiring Black women engineers and their decisions to continue choosing engineering. The lack of representation of Black women in industry similarly presents obstacles for their career advancement. Because neither role models or representation can be increased in retrospect, it is imperative to study and highlight the visibility of the Black women engineers currently practicing engineering and bring awareness to their career experiences in industry to better inform recruitment and retention efforts.
The purpose of this qualitative multi-case study is to describe the varied career orientations of Black women working as engineers in Tech and to link their career orientations to their career outcomes. To support broadening participation efforts, this research uses an anti-deficit approach to examine the career mobility patterns of Black women working in computing and engineering roles in the Tech industry. Using a curated secondary data set based on social media artifacts and user generated data, this study characterizes the different career motivations, strategies, and points of transition in the careers of a diverse sample of Black women. In efforts to disaggregate Black women's engineering and computing career experiences, ten perspectives on how and why Black women move into, around and out of roles in the tech industry were examined. The analysis revealed that participants' career orientations were differentially motivated by needs, talents and or values which influenced how participants made career related decisions. Additionally, both physical and psychological mobility of participants was examined and then compared in the cross-case analysis to derive six unique career archetypes that were useful in characterizing the career challenges and aspirations in participants' lived career experience.
This study aims to normalize "non-traditional" career trajectories and inform the next generation of Black women interested in Tech on the different way(s) to approach and achieve career success and satisfaction in engineering and computing fields. In addition, study findings can be leveraged by human resource personnel and career managers to anticipate common career challenges based on individual employee career orientations, and align better reward structures and policies to support a wider range of employee career outlooks. The study emphasizes the strategies and outlooks critical for Black women's success and satisfaction to support their continued participation in the engineering and computing workforce.
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Ekelöf, Sofie, and Nathalie Lindberg. "The Strategic side of Global Talent Management : Thematic literature review with a conceptual reasoning." Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-95272.
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Today's organizations face a global talent shortage, where they struggle to find and develop the talents needed to gain a competitive advantage in the global labor market. The war for talent has shifted from a national to a global scale, affecting organizations Human Resource Management strategies. As a result, scholars argue that the implementation of Global Talent Management (GTM) in the organization's business strategy can facilitate the work by gaining a competitive advantage. Due to globalization, organizations face rapidly changing global environments, affecting the strategies of GTM. The specific contribution from this study is to examine the relevance of the internal drivers affecting GTM, identified by Tarique and Schuler in 2010 as regiocentrism, international strategic alliances, and required competencies, for future research and practical implementations. The findings declare that although the framework from 2010 still is relevant in some aspects, globalization has led to new internal drivers being presented in current literature. New aspects as defining a talent philosophy, adopting an alternative employment arrangement and developing an attractive employer branding have been identified as important internal drivers within GTM. These drivers are described and presented in a conceptual model, developed from the framework by Tarique and Schuler (2010).
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Caracol, Carla Cristina Valeiras. "A gestão estratégica do talento interno: da teoria à prática – estudo de caso." Doctoral thesis, Instituto Superior de Ciências Sociais e Políticas, 2017. http://hdl.handle.net/10400.5/14423.
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Tese de Doutoramento em Ciências Sociais-especialidade de Comportamento Organizacional<br>Recorrendo ao contexto específico do Grupo EDP, enquanto objecto empírico, adoptou-se a metodologia de estudo de caso, procurou-se dar resposta à pergunta de investigação “De que modo é operacionalizada a Gestão de Talento interno?”. A partir da desagregação deste processo nas suas diferentes etapas – Identificação, Desenvolvimento e Retenção – foram realizados 3 estudos que, embora autónomos, nos permitiram ter uma visão integrada. Usando triangulação de fontes, técnicas e métodos foi possível apurar as seguintes conclusões: (1) O conceito de Talento é contextual e estratégico, sustentado em características pessoais; (2) O talentoso deve acrescentar valor, através da manifestação de comportamentos moldadores positivos, sendo proposta a inclusão de um novo ‘C’ à equação do Talento enunciada por Ulrich (2007); (3) A gestão do Talento deve basear-se em Políticas, Processos e Práticas formalizadas e transversalmente conhecidas, implicando uma melhoria contínua; (3) Apesar de se verificar um incremento ao nível do desempenho dos talentosos, é necessário monitorizar, sistematicamente, os resultados da gestão do Talento ao nível do desempenho individual, numa perspectiva multi-nível e do desempenho organizacional; (4) É essencial existir alinhamento de expectativas e necessidades entre organização e talentosos, com investimento de ambos na sustentação de uma relação de troca social recíproca, baseada na nova carreira organizacional (Clarke, 2012); (5) Apesar um elevado nível de comprometimento, designadamente na sua componente afectiva, importa aferir a intenção voluntária de saída dos trabalhadores talentosos, como instrumento privilegiado de aferir a retenção.<br>Using the specific context of the EDP Group, as an empirical object, the case study methodology was adopted to respond to the research question "How is Internal Talent Management done?". From the breakdown of this process into its different stages - Identification, Development and Retention - three studies were carried out that, although autonomous, allowed us to have an integrated vision. Using triangulation of sources, techniques and methods, it was possible to obtain the following conclusions: (1) The concept of Talent is contextual and strategic, based on personal characteristics; (2) The talented should add value, through the manifestation of positive crafters behaviours, proposing the inclusion of a new 'C' to the Talent equation enunciated by Ulrich (2007); (3) Talent management should be based on formalized and known Policies, Processes and Practices, implying continuous improvement; (3) Although there is an increase in talent performance, it is necessary to systematically monitor the results of Talent management at the level of individual performance, from a multi-level perspective, and organizational performance; (4) It is essential to have alignment between organizational and talented expectations and needs, which implies the investment of both in a sustaining reciprocal social exchange relationship, based on the new organizational career (Clarke, 2012); (5) Despite a high level of commitment, in particular in its affective component, it is important to assess the talented workers voluntary intention to leave, as a privileged instrument to measure retention.<br>N/A
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Broström, Sanna, and Annie Säll. "Organisationers talangjakt : En kartläggning av organisatoriska strategier för att attrahera, utveckla och behålla talangfulla medarbetare." Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-64547.
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Bakgrund: Forskningsproblemet har sin bakgrund i globaliseringen och dess påverkan på världsekonomin. Sverige har hög tillväxt men samtidigt upplever många organisat- ioner brist på kompetens. Syfte: Studiens syfte har varit att studera organisationers strategier för att hantera kom- petensbrist. Kartläggningen har fokuserat på att visa hur organisationerna arbetar för att attrahera, utveckla och behålla medarbetare. Studiens empiriska grund är en geografiskt avgränsad plats, därför har vi sökt svar på om den geografiska aspekten har någon bety- delse för organisationernas strategier att överkomma kompetensbristens hinder. Metod: Studien har en deduktiv ansats och har med bakgrund av forskningsproblemet karaktär genomförts med ett kvalitativt synsätt. Data är insamlad med hjälp intervjuer som bidragit till en bred bild av fenomenet som undersöks. Slutsats: Organisationer har liknande strategier för att attrahera, utveckla och behålla talangfulla medarbetare, skillnaden är hur välutvecklade strategierna är. Organisationer- na med en välförankrad övergripande strategi bestående av alla delar teorin har upp- märksammar har visat sig ha stora framgångar i att tillgodose sitt kompetensbehov. I de organisationer vi funnit brister i det strategiska arbetet, saknas också framgången.
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Adielsson, Peter, and Johan Sjöström. "HR-funktionens strategiska roll : En kvalitativ studie i uppfattningen om HR-funktionens värdeskapande." Thesis, Umeå universitet, Företagsekonomi, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-82478.
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HR är ett ämnesområde som traditionellt fått mycket uppmärksamhet inom akademisk forskning där fokus varit på HR som stödjande funktion i form av personalförsörjning. I början av 1990-talet bildades en ny forskningsinriktning som berör HR som en strategiskt viktigt affärsenhet och i takt med den ökade konkurrensen på den Svenska arbetsmarknaden har HR blivit en mer prioriterad funktion för företag. Vi har valt att utifrån ett företagsekonomiskt perspektiv applicera teorier kring strategisk HR, arbetsgivarvarumärke samt talanghantering på svenska organisationer. Tidigare forskning har främst haft fokus på att enbart undersöka HR-avdelningen. Således har vi i den här studien försökt skapa en förståelse för om det finns en skillnad i uppfattningen av HR-funktionen som värdeskapande genom att intervjua specialister samt generalister. Historiskt finns det en problematik i att HR-funktionen enligt tidigare forskning haft svårt att synliggöra värdeskapande då den ofta ses som en ren stödjande funktion. Genom att undersöka Svenska företag inom flera olika branscher, och som uttalat arbetar strategiskt med HR är syftet med studien att undersöka om det finns en skillnad i uppfattningen av HR-funktionens värdeskapande mellan personer som arbetar med HR som generalister gentemot personer som är specialister. Vidare vill vi genom att undersöka hur organisationers strategiska arbete skiljer sig med fokus på strategisk HRM, talanghantering samt arbetsgivarvarumärke öka kunskapsbildningen inom det vetenskapliga ämnesområdet. Den övergripande slutsatsen i studien är att den interna kommunikationen mellan specialister och generalister bör förbättras för att synliggöra HR-funktionens värdeskapande roll. Med en tydligare kommunikation kommer även det strategiska arbetet med arbetsgivarvarumärket och talanghantering förbättras. Även utvärdering av strategierna har visat sig vara en central faktor för att öka förståelsen för vilket värdeskapande strategierna ger. Utvärdering blir således ett viktigt verktyg för HR-specialister att skapa större uppskattning av funktionen.
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Parks, Tomas A. Jr. "A Theoretical and Empirical Study of Global Talent Management: Three Operationalizations of GTM and their Impact on Firm Performance." Cleveland State University / OhioLINK, 2017. http://rave.ohiolink.edu/etdc/view?acc_num=csu1497030365830023.
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Öhman, Beatrice, and Emma Gustafsson. "Kompetensförsörjning till tjänster som kräver spetskompetens : Fokus på kommunal verksamhet belägen på landsbygden." Thesis, Högskolan i Skövde, Institutionen för handel och företagande, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:his:diva-18570.
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Syfte: Syftet med uppsatsen är att öka förståelsen för hur en kommunal verksamhet på landsbygden, belägen nära en större stad, kan attrahera och behålla individer med spetskompetens. Detta då det råder kompetensbrist och demografiska förändringar. Vidare avser uppsatsen att undersöka vilka faktorer som kan påverka kompetensförsörjningen samt hur möjliga och befintliga arbetstagare uppfattar dessa. Med faktorer menas exempelvis belöningar, förmåner eller verksamhetens kommunikation med omvärlden. Teoretisk referensram: Den teoretiska referensramen bottnar i begreppen spetskompetens och kompetensförsörjning som sedan mynnar ut i faktorer som påverkar dessa. De olika områdena förklaras utifrån en modell, figur 1, och sammanfogas på så vis. Metod: Denna uppsats bygger på en kvalitativ metod. En fallstudie har genomförts ikommun X med hjälp av semistrukturerade intervjuer vars respondenter representerar en kommunal verksamhet operativt samt strategiskt. Det har genomförts sex intervjuer med ingenjörer (det operativa perspektivet) samt två intervjuer med personalkonsulter (det strategiska perspektivet). Utöver detta ligger även en dokumentkälla till grund. Slutsats: Det som krävs för att en kommunal verksamhet, belägen på landsbygden, ska kunna kompetensförsörja de positioner som kräver spetskompetens är i grund och botten en lön. Vidare finns olika uppfattningar om vad som är en attraktiv faktor. Något som är genomgående hos alla respondenter som representerar spetskompetensen är att de uppfattar inre motivation samt psykosociala belöningar som mest attraktivt. Detta kan och bör en kommunal verksamhet utveckla förståelse kring samt arbeta aktivt med. Detta kan exempelvis göras med hjälp av ett belöningspaket samt olika chefsutbildningar.<br>Purpose: The purpose with this paper is to gain knowledge for how a municipal organization on the countryside, located near a larger city, can attract and retain individuals with excellence, when there is a lack of competence and demographic changes. Furthermore, the paper aims to investigate what factors can affect the supply of competence and how potential and current employees perceive them. Factors include, for example, rewards, benefits or the company's communication with the outside world. Theoretical frame of reference: The theoretical frame of reference is based on the concepts of excellence and the supply of competence, which then culminate into factors that influence them. The different areas are explained on the basis of a model, figure 1, and thus joined together. Method: This paper is based on a qualitative method. A case study has been conducted at municipality X with the help of semi-structured interviews whose respondents represent a municipal organization operationally and strategically. Six interviews with engineers (the operational perspective) and two interviews with personnel consultants (the strategic perspective) have been conducted. In addition to this, a document source was also used. Conclusion: In order for a municipal organization, located on the countryside, to be able to supply competence to the positions that require excellence is basically a salary. Furthermore, there are different perceptions of what an attractive factor is. Something that is common to all respondents who represent excellence is that they perceive internal motivation as well as psychosocial rewards as the most attractive. This is something that a municipal organization can, and should develop an understanding for and work for actively. This can be done, for example, with the help of a reward package and various managerial training.
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Mello, Daniel Andere de. "Análise dos fatores de retenção de empregados em organizações que atuam no Brasil." Universidade de São Paulo, 2014. http://www.teses.usp.br/teses/disponiveis/12/12139/tde-17122014-174549/.
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O ambiente globalizado e em constantes mudanças, previsto por pesquisadores nas últimas décadas, passou a fazer parte do dia a dia das organizações. Nesse cenário de desenvolvimento tecnológico e surgimento da era da informação, a competividade se acirrou no ambiente corporativo. As organizações encontram-se diante do desafio de, com os recursos disponíveis, garantirem a vantagem competitiva diante de seus competidores, e as áreas de Recursos Humanos passam a ocupar uma posição estratégica para garantir a implementação de estratégias de negócios das organizações. Essas estratégias, normalmente, abrangem a utilização de empregados com qualidades diferenciadas em posições chave na organização, aqueles que podem ser chamados de \'talentos\'. Pesquisas de institutos e consultorias de renome apontam que uma das principais prioridades para os profissionais de RH é a Gestão de Talentos, com ênfase no desenvolvimento de políticas e práticas que visem à manutenção do empregado na organização, a sua retenção. Considerando esses aspectos, além dos altos custos envolvidos na saída e substituição de um empregado e questões como a escassez de mão de obra vivenciada no cenário nacional, esta dissertação buscou investigar a relação dos motivos que levam os empregados a permanecerem na organização, ou seja, seus fatores de retenção, e as características pessoais, profissionais e organizacionais destes empregados. A pesquisa contou com 121.532 respondentes, atuando em 407 organizações participantes de pesquisa pública que analisa a qualidade do ambiente de trabalho. No aspecto metodológico, foram desenvolvidas análises qualitativas e quantitativas para obter os fatores de retenção e verificar suas relações com as características dos empregados. Utilizou-se a técnica de Análise de Correspondência Múltipla para visualização do mapa perceptual das variáveis em estudo. Foram encontrados 13 fatores de retenção dos empregados, sendo que doze foram identificados anteriormente em estudo norte americano - Comprometimento Organizacional, Falta de Alternativas, Flexibilidade no Trabalho, Influências Não Relacionadas ao Trabalho, Investimentos, Justiça Organizacional, Localização, Oportunidades de Desenvolvimento, Prestígio Organizacional, Recompensas Extrínsecas, Relacionamentos e Satisfação com o Trabalho - e um fator foi incluído neste estudo - Estabilidade e Segurança. Os resultados mostraram associações entre os fatores de retenção e as variáveis das características dos empregados, sendo que algumas variáveis discriminam mais, como Escolaridade, Cargo e Faixa Etária, enquanto outras apresentam menor influência, como Gênero e Avaliação de Desempenho.<br>The globalized and rapidly changing environment, predicted by researchers in recent decades, has become part of everyday life of organizations. In this technological development scenario and rise of the information age, the competitiveness intensified in the corporate environment. Organizations are facing the challenge of, with the available resources, ensure the competitive advantage over its competitors and the Human Resources come to occupy a strategic position to ensure the implementation of business strategies of organizations. These strategies typically include the use of employees with unique qualities in key positions in the organization, those who can be called \'talent\'. Researches from renowned institutes and consultancies indicate that a top priority for HR professionals is Talent Management, with emphasis on the development of policies and practices aimed at maintaining the employee in the organization, their retention. Considering these aspects, in addition to high costs involved in releasing and replacing an employee and issues such as the shortage of labor force experienced in the national scenario, this dissertation investigates the relationship of the reasons that lead employees to remain in the organization, that is their retention factors, and personal, professional and organizational characteristics of these employees. The survey involved a sample of 121532 respondents, working in 407 organizations participating in public research that analyzes the quality of the work environment. Considering the methodological aspect, qualitative and quantitative analyzes were performed to obtain the retention factors and verify its relations with the characteristics of employees. It was used the technique of Multiple Correspondence Analysis to display the perceptual map of the study variables. 13 employee retention factors were found, twelve were identified previously in North American study - Organizational Commitment, Lack of Alternatives, Flexibility at Work, Nonwork Influences, Investments, Organizational Justice, Location, Development Opportunities, Organizational Prestige , Extrinsic Rewards, Relationships and Job Satisfaction - and a factor was included in this study - Stability and Security. The results showed associations between retention factors and variables of the characteristics of employees, some of which variables discriminate more like Education, Job and Age, while others have less influence, as Gender and Performance Evaluation.
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Blom, Izak Jacobus. "The loss of human capital due to poor retention strategies : a case study of a government department in the South African context." Thesis, Stellenbosch : Stellenbosch University, 2012. http://hdl.handle.net/10019.1/71835.
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Thesis (MPhil)--Stellenbosch University, 2012.<br>ENGLISH ABSTRACT: This research reports on the phenomenon of preventable staff loss (human capital) in a South-African government department.
The research covered an analysis of biographical, occupational types and duration of job tenure data of 500 former employees who resigned over a ten-year period. Of these employees, 72 participated in a quantitative survey designed to test opinions around aspects such as career management, retention efforts and the resignation decision. Another 9 participated in telephone interviews.
The evolution of organizational theory over the last few centuries and the recent emergence of organizational systems theory are used as basis for, on the one hand, describing government departments in general as the type of organization under discussion and on the other to identify themes that point to possible avenues for diagnosis of the phenomenon.
Recent trends and technological developments leading to increasing scarcity and fluidity of the labour market are highlighted against the growing importance of the value of human capital and institutional knowledge as key components of achieving organizational goals.
The effects of South-African political developments after 1990 on talent management in general, and enterprise systems in particular, are covered.
The optimal implementation of talent management (as a component of organization-wide knowledge management strategies) is proposed as a possible solution.<br>AFRIKAANSE OPSOMMING: Hierdie navorsing doen verslag oor die verskynsel van voorkombare personeelverlies (Menslike kapitaal) in ‘n Suid-Afrikaanse staatsdepartement.
Die navorsing sluit ‘n analise van biografiese, beroepstipe en lengte van diens van 500 voormalige werknemers wat oor ‘n tien jaar periode bedank het, in. Van hierdie werknemers het 72 deelgeneem aan ‘n kwantitatiewe vraelys wat ontwerp is om opinies rondom aspekte soos loopbaanbeplanning, pogings om personeel te behou, en die bedankingsbesluit te toets. ‘n Verdere nege het deelgeneem aan telefoniese onderhoude.
Die evolusie van organisasieteorie oor die afgelope paar eeue en die onlange opkoms van organisatoriese sisteemteorie is as basis gebruik om eendersyds staatsdepartemente as organisasietipe in die algemeen te bespreek en andersyds sekere temas te identifiseer wat rigtinggewend kan wees in pogings tot diagnose en verdere ondersoek van die verskynsel.
Onlangse neigings en tegnologiese ontwikkelinge wat lei tot toenemende vloeibaarheid en skaarsheid in die arbeidsmark word beklemtoon teen die groeiende belangrikheid van die waarde van menslike kapitaal en institutionele kennis as sleutelkonsepte in die bereiking van organisatoriese doelwitte.
Die gevolge van Suid-Afrikaanse politieke ontwikkelinge na 1990 op die bestuur van talent oor die algemeen, asook die benutting van ondernemingstelsels (enterprise systems) in die besonder, word aangespreek. Die optimale implementering van talentbestuur as onderafdeling van organisasie-wye strategieë vir kennisbestuur word voorgehou as ‘n moontlike oplossing.
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Neto, Daniel Machado de Campos. "Práticas de gestão de talentos nas organizações." Universidade de São Paulo, 2015. http://www.teses.usp.br/teses/disponiveis/12/12139/tde-18012016-162152/.
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A gestão de talentos está entre as principais preocupações dos gestores de Recursos Humanos (RH), contudo ainda existe muita confusão em relação ao tema. Uma das primeiras questões levantadas é como definir quem é talento. Uma vez definido o conceito de talento existe a discussão sobre como fazer a gestão desses talentos e a efetiva implantação dos programas de gestão de talentos. Este trabalho tem por objetivo contribuir com o entendimento das práticas de gestão de talentos nas organizações estudando o conceito de talento utilizado, as práticas em si e as dificuldades de implantação delas. Foram selecionadas para o estudo as empresas que possuem um sistema formal de gestão de talentos. A pesquisa de campo foi feita por meio de um estudo de caso qualitativo com entrevistas em profundidade em empresas com sistema formal de gestão de talentos. Os principais resultados obtidos de acordo com os dados coletados foram que o conceito de talento está centrado na discussão sobre a abrangência e o prazo do programa. Em abrangência se discute o quão inclusivo ou exclusivo deve ser o programa, em prazo a discussão reside no tempo que a empresa espera ter retorno com o seu programa de talento. Uma visão de curto prazo sugere práticas de gestão de talentos que reforcem a aquisição de talentos já prontos, por outro lado uma visão de longo prazo sugere práticas de gestão de talentos que reforcem o desenvolvimento de talentos internos. Os achados sobre as práticas indicaram que elas se concentram nas práticas de planejamento sucessório, formação de pool de talentos e treinamento e desenvolvimento. Na discussão sobre a implantação dos programas os resultados apontaram a importância dos gestores de linha e a influência do contexto para o sucesso da implantação.<br>The talent management is one of the main concerns of Human Resources (HR) managers, however there is much confusion in this regard. One of the first issues raised is how to define who is talented. Having defined the concept of talent there is the discussion on how to manage these talents and the effective deployment of talent management programs. This paper aims to contribute to the understanding of talent management practices in organizations by studying the concept of talent used, the practice itself and the implementation difficulties. Companies that have a formal system of talent management were selected for the study. The field research was a qualitative case study with in-depth interviews in companies with formal system of talent management. The main results obtained from the data collected were that the talent concept is centered on the discussion of the scope and duration of the program. In the the scope the discussion is how inclusive or exclusive the program should be, in duration the discussion lies in the time that the company expects the return of his talent management program. A short-term view suggests talent management practices that enhance the acquisition of talented professionals already ready, on the other hand, a long-term view suggests talent management practices that enhance the development of internal talent. The findings on the practices indicated that they focus on succession planning practices, creating a pool of talent and training and development. In discussing the implementation of the programs, the results showed the importance of line managers and the influence of the context for successful implementation.
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Thilén, Frida, and Elin Pettersson. "Talent Management : Utan Talent Management?" Thesis, Högskolan i Jönköping, Högskolan för lärande och kommunikation, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-30081.
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Syftet med denna studie är att kontrastera en utvald organisations strategier för att attrahera, behålla, utveckla och avveckla de viktigaste resurserna mot Talent Management och dess komponenter. Studien ämnar således mot att göra en kontrastering mellan traditionellt kompetensförsörjningsarbete mot det mer moderna konceptet Talent Management. Författarna har valt att undersöka detta genom att samla empiri från intervjuer med sex medarbetare kombinerat med analys av interna dokument. Resultatet visar att delar av myndighetens arbete med kompetensförsörjning kan likställas med Talent Management men att vissa komponenter är uteblivna. Baserat på resultatet framhålls i resultatdiskussionen att myndigheten möter stora utmaningar gällande enhetligt arbete med kompetensutveckling, kompetensförsörjning och ledarskap på grund utav det delegerade ansvaret från central nivå. I slutskedet av avsnittet för resultatdiskussion redovisas även en sammanfattande slutsats som grundar sig i ett framgångsrikt arbete inom blocken attrahera och avsluta samtidigt som arbete inom blocket behålla och utveckla varierar inom organisationen, dels på grund av delegerat ansvar. Slutligen presenteras förbättringsförslag inom organisationen och vidare forskning inom ämnet.<br>The purpose of this bachelor level thesis is to compare a Swedish public authority’s practical work with competence supply towards the components of Talent Management. The study is aiming to contrast traditional competence supply operations with the more modern concept of Talent Management. The writers have chosen to collect empirical data through interviews with six employees combined with analysis of internal documents. The result shows that parts of the public authority’s work with competence supply have similarities to Talent Management, but some of the components are left out. Based on the results, the discussions shows that this public authority is struggling with united approaches towards competence development, competence supply and leadership because of delegated responsibilities from a central level. In the end the writers are presenting an overall conclusion that is based on the organizations successful work within the blocks of attract and terminate while the work within the block of retain and develop varies within the organization, partly because of delegated responsibility. Finally suggestions for improvement within the organization and further research are presented.
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Tisnado, Galvez Karina Andrea, and Cordova Milagros Marina Rimarachin. "Estrategias de gestión en los procesos de retención del talento humano y la rotación de personal en las empresas en el sector textil, Lima 2019." Bachelor's thesis, Universidad Peruana de Ciencias Aplicadas (UPC), 2019. http://hdl.handle.net/10757/654083.
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El objetivo principal de la investigación fue determinar la relación que existe entre las estrategias de gestión de retención del talento humano y la rotación de personal en el sector textil 2019, bajo una metodología de diseño no experimental, de corte transeccional correlacional, explorando los hechos directamente de los colaboradores mediante la recolección de los datos en un solo momento. Para ello se encuestaron 261 trabajadores de 9 empresas Top de Lima Centro, como muestra de estudio, y quienes se les aplico los instrumentos de estudio, cuyo valor de Alfa de Cronbach muestra una elevada (0.968), y aceptable confiabilidad (0.871).
En los resultados se determinó un coeficiente de correlación inverso entre las variables, mediante la prueba de Rho de Spearman (rho= -0633) y un p valor = 0.000 menor al nivel de significancia establecido (p valor < 0.05), que conllevo al rechazo de la hipótesis nula y la aceptación de las hipótesis planteadas, concluyendo que: “Existe una relación significativa entre las estrategias de gestión de retención del talento humano y la rotación de personal en el sector textil 2019”. Así mismo, se determinó que la gestión estratégica aplicada por las empresas textiles para retener el recurso humano, es catalogada por el 48% de colaboradores en niveles moderados y por el 41% en niveles altos, mientras que la rotación de personal fue caracterizada por el 61% en niveles moderados y por el 30% en niveles bajos.<br>The main objective of the research was to determine the relationship that exists between the management strategies for the retention of human talent and the turnover of personnel in the textile sector 2019, under a non-experimental design methodology, of a transactional correlational cut, exploring the facts directly of collaborators by collecting data in a single moment. For this, 261 workers from 9 Top companies in Lima Centro were surveyed, as a study sample, and who were applied the study instruments, whose Cronbach's Alpha value shows a high (0.968), and acceptable reliability (0.871).
In the results, an inverse correlation coefficient was determined between the variables, using Spearman's Rho test (rho = -0633) and a p value = 0.000 lower than the established level of significance (p value <0.05), which led to rejection. Of the null hypothesis and the acceptance of the hypotheses, concluding that: "There is a significant relationship between the management strategies for the retention of human talent and the turnover of personnel in the textile sector 2019". Likewise, it was determined that the strategic management applied by textile companies to retain human resources is classified by 48% of collaborators at moderate levels and by 41% at high levels, while staff turnover was characterized by the 61% at moderate levels and 30% at low levels.<br>Tesis
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Gustafsson, Isabell, Alessia Sturm, and Anna Petersson. "Talent Management : En studie om rekryteringsstrategier inom Talent Management." Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-35551.
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Inledning: När företag genomgår rekryteringsprocesser så finns där flera olika strategier att använda sig utav. Denna studie kommer att skapa en förståelse för rekryteringsstrategierna som ett specifikt företag som uppger sig jobba enligt Talent Management använder sig av. Syfte: Syftet med denna undersökning är att skapa en förståelse för hur ett företag som uppger sig jobba med Talent Management utformar sin rekryteringsstrategi och därigenom kunna uppfylla ett kunskapstomrum angående rekryteringsstrategierna inom forskningsområdet Talent Management. Forskningsfrågor: Hur definieras talang vid rekrytering i ett företag som jobbar med Talent Management? Hur väljer företag vilka rekryteringsstrategier som är lämpliga? Vilka rekryteringsstrategier använder sig företaget utav? Metod: Denna studie har genomförts med en kvalitativ forskningsmetod som har innefattat semistrukturerade intervjuer för materialinsamlingen. Intervjuerna och det empiriska materialet är insamlat från ett ledande företag inom sin branchen. Slutsats: Denna studie kunde påvisa att de centrala rekryteringsstrategierna i ett företag som uppger sig använda sig utav Talent Management är Head Hunting, Employer Branding, profilering samt talangpooler. Vi kunde även dra slutsatser att samtliga rekryteringsstrategier som förekommer inom ett företag inte nödvändigtvis behöver tillhöra den rådande uttalade managementstilen. Vi har även kunnat påvisa att flera faktorer spelar in i valen av rekryteringsstrategier hos ett företag och att de teorier som går att finna på ämnet Talent Management inte nödvändigtvis behöver vara de strategier som ett företag bäst använder sig utav.<br>Background: When companies go through the recruitment process there are a lot of different strategies to choose from. This paper will help understanding the recruitment strategies that a specific company uses from the perspective of Talent Management. Purpose: The purpose with this study is to create an understanding of how a company that is working with Talent Management forms their recruitment strategy. Research Questions: How does the company when working with Talent Management define talent when it comes to recruiting? How does the company choose which recruitment strategies that are suitable? What kind of recruitment strategies does the company use? Method: This study has been conducted with a qualitative research method that includes semi-structured interviews for data collection. The interviews and the empirical data is gathered from a leading company in the bed industry. Conclusion: This study has shown that the central recruitment strategies in a company that is working with Talent Management are Head Hunting, Employer Branding, Profiles and Talent Pools. We could also come to the conclusion that all of the recruitment strategies that a company uses doesn’t necessarily has to be connected to the prominent management style in the company. We could in this study also show that several factors come into play when companies have to choose recruitment strategies.
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Wiblen, Sharna Lee. "Talking about talent: conceptualising talent management through discourse." Thesis, The University of Sydney, 2014. http://hdl.handle.net/2123/13257.
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This thesis employs discourse analysis in order to understand how the concepts of “talent” and “talent management” are socially constructed within an organisational setting and the ways in which these are then brought into being and enacted. The research highlights that the meanings attributed to these often “taken for granted” concepts is not commonplace or self-explanatory, but rather that they come about via ongoing processes of negotiation within organisational settings. The thesis is a case study of talent management at a single Australian Professional Services Firm - PSF - and its multiple business units. It is one of very few empirical studies that examines talent management in an organisation and provides important empirical insights into the how, what and why of talent management which are notably absent in the literature. A discourse analytic framework which distinguished between discursive concepts, objects and subjects is employed to examine the talk about talent in the case study organisation. This approach enables the thesis to contribute to our understanding of talent management in several ways. While previous publications on talent management have offered prescriptive and normative assumptions about how organisations should or could define talent and conduct talent management, the thesis examines the discursive processes associated with attributing meanings to concepts and highlights how talent concepts adopted within organisations are themselves social constructions with multiple meanings potentially attributed to the same term. The thesis challenges the assumption that stakeholders in an organisation will maintain the same definition of talent, and instead argues that the meaning of talent can be debated and attributed a variety of meanings, not only between organisations, but also within organisations. The thesis also challenges the existing conceptual frameworks which imply that categories of talent are mutually exclusive. It illustrates that executives, business units and organisations such as PSF can simultaneously draw upon multiple conceptualisations to attribute multiple meanings to talent. The thesis makes an original contribution to the understanding of talent management by indicating that talent management concepts, objects and subjects are interconnected. This is because executives and business units within PSF were required to operationalise and bring into reality their idea of talent (concept) through material arrangements indicative of talent management (objects) which are then enacted on employees (subjects). It argues that “talent” is a not separate, incidental or intermittent aspect of talent management, but rather an integral facet of the associated practices and shows that the meaning of talent arises from ongoing processes of negotiation, with these meanings affecting the practice of talent management and the individuals who are the subject of these practices.
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Hrouda, Lukáš. "Talent Management v organizaci." Master's thesis, Vysoká škola ekonomická v Praze, 2012. http://www.nusl.cz/ntk/nusl-192923.
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The Master's Thesis deals with the issue of talent management. Its main goal is to create a talent management in the company Panalpina Business Services (Prague), Ltd., which currently doesn't have similar program, but in the near future this issue will have to be solved. The thesis is divided into two parts, theoretical and practical. The theoretical part provides a comprehensive introduction to the basic terms of talent management and individual steps to implement talent management program. It is based on specialized literature and theoretical knowledge. It also analyzes the problems that may arise during implementation. The practical part starts with an analysis of HR activities in relation to talent management and suggests various measures. The following chapter contains a proposal of talent management for the company. One section of the proposal contains evaluation of the most important competencies for individual programs.
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Hrdinová, Šárka. "Talent management ve společnosti." Master's thesis, Vysoká škola ekonomická v Praze, 2013. http://www.nusl.cz/ntk/nusl-193616.
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This Master's Thesis deals with the issue of talent management at Tesco Stores ČR a.s. The main goal was to create an action plan for cooperation with talent's at Tesco Stores ČR a.s. leading to an increase in employee engagement. Through a detailed study of specialized literature, talent management and its processes, employee development, succession planning, career management and performance management were defined. An analysis of the current system of talent management in the company was created based on interviews and a questionnaire survey. A SWOT analysis generated recommendations and suggestions for improvement on specific activities for talents, optimization of succession plans and development programmes.
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Pecháčková, Marcela. "Talent Management v organizaci." Master's thesis, Vysoká škola ekonomická v Praze, 2012. http://www.nusl.cz/ntk/nusl-199074.
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This master thesis focuses on actual topic of talent management. The thesis is divided into two parts, theoretic and practical one. The first one covers basic terms of talent management, evaluation, development and motivation, career management and retention of talented employees within company. In order to obtain necessary information secondary data were used. In second part there is an analysis of current state of human resources management in the company. The analysis is based on empiric research which consists of interviews with concerned people in company management and investigation of internal methodical materials. As a next step there is an analysis of employee's satisfaction which was realised through questionnaires. Thank to those data I suggested possible corrective measures to improve level of particular activities of human resources management in order to set up talent management, which is the main goal of my thesis. Based on previous findings and recommendations I also suggested complex solution of talent management's set-up in the company. Final part sums up results and recommendations for the company.
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Li, Fang Fang, and Pierre Devos. "Talent management: art or science? : The invisible mechanism between talent and talent factory." Thesis, University of Kalmar, Baltic Business School, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:hik:diva-473.
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<p>Talent management has been a heating-up topic in recent years. It has a positive effect on the ability to create a compelling, productive, and valued enterprise for all stakeholders — employees, customers, business partners and investors. Moreover, talent management facilitated talent flexibility and enables the rapid growth of the business, ensuring rapid alignment with the requirements established by business leaders as the company evolved. Meanwhile, the importance for a company to attract and retain a high-quality workforce is moving into the boardroom agenda, more and more attention is pain on this acute topic.</p><p>In this thesis, we are doing the research on how to build up a talent factory within the company – how to recruit the most outstanding people to meet the business needs, how to maximize the potential of employees, how to put the right people in the right position and finally how to keep the best people in the company. In order to achieve it, we conducted our research from different methodologies (literatures, case studies, interviews) to find the answer our research question: is talent management a science or an art in order to build up a talent factory? At the end, we came out of our own understanding about the talent management and the accommodations of building up a talent factory.</p>
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Nováková, Nikola. "Talent management v telekomunikační společnosti." Master's thesis, Vysoká škola ekonomická v Praze, 2014. http://www.nusl.cz/ntk/nusl-193553.
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Diploma thesis is focused on Talent Management in telecommunication company. The main aim of this thesis is to analyze talent programs in this company and find a solution for detected mistakes in programs. Diploma thesis is divided to theoretical and practical parts. In the theoretical part there is an explanation of basic concepts of talent management, its evolution and importance. There is also a definition of components of Talent Management and its negatives and positives. The theoretical part is finished with analysis of legal regulations in the Czech and Slovak Republic. In the practical part there is an analysis of talent programs, which is based on semistructured interviews with employees of the company, internship in there and internal documents and questionaries. In the last chapter there is an identification of mistakes in programs and based on this there is a proposal of solution for the company.
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Allen, Keri. "Organizational Strategies for Developing New STEM Talent." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4346.
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U.S. business leaders are experiencing a deficiency within STEM skill sets in newly hired employees, resulting in challenges to business sustainability. The purpose of this case study was to identify strategies used to develop new STEM employees for business sustainability. Participants included 5 IT business leaders who had experience developing new STEM employees in a technology organization in New York. The 3-part theory of knowledge management, knowledge creation, and knowledge transfer was the conceptual framework for this study. Data collection included face-to-face interviews and analyses of company training plans, videos, and internal websites. Methodological triangulation of the analysis technique included organizing, collecting, and comparing data. Data analysis included a generic coding process to identify 3 themes: (a) strategies for organizational effectiveness, (b) strategies for new IT employee enrichment, and (c) strategies for improving business productivity. The results of the study indicated strategies to deliver employee training and development systems leveraging internal knowledge management and transfer could provide business leaders with effective ways to increase productivity and maintain organizational effectiveness. The social implications of the study include the potential to improve the economic strength of the local community because new insights on the development of STEM employees may lead to increased hiring and business sustainability.
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Šimonová, Lucie. "Talent management ve vybrané společnosti." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2015. http://www.nusl.cz/ntk/nusl-225102.
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This master’s thesis is focused on Talent management. First part is devoted to theoretical knowledge which includes description of basic terms like „talent”, „Talent management” or „motivation”. The practical part which uses these findings is processed in collaboration with a selected company interested in talent management implementation.
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Zíková, Šárka. "Talent management ve firemní praxi." Doctoral thesis, Vysoká škola ekonomická v Praze, 2009. http://www.nusl.cz/ntk/nusl-126589.
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The dissertation is focused in detail on the topic of Talent Management - talent management in the corporate practice. The aim of the dissertation is to verify that the general trends of the current talent management are applied in the business (corporate) practice. The core of the initial part is the analysis of available resources to the topic of current talent management (vocational studies, outcomes of professional conferences, newspaper articles, publications and statements of respondents). The authentication part is based on a research study in the region of the former district Klatovy. The conclusion is divided into several sub-outcomes - recommendations for the respondents, including proposed timetable for implementation, a summary of the best practices in talent management, a description of talent management specification observed according to the focus and the company size, and also the indication of the possible pitfalls of talent management.
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Mitchell, A'Shawn Lora. "Corporate Image Branding Strategies to Attract Engineering Talent." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7561.
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Aerospace and defense leaders need corporate image branding strategies to improve their attraction of engineering talent to the industry. The purpose of this single case study was to explore corporate image branding strategies leaders use at an aerospace and defense company to attract talent and increase competitive advantage. The framework for this study was the recruitment equity model. The sample population consisted of 5 marketing leaders and 5 talent acquisition leaders of an aerospace and defense company in the eastern region of the United States. The study participants had a minimum of 5 years of experience attracting engineering talent using branding strategies. Data were collected from semistructured interviews and a review of the company's talent attraction plan. The data analysis process included methodological triangulation, coding, and identifying themes. Four themes emerged: having an attractive place to work, using social media to attract talent, ensuring the mission is the basis for attracting talent, and attracting untapped talent. Findings from this study might assist aerospace and defense leaders in implementing corporate image branding strategies that close the gap of talent attraction to the aerospace and defense industry. The implications for positive social change include the potential to increase innovation and reduce national security vulnerabilities by attracting talent to the aerospace and defense industry. The business leaders of aerospace and defense will keep the industry viable by attracting top engineering talent to a workforce that is responsible for eliminating the advanced threats to the nation and its allies.
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Kjellman, Simon. "Talent management : Which tensions between organizational performance and employee engagement can arise when using talent management?" Thesis, Högskolan i Halmstad, Akademin för ekonomi, teknik och naturvetenskap, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-32759.
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Title: Talent Management Author: Simon Kjellman Level: Master Thesis 30, hp Keywords: Talent management, Organizational Performance, Employee engagement, Human resource management Background: Today business is pressured to provide result and profit, but at the same time provide health and stimulate work environment for the employees. Human resource is rising to be the organizations new winner to get a competitive advantage. In order to be successful and continue to grow, companies need to attract and maintain their talent. Research question: Which tensions between organizational performance and employee engagement can arise when using talent management? Purpose: The purpose of this thesis is to develop an understanding of which tensions between organizational performance and employee engagement that can arise when using talent management. By focusing on employee engagement and organizational performance, I put the emphasis on the approaches used when using talent management and therefore I also developing what characterizes the used approach. Method: A qualitative research approach was applied, which included a case study design consisting of multiple cases. Unstructured interviews and observations were the methods used for collecting the empirical data. The seven respondents were selected from two Swedish companies, based on a theoretical sampling method. The data analysis method included a cross-case analysis. Theoretical framework: Based on the purpose, the concepts that I find most relevant and coherent with Talent Management, Employee engagement and Organizational performance will be introduced and explained in the following sections. At first, Talent Management is defined and explained and then the employee engagement and organizational performance come as following. The theories will provide the basis for a detailed investigation and analysis over Talent Management. Findings: Swedish companies uses a collective approach to talent management. What characterizes the work with talent management in a collective culture are inclusion, democracy, soft culture and communication. They are using democratic and human ways of treating their employees. This causes the tension to be low in overall because usually the desires are met on both sides. Signs of separation in developments plans between different professionals can start a tension. The communication is important when using talent management to get a stable work environment.
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Lindqvist, Emma, and Erika Olofsson. "Talent Management – Företagens väg till framgång?" Thesis, Umeå universitet, Handelshögskolan vid Umeå universitet, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-60441.
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Då konkurrensen mellan företag har blivit hårdare och att behålla de talangfulla medarbetarna blivit viktigare har Talent Management fått större utrymme i dagens forskning och fler företag har börjat använda sig av det. Talent Management handlar om att attrahera och ta vara på talanger i företag och att ha rätt person på rätt plats vid rätt tidpunkt. För att få bättre förståelse för hur företag arbetar med Talent Management och om det är något som är positivt för företag, har vi valt att göra en kvalitativ studie med semistrukturerade intervjuer på ett fallföretag inom banksektorn. Vi har utgått från ett företagsledningsperspektiv och har därför valt att intervjua respondenter på ledande positioner. Sex personer har intervjuats och vi har sedan analyserat resultatet med hjälp av olika teorier inom ämnet Talent Management. Syftet har varit att undersöka om Talent Management kan leda till konkurrensfördelar för företaget. Det som framkommit under empirin är att respondenterna är positiva till arbetet med Talent Management och kan se många fördelar till följd av detta. Exempelvis upplever de att företaget får ett bredare underlag för att hitta potentiella kandidater samt att medarbetarna får större chans att utvecklas inom organisationen. De slutsatser vi har dragit utifrån studien är att för att lyckas med Talent Management måste företaget ha god möjlighet till intern rörlighet och därför kan det vara fördelaktigt om det är ett större företag då de ofta har bättre möjligheter till detta. Vidare har vi sett att motivation, produktivitet och minskad personalomsättning är faktorer som hänger samman och som bidrar till att skapa nytta för företaget. Vi har också kunnat se att ett lyckat arbete med Talent Management leder till ett starkt arbetsgivarvarumärke vilket är en varaktig konkurrensfördel för företaget. Talent Managementarbetet bidrar även till att företaget blir en flexibel organisation, vilket vi ser som ytterligare en konkurrensfördel. Ett av de eventuella hot som vi identifierat i samband med studien är att det kan finnas en risk att medarbetarna inte har möjlighet att använda sig av den kunskap de fått av all utbildning. Därför bör det finnas en tydlig koppling till vad de kommer att arbeta med, så att de ser dessa möjligheter, annars finns det risk att de kommer söka sig till andra företag där de har större användning av den kunskap de besitter. De rekommendationer vi vill ge till vårt fallföretag är att de måste fortsätta att arbeta med Talent Management och få det att bli en självgående process. Vi ser även att de måste få in Talent Managementarbetet i hela organisationen, inte bara bland de som är närmast inblandade. Arbetsgivarvarumärket samt alla utvecklingsmöjligheter för medarbetarna är något de lyckats bra med på företaget och ser det som mycket viktigt att de hela tiden fortsättar att jobba för att förbättra dessa områden ytterligare.<br>As the competition between companies and retain the talented employees has become tougher, Talent Management has become something that gets more attention in today’s research and more companies have started to use it. Talent Management is about how to attract and utilize talent in the company and have the right person at the right place at the right time. To get a better understanding of how the companies works with Talent Management and if it creates positive outcomes for the companies, we have done a qualitative study using semi-structured interviews in a case company in the banking sector. We have used a business management perspective, and therefore interviewed respondents in senior positions. We have interviewed six people, and then we analyzed the results using different theories on the subject Talent Management. The aim was to investigate if Talent Management can lead to competitive advantages for the company. What emerged from the empirical data is that respondents are very positive to work with Talent Management and they see many benefits of using it. For example, they feel that it gains a wider basis to find potential candidates and employees to have a greater chance to develop within organization. The conclusions we have drawn from this study is that to succeed with Talent Management, the company needs good opportunities for internal mobility and therefore it could be advantageous with a large company, where they often have better opportunities. Furthermore, we have seen that motivation, productivity and reduced employee turnover are all factors that are interrelated and contribute to creating benefits for the company. We have also seen that the work of Talent Management is successful when it leads to a strong Employer Branding and this is something that becomes a sustainable competitive advantage for the company. Talent Management- work also helps to make the company a flexible organization, which we see as another competitive advantage. The potential threat that we have identified in this study is that there may be a risk that employees are unable to use the knowledge they have been given from all the education. There must be a clear connection to what they will be working with, so they see these opportunities, otherwise they will move to another company where they have greater use of that knowledge. The advice we give to our case company is that they must continue to work with Talent Management and make it become a self-sustaining process. We also see that they have to get the Talent Management- work into the whole organization, not just among those who are directly involved. Their Employer Branding and all the development opportunities for the employees is something they have succeeded well with at the company and we see it as essential that they keep working to improve these areas further.
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Alamri, Muteb Ahmed. "Talent management challenges in Saudi Arabia." Thesis, Brunel University, 2015. http://bura.brunel.ac.uk/handle/2438/13623.
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This thesis investigates talent management challenges in public and private organizations in Saudi Arabia. The lack of studies into talent management challenges has motivated the researcher’s work, in particular focusing on whether talent management challenges are applicable to both private and public organizations. In order to answer the research questions, the researcher reviews previous research related to talent management in general and talent management challenges in particular. A list of talent management challenges was provided and then those challenges were linked to institutional theory. The researcher used semi-structured interviews to collect primary data. 18 human resource managers, 8 private organizations, and 8 public organisations were interviewed. The researcher after that transcribed the interview one by one. This was followed by applying manual coding. The researcher’s findings suggest that there are three types of challenges, firstly, challenges those can be found in private and public organizations, secondly, talent management challenges that can be found in public organizations, thirdly, talent management challenges that can be found in private organizations.
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Íñigo, Pascual Aguirre, and Andreas Manke. "Talent management : An illustration through sports." Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-34561.
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The word talent is becoming more important nowadays in a world where every-thing is getting globalizing. Along this thesis, the authors take a close look to the definition of talent and the role of the talent management theory. It is also mentioned other topics such as knowledge management and human resources management, and how both are connected to talent management through tal-ent itself. This process is mainly structured in three key elements: To find, develop and retain a talent. During the whole process, the concept of leader-ship and leader will be present. The authors use the world of sports as illus-tration to make the talent management and leadership topics more visible to the reader. Several experts were interviewed from different fields and with their knowledge and experiences, Íñigo and Andreas come to the final conclusion where it can be appreciated how business can learn and beneficiate from sports and vice versa.
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ZHANG, YUQI. "Talent Management Implementation Within Organizational Context." Thesis, KTH, Skolan för industriell teknik och management (ITM), 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-232501.
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Muhonen, Rebecca. "Talent management: vem, hur och varför?" Thesis, Stockholms universitet, Sociologiska institutionen, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:su:diva-144886.
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Gronychová, Gabriela. "Globální talent management ve společnosti Schindler." Master's thesis, Vysoká škola ekonomická v Praze, 2015. http://www.nusl.cz/ntk/nusl-201730.
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The Master thesis Global talent management in Schindler Company aims to map the concept of the career programme in Schindler Company SCDP (Schindler Career Development Programme) and to assess the feedback of programme participants based on the survey among participants. The thesis is divided into three parts. The first part of the thesis consists of theoretical knowledge on talent management and work with talents. Basic and key terms that are crucial for deeper introduction to the topic are defined in this part as well. The second part already has a practical character and it is dedicated to the program. Its particular phases, objectives and specifics are defined. The research part is based on the survey completed by participants of the programme. The programme is assessed based on the evaluation of the survey and recommendations for its improvement are proposed. The benefit of this thesis is the provision of survey results and recommendations for programme improvements, which can help Schindler with better understanding on their talents´ attitude.
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Žárský, Václav. "Talent management v spoločnosti Vigour a.s." Master's thesis, Vysoká škola ekonomická v Praze, 2014. http://www.nusl.cz/ntk/nusl-205912.
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This diploma thesis provides a comprehensive overview of talent management (TM) in a context of in-depth research in areas of identification, development and stimulation of talented employees. The theoretical part settles the term of a talent and TM in a corporate practice, introduces its development in human resources and demonstrates building a concept on a strategic level as a key to competitiveness of a company. In addition, it describes the process of TM and the context with other practical matters in process of integration within an organisation. The practical part researches the main processes in the analysed company from the genesis of segmented approach to talents, through lessons learnt in a real scenario, to recommendations in following innovations. The conclusion is supported by exports of career interview records with employees and exports of a questionnaire provided by internal mentors. Suggested changes are defined in compliance with the TM concept in the organisation and methodological recommendations.