Relevant bibliographies by topics / Talent acquisition

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Talent acquisition'

Author: Grafiati
Published: 4 June 2021
Last updated: 12 June 2025

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Journal articles on the topic "Talent acquisition"

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T V. Varuni, T. V. Varuni, and Prof B. H. Suresh Prof. B. H. Suresh. "Talent Acquisition in Non Government Organizations." Global Journal For Research Analysis 3, no. 8 (2012): 146–49. http://dx.doi.org/10.15373/22778160/august2014/49.

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Das, Gopa. "Talent Acquisition: It’s evolving Pattern." IRA-International Journal of Management & Social Sciences (ISSN 2455-2267) 6, no. 1 (2017): 45. http://dx.doi.org/10.21013/jmss.v6.n1.p7.

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<div><p><em>It is rightly said that “Change is the only CONSTANT thing in the world”, rightly so human beings or rather HUMAN RESOURCES are continuously evolving with respect to time. Employees of the organization are termed as Talent’s and every organization is having a deep urge to acquire the best of the best talents for their organization .With the emergence of new trends and the introduction of new tools, the talent acquisition process is dynamically evolving. Talent acquisition has emerged as a key business imperative for organization s for its role in sourcing the right talent to ensure long term growth. It is now a long term strategy for organizations and HR functions for their role in driving the overall success and the profitability of the organization.</em></p><p><em>Through profound literature review, this paper presents information regarding the building of an effective talent acquisition strategy in order to face challenging economic conditions. It mentions the analysis of recruitment trends, marketing strategies and web-based recruitments. It highlights the key challenges involved in Talent Acquisition and also suggests means develop new strategies to keep up with the evolving challenge.</em></p></div>
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Cairns, Thomas D. "Disruptive Talent-Acquisition Strategies." Employment Relations Today 42, no. 3 (2015): 29–35. http://dx.doi.org/10.1002/ert.21522.

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Marrybeth, Jackqueen Keith, John Stave Brackz, William Boy Hadson, and Marcus Sandy Zlong. "Talent acquisition and talent engagement practices significant impact over employee satisfaction." International research journal of management, IT and social sciences 6, no. 6 (2019): 244–52. http://dx.doi.org/10.21744/irjmis.v6n6.807.

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It is observed that talent acquisition and talent engagement practices have a significant impact on employee satisfaction in the deemed universities. It is also disclosed that talent development and talent retention practices are found to be insignificant. It clearly indicates that the deemed universities are keen on talent acquisition and talent engagement, but they are failed in implementing talent development as well as talent retention strategies. Further, this analysis unveiled that talent acquisition and talent development practices have a significant impact on employee satisfaction in business schools. It is also disclosed that the talent engagement and talent retention practices are found to be insignificant. It clearly indicates that business schools are keen on talent acquisition and talent development, but they are failed in implementing talent engagement as well as talent retention strategies.
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Meher Taj, Syeda. "Talent Acquisition: The Social Way." NHRD Network Journal 6, no. 3 (2013): 8–10. http://dx.doi.org/10.1177/0974173920130305.

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Pillai, Rajasshrie, and Brijesh Sivathanu. "Adoption of artificial intelligence (AI) for talent acquisition in IT/ITeS organizations." Benchmarking: An International Journal 27, no. 9 (2020): 2599–629. http://dx.doi.org/10.1108/bij-04-2020-0186.

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PurposeHuman resource managers are adopting AI technology for conducting various tasks of human resource management, starting from manpower planning till employee exit. AI technology is prominently used for talent acquisition in organizations. This research investigates the adoption of AI technology for talent acquisition.Design/methodology/approachThis study employs Technology-Organization-Environment (TOE) and Task-Technology-Fit (TTF) framework and proposes a model to explore the adoption of AI technology for talent acquisition. The survey was conducted among the 562 human resource managers and talent acquisition managers with a structured questionnaire. The analysis of data was completed using PLS-SEM.FindingsThis research reveals that cost-effectiveness, relative advantage, top management support, HR readiness, competitive pressure and support from AI vendors positively affect AI technology adoption for talent acquisition. Security and privacy issues negatively influence the adoption of AI technology. It is found that task and technology characteristics influence the task technology fit of AI technology for talent acquisition. Adoption and task technology fit of AI technology influence the actual usage of AI technology for talent acquisition. It is revealed that stickiness to traditional talent acquisition methods negatively moderates the association between adoption and actual usage of AI technology for talent acquisition. The proposed model was empirically validated and revealed the predictors of adoption and actual usage of AI technology for talent acquisition.Practical implicationsThis paper provides the predictors of the adoption of AI technology for talent acquisition, which is emerging extensively in the human resource domain. It provides vital insights to the human resource managers to benchmark AI technology required for talent acquisition. Marketers can develop their marketing plan considering the factors of adoption. It would help designers to understand the factors of adoption and design the AI technology algorithms and applications for talent acquisition. It contributes to advance the literature of technology adoption by interweaving it with the human resource domain literature on talent acquisition.Originality/valueThis research uniquely validates the model for the adoption of AI technology for talent acquisition using the TOE and TTF framework. It reveals the factors influencing the adoption and actual usage of AI technology for talent acquisition.
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Kumar A. P., Santosh. "Aligning Talent Acquisition Practices to Strategic Business Objectives." NHRD Network Journal 12, no. 3 (2019): 261–69. http://dx.doi.org/10.1177/2631454119888092.

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In this article, I outline five different ways in which the talent acquisition function can contribute to strategic business objectives. First, it is necessary to hire employees who are empathetic to the business values, as talent which is able to empathetically connect to end users of business propositions can build enduring value. Second, while building firm-specific human capital has been seen as a difficult project, appropriate talent acquisition practices could signal how specific forms of human capital can flourish in unique organisational ecosystems. Third, talent acquisition can help in building a healthy mix of perspectives by drawing talent from outside to collaborate with internal talent and ensure that there is a constant regeneration of strategic perspectives. Fourth, the talent acquisition function can anticipate technological disruptions and identify talent with high learning agility that can help navigate organisations through such disruptions. Fifth, the talent acquisition practices can resonate with business strategy by being cognizant of business cycles of expansion and efficiency in enabling hiring decisions.
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Walford-Wright, Gavin, and William Scott-Jackson. "Talent Rising; people analytics and technology driving talent acquisition strategy." Strategic HR Review 17, no. 5 (2018): 226–33. http://dx.doi.org/10.1108/shr-08-2018-0071.

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Purpose This paper aims to study the opportunities that have been created through technological advancement in the talent acquisition industry and how this links to strategic HR management (SHRM) and business strategy. It focuses on how an organisation can embrace the world’s leading technology and compose a unique technology stack to overcome its challenges in talent acquisition. Design/methodology/approach This paper opted for a blend of qualitative and quantitative data gathered through interviews, online questionnaires and the literature review of relevant secondary data. The justification of the primary research methodology was to gather valid and reliable data to inform decisions and address the research question. Findings The analysis of the data shows a significant improvement in all the key metrics related to the talent acquisition process after the implementation of “Talent Rising” model. The role of a recruiter and the talent acquisition team has radically changed and has now become an internal strategic partner with aligned interest, an advisor to the organisation. There is an increase in the use of new media/technology to attract candidates and with the increase in millennial candidates entering the workforce, social media will be increasingly important in talent branding and attraction; the digital by default generation is already here. Research limitations/implications The “Talent Rising” model has been specifically created and designed to be used by others: organisations, academics and policy makers. It is a “plug and play” tech stack model which can be used like an a la carte menu dependent on the actual requirements (and investment appetite) for each organisation. Practical implications This paper includes implications for the creation of a people analytics and talent technology framework to reduce cost per hire, reduce time to hire and increase quality of hire. Originality/value This paper fulfils an identified need to study how people analytics and technology can drive talent acquisition strategy.
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Bhati, Abhishek, and Mathew J. Manimala. "TALENT ACQUISITION AND RETENTION IN SOCIAL ENTERPRISES." Journal of Security and Sustainability Issues 1, no. 1 (2011): 37–51. http://dx.doi.org/10.9770/jssi.2011.1.1(4).

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Abdulla, Irfan. "Introduction to Talent Acquisition and Social Media." NHRD Network Journal 6, no. 3 (2013): 4. http://dx.doi.org/10.1177/0974173920130303.

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Dissertations / Theses on the topic "Talent acquisition"

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MURZABULATOV, ARMAN. "The problem of resume overload during talent acquisition." Thesis, KTH, Tillämpad maskinteknik (KTH Södertälje), 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-170036.

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Desmarais, Chantal. "Le talent en acquisition des langues secondes perspectives neuropsychologiques." Thesis, University of Ottawa (Canada), 1986. http://hdl.handle.net/10393/4869.

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Naidu, Dashalia. "An exploratory study of trending talent acquisition tools and techniques in the South African context." Diss., University of Pretoria, 2019. http://hdl.handle.net/2263/77867.

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The review of talent acquisition tools and techniques used in South Africa is not widely available in literature. To implement and utilise appropriate tools and techniques to foster talent acquisition and maintain competitive advantage in this regard, organisations need to keep their finger on the pulse. Therefore, the subsequent research aimed to provide greater insight. The purpose of the dissertation was to review current literature on global trends of talent acquisition tools and techniques, thereafter provide insight on the trending tools and techniques used in the South African context. Along with the reported trends, their impacts and best practice were reviewed. Due to the dire need for South African context-based research on talent acquisition tools and techniques used, this study reports on empirical results as informed by some of South Africa’s largest insurers. The empirical results were obtained by using a qualitative research method with an interpretative approach. Qualitative surveys in the form of semi-structured interviews were used as the data collection tool to extract the relevant information from the three participating organisations. Thematic analysis was used to thoroughly analyse and structure the raw data. The main findings reflected that each organisation makes use of talent acquisition mechanisms as they see fit with a steady incline in the use of digital and online tools and techniques. The impacts and best practices and policies applied are further discussed although the consensus leans towards reasonable accommodation and emphasis on diversity and inclusion. The dissertation contributed to talent acquisition practices as the empirical findings reflected practices which are relatable and representative of similar organisations’ current way of work. More so, the literature reviewed is current and informative.<br>Dissertation (MCom)--University of Pretoria, 2019.<br>Human Resource Management<br>MCom<br>Unrestricted
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Paramita, Dhyana. "Digitalization in Talent Acquisition : A Case Study of AI in Recruitment." Thesis, Uppsala universitet, Institutionen för samhällsbyggnad och industriell teknik, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-413081.

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The trend of changing technology has affected different sectors including human resources in the process of recruitment and selection. Different technology solutions offer various benefit for recruitment practices especially in terms of efficiency outcome while it seems to overlook the relationship outcomes. Whether or not to have a balance approach depends on how a firm views their own recruitment process. The purpose of this study is to understand firm’s orientation towards its approach in performing recruiting practices. The analysis and discussion is articulated through the phenomenon of AI in recruiting with the interplay of different views especially from human resources and operations management. This study follows an inductive qualitative single case study that involves 11 HR professionals to participate in semi-structured interviews. The data analysis is performed with thematic analysis to develop grounded theory which is based on approach introduced by Gioia (see Corley and Gioia, 2004; Gioia et al., 2013). The findings proposed by this study is TOP framework which covers competitive advantage through operations, redefining customer orientation, and process enhancement through collaboration.
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Chen, Yao M. "How do national and organizational cultures affect talent retention during an international merger and acquisition?" Thesis, Capella University, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3731959.

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<p> While the study of international mergers and acquisitions has taken place from many perspectives, this quantitative research focused on talent retention at the integration stage of the transaction: specifically, both the national culture and the organizational culture aspect of the impact on the acquired employees&rsquo; continued employment decision. In all, 329 Chinese, American, German, and Swiss employees that had been acquired by an American global pharmaceutical company were invited to participate in an online survey. The majority of the respondents were from Germany and Switzerland. The findings revealed that the acquired employees valued adequate organizational leadership, human resource practices, the work environment, and employee relations highly when it comes to employment. The difference between their nationalities and the employer&rsquo;s was a secondary consideration. The discovery informed practitioners that one of the key integration strategies was to merge organizational culture with a touch of national flair. Likewise, the organizational culture fitness, rather than any national culture differences, should be the focal point during the culture due diligence. Respecting different norms and customs in a different country without sacrificing one&rsquo;s ethical beliefs should always be taken into consideration when operating in a foreign country. The research is unique in the way that it assessed both national, as well as organizational cultural gaps and how the gaps influenced the continued employment decision. A similar approach has not been observed in the international mergers and acquisitions (IM&amp;A) studies to date. Researchers are urged to generate more responses through multiple transactions completed by the same buyer from other countries to assess the reliability of the claims made by this study. </p>
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Komárková, Andrea. "Motivační program pro talenty a jeho přínosy pro zaměstnance a zaměstnavatele." Master's thesis, Vysoká škola ekonomická v Praze, 2011. http://www.nusl.cz/ntk/nusl-192949.

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Master thesis is focused on the topic of talent management. It is divided into theoretical and practical part. The theoretical part defines basic terms of talent, talent management, talent management processes - acquisition, development and retention of talented employees in the organization. The second part of the thesis focuses firstly on the introduction of Unicorn and analysis of the current state of talent management in the company. Information was obtained by interviewing concerned people and by study of methodological materials of the company. Furthermore, the practical part presents an evaluation of the current state of work with talented employees in Unicorn and suggests improvements of the situation. The final section summarizes the outcomes and recommendations for Unicorn.
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Alkire, Terry Dean. "Perception is everything : measuring the effect of liability of emergingness on how western talent workers perceive employment with emerging market firms." Thesis, Aix-Marseille, 2014. http://www.theses.fr/2014AIXM1049.

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Ce travail doctoral porte sur l'accroissement des investissements directs à l'étranger dans les pays développés par les entreprises des marchés émergents (EMEs) et leur besoin à attirer et retenir les salariés de talents à l'Ouest. Au moyen de deux enquêtes distinctes nous abordons cette question avec trois études différentes mais complémentaires. La première étude se réfère à la théorie de « organization attractiveness » : Les EMEs ont-elles un handicap d'« emergingness » qui réduit leur attractivité en tant qu'employeur ? Dans le deuxième essai, nous nous appuyons de recherche relatif au « capital psychologique » : Les salariés ayant des niveaux plus élevés de capital psychologique sont-ils moins touchés par le handicap d'« emergingness » ? En utilisant la méthode du « policy capturing » le troisième essai répond à la question : Le handicap d'« emergingness » des EMEs a-t-il un impact sur la décision des salariés de talents de quitter leur emploi après une acquisition? Les résultats suggèrent que les EMEs ont une attractivité organisationnelle significativement plus faible que les entreprises des marchés développés et que les salariés ayant des niveaux plus élevés de capital psychologique sont plus attirés par des sociétés multinationales, et cela quel soit leur origine et que les EMEs subiront une perte de personnel post- acquisition plus élevée. Cette recherche met en évidence l'impact négatif du handicap d'« emergingness » rencontré par les EMEs sur les marchés occidentaux. Notre recherche suggère que les gestionnaires des EMEs devraient prendre en compte ce handicap en se concentrant sur les individus ayant des niveaux élevés de capital psychologique<br>This doctoral research focuses on emerging market multinational corporations' (EMNCs) increasing outward foreign direct investment into developed countries and their need to attract and/or retain key Western talent. Using two separate surveys we address this lacuna with three research studies. The first essay uses theory from the organization attractiveness literature to answer the research question: Do EMNCs have a liability of emergingness lowering their attractiveness as employers? In the second essay, we draw upon the rising field of psychological capital to address the research question: Are individuals higher in psychological capital less affected by the liability of emergingness bias? Finally, using policy capturing modeled from the merger and acquisition literature stream, the third essay answers the research question: Does EMNC liability of emergingness impact post-acquisition turnover intentions? Findings in the first essay suggest that EMNCs have significantly lower organizational attractiveness than developed market firms. In the second essay, we find individuals higher in psychological capital more attracted to multinational corporations regardless of their origin. The third study suggests that EMNCs will have higher post-acquisition turnover than developed market firms. Theoretically, this research highlights the negative impact of the liability of emergingness faced by EMNCs in Western markets. Our research further suggests that EMNC managers responsible for recruiting and retention should recognize this bias by focusing on individuals with high levels of psychological capital
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Zhang, Jiali (Connie). "Effects of executive-level leader's transformational leadership on talent retention in post merger and acquisition in China." Thesis, Nottingham Trent University, 2014. http://irep.ntu.ac.uk/id/eprint/290/.

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Talent retention, which can be defined as organizational practices aiming at maintaining the continued employment of high potential and high-performing incumbents to fill the key positions that have the potential to have an impact on the competitive advantage of an organization (Schneider, 1987; Coldwell et al., 2008; Zhang et al., 2014), has been identified by previous researchers (e.g. Lubatkin et al., 1999; Cooke, 2006; Hartmann et al., 2010; Makela et al., 2010) as a particularly important measure of post-merger and acquisition (M&A) performance in contemporary M&A situations in multinational organizations. Connected to this, research (e.g. Bass, 1985; Bycio et al., 1995; Ya-Anan and Bunchapattanasukda, 2011; Zhang et al., 2014) has shown that transformational leadership can be one of the most important factors in predicting talent retention, but little research has been conducted to understand the underlying mechanisms through which transformational leadership may influence retention strategies in post-M&A performance. The aim of this DBA study is to address this research gap by examining whether and how executive-level leaders‘ transformational leadership style influences talent retention in a post-M&A Chinese context. Three research questions guide this DBA study. Firstly, to what extent does executive-level leaders‘ transformational leadership exert direct influence on post-M&A talent retention in mainland China? Secondly, to what extent does executive-level leader‘s transformational leadership exert indirect influence on post-M&A talent retention in mainland China? Thirdly, what factors mediate the influence of transformational leadership on talent retention and why? In the first stage of this doctoral study it was identified that transformational leadership can exert direct influence on talent retention without any mediator (Bass, 1985; Bycio et al., 1995; Ya-Anan and Bunchapattanasukda, 2011), and among factors that mediate the indirect influence of transformational leadership on talent retention, job satisfaction (Locke, 1976; Petty et al., 2005; Mallol et al., 2007; Smith et al., 2011) and organizational commitment (Price and Mueller, 1981; Hom and Kinicki, 2001; Brown and Yoshioka, 2003; Mallol et al., 2007) are recognized by previous researchers as the most important two. A conceptual framework was therefore presented describing the relations of key variables. Allied to this 8 framework, and arising from the theoretical arguments for transf ormational leadership‘s influence on talent retention, are six propositions. To test these propositions and explain the associations among variables in the conceptual framework, a Chinese local company (known here as ‘FB’) located in Shenzhen city, acquired by a multinational corporation (known here as ‘FA’) in 2008, was chosen as the central study for this investigation as they have experienced post-M&A integration. A multi-method approach was taken to data collection and analysis. In the first phase, a fully-structured questionnaire was sent to 54 current employees recognized by the case company as talent, based on their performance, potential, and position. Correlation analysis and structural equation modeling enabled the relationship among variables to be examined. In the second phase, analysis of nine semi-structured interviews with talent was undertaken to map the relationships between different variables. Following this, a short, informal interview with the President of FB was conducted to gain information about his leadership style and FB‘s retention strategies. Results of this DBA study not only prove all six propositions but also indicate significant causal relationship among variables. Findings show that there are four approaches through which transformational leadership can influence talent retention: Transformational leadership directly exerts positive influence on talent retention. Transformational leadership‘s positive influence on talent retention can be mediated by job satisfaction of talent. Transformational leadership‘s positive influence on talent retention can be mediated by organizational commitment of talent. Transformational leadership‘s positive influence on talent retention can be mediated firstly by job satisfaction, and then by organizational commitment of talent. Results from survey and interviews indicate that executive-level leaders‘ transformational leadership style, especially their attributed charisma, idealized influence, and inspirational motivation, can directly exert positive influence on talent retention in the post-M&A Chinese context. Transformational leaders can also increase the rate of post-M&A talent retention through enhancing talent‘s satisfaction with regard to the job itself, learning and development opportunities, and some external job factors such as supervisor and co-worker relationship, organizational culture, and effectiveness of communication and working flow, or through enhancing talent‘s affective commitment. This DBA study contributes to the literature in several ways. Firstly, despite a significant degree of academic and practical interest, the topic of talent management remains under-investigated (Collings and Mellahi, 2009; Iles et al., 2010a; Zhang et al., 2014). This study increases this body of knowledge by defining talent and identifying critical factors that may affect the propensity of an individual to remain with or leave an organization. Furthermore, as Bass indicates in his works (1985; 1998), transformational leadership can be one of the most important factors to control talent turnover. However, although such association has been studied, it is surprising that little research has been conducted to understand the underlying mechanisms through which transformational leadership exerts its influence on talent retention. This study contributes an empirically-supported theoretical framework for relationships between transformational leadership and talent retention by describing four approaches through which transformational leadership can influence talent retention. It also contributes to this line of studies by recognizing transformational leadership‘s superior effectiveness in increasing the rate of talent retention over other leadership styles such as transactional and laissez-faire in Avolio and Bass‘ (1991) Full Range of Leadership Model. With regard to lessons for managerial practice, this DBA study recognizes the important role of executive-level leaders on talent retention strategies in the post -M&A context. Furthermore, although talent retention has been studied extensively in a western context, there are few studies addressing these issues with regard to Chinese companies (Cooke, 2008; Zhang et al., 2014). By using a case from mainland China, this study attempts to provide strategic guidance for multinational M&A practitioners who seek to increase their company’s rate of talent retention in the Chinese context. In addition, only a limited number of studies examine the underlying relationship between leadership styles and talent retention have been carried out in such a dynamic and unstable environment as post-M&A integration. Finally, the study attempts to provide a guidance for post-M&A executive-level leaders to adopt a suitable leadership style, or for multinational firms to select ‘the right leader’ for their acquisitions.
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Ahmic, Vahida, Arisa Nilsson, and Antonio Petrovski. "War of talent : Unga i IT-branschen: så attraherar och behåller du dem." Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-74684.

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Employees with the right skills give competitive advantages. It is therefore important to retain existing staff with the right skills but also to attract new talent. In the IT industry, there is currently lack of competence and the need will increase in the future. Companies that create a strong employer brand will perform better when it comes to the war of the talents. With the lack of competence in the labor market, the younger, more technologically skilled generation has developed an unfair attitude towards employers who desperately try to persuade competent people to choose their company through generous job offers. The employers must work on their employer brand to seem more attractive to employees and potential employees in order to attract, retain, develop and motivate them to choose or stay at the company. The purpose of this paper is to create an understanding of motivation, talent acquisition and employee retention in markets where there is a lack of specialized personnel. Motivation is achieved through internal and external attributes, where internal motivation is created by work satisfaction while external motivation is fulfilled by monetary and material motivational factors. Talent acquisition involves a clear recruitment strategy where the company's brand is used as an attraction channel of a certain skill and personality. It also applies to retaining talent within the company through employee retention where a stimulating and evolving employment experience is maintained by the company. The essay shows that young people in the IT industry are well aware of the lack of competence and make their demands accordingly. They want a high level of workplace flexibility to balance jobs and private life, as well as independence in the way they solve tasks. Furthermore, they want the freedom to choose work equipment as this is central to their daily work. Development opportunities such as attending conferences are valued as one of the crucial factors in choosing employers. If the younger generation's personal values as well as sustainability and ethical views do not match the company's actions, it will most likely lead them to leave the company in the long term.<br>Anställda med rätt kompetens ger konkurrensfördelar. Det är därför viktigt att behålla befintlig personal med hög kompetens men också att attrahera nya talanger. Inom IT-branschen råder det i dagsläget brist på kompetens och behovet kommer öka i framtiden. Företag som skapar starka arbetsgivarvarumärken kommer klara sig bättre än företag med ett svagt när det kommer till kriget om talangerna. Den yngre mer teknologiskt skickliga generationen har i och med kompetensbristen utvecklat en mer illojal attityd mot arbetsgivare som desperat försöker övertala kompetenta personer att välja deras företag genom generösa anställningserbjudanden. Arbetsgivaren måste marknadsföra sig till medarbetare och potentiella anställda för att attrahera, behålla, utveckla och motivera dem att välja eller stanna kvar på företaget. Syftet med uppsatsen är att skapa förståelse för motivation, talent acquisition och employee retention på marknader där det råder brist på specialiserad personal. Motivation uppnås genom inre och yttre attribut, där inre attribut är det som skapas av en personlig arbetsglädje medan yttre attribut innebär monetära och materiella motivationsfaktorer. Talent acquisition innebär en tydlig rekryteringsstrategi där företagets varumärke utnyttjas som attraktionskanal av en viss kompetens och personlighet. Det gäller även att behålla talang inom företaget genom employee retention där en stimulerande och utvecklande anställningsupplevelse ska upprätthållas av företaget. Uppsatsen visar att unga inom IT-branschen är väl medvetna om kompetensbristen och ställer sina krav utefter detta. De vill ha en hög flexibilitet i sitt arbetsschema för att kunna balansera jobb och privatliv, samt självständighet i sättet de löser arbetsuppgifter. Vidare vill de ha friheten att välja arbetsutrustning då detta är centralt för deras dagliga arbete. Utvecklingsmöjligheter som exempelvis att få delta vid konferenser värderas som en av de avgörande faktorerna vid val av arbetsgivare. Om den yngre generationens personliga värderingar samt hållbarhets- och etiska synpunkter inte stämmer överens med företagets agerande kommer det med stor sannolikhet leda till att de lämnar företaget på sikt.
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Tamsberg, Merle S. "Gifted and talented program evaluation : the acquisition of research skills in grades 3-8 /." The Ohio State University, 1987. http://rave.ohiolink.edu/etdc/view?acc_num=osu148733599290369.

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Books on the topic "Talent acquisition"

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A, Weiner John, ed. Online recruiting and selection: Innovations in talent acquisition. Wiley-Blackwell, 2009.

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Manimala, Mathew J. Talent acquisition and retention in social enterprises: Innovations in HR strategies. Indian Institute of Management Bangalore, 2011.

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Cheney, Martha. How to develop your child's gifts and talents in vocabulary. Lowell House, 1997.

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Language processing and acquisition in languages of Semitic, root-based, morphology. John Benjamins Pub., 2003.

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A little book of language. Yale University Press, 2010.

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Second language classrooms: Research on teaching and learning. Cambridge University Press, 1988.

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Michele, Pulliam June, ed. Hooked on horror: A guide to reading interests in horror fiction. 2nd ed. Libraries Unlimited, 2002.

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Michele, Pulliam June, ed. Hooked on horror: A guide to reading interests in horror fiction. Libraries Unlimited, 1999.

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Hipsky, Shellie. Differentiated literacy and language arts strategies for the elementary classroom. Pearson, 2010.

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Bonet, Rocio, and Monika Hamori. Talent Intermediaries in Talent Acquisition. Edited by David G. Collings, Kamel Mellahi, and Wayne F. Cascio. Oxford University Press, 2017. http://dx.doi.org/10.1093/oxfordhb/9780198758273.013.4.

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Talent intermediaries are entities that stand between the individual worker and the organization that needs work done. They include online intermediaries such as job boards or social networking sites, and search and placement firms such as executive search firms and temporary-help service firms. Talent intermediaries have an increasingly important role in the contemporary employment landscape: they influence not only how and which individuals are matched to organizations but also how tasks are performed or conflicts are resolved once talent is hired by the organization. This chapter reviews the already extensive literature on talent intermediaries, focusing on their role in the identification, assessment, and hiring of talent. The chapter shows the advantages that talent intermediaries present to the talent-acquisition process compared with hiring organizations and the ways in which their intermediation changes traditional talent-acquisition processes that involved only two parties: the job seeker and the hiring organization.
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Book chapters on the topic "Talent acquisition"

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Breaugh, James A. "Talent Acquisition." In The Routledge Companion to Talent Management. Routledge, 2021. http://dx.doi.org/10.4324/9781315474687-35.

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Schneid, Thomas D., and Shelby L. Schneid. "Talent Acquisition and Education." In Safety and Human Resource Law for the Safety Professional. CRC Press, 2019. http://dx.doi.org/10.1201/9781315302713-2.

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Schneid, Thomas D., and Shelby L. Schneid. "Talent Acquisition and Education." In Safety and Human Resource Law for the Safety Professional. CRC Press, 2019. http://dx.doi.org/10.1201/9780429202339-2.

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Trost, Armin. "Talent Acquisition and Selection." In Human Resources Strategies. Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-30592-5_5.

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Mittapally, Nikhitha, Ashok Baggaraju, and M. Kumara Swamy. "Biomimicry for Talent Acquisition." In Lecture Notes in Electrical Engineering. Springer Singapore, 2020. http://dx.doi.org/10.1007/978-981-15-7961-5_10.

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Hamori, Monika. "Talent Acquisition and Executive Search Firms." In Contemporary Talent Management. Routledge, 2021. http://dx.doi.org/10.4324/9781003182788-3.

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Coles, Adrian. "Diversity and Inclusion in Talent Acquisition." In Leadership in Statistics and Data Science. Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-60060-0_12.

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Palshikar, Girish Keshav, Rajiv Srivastava, Sachin Pawar, et al. "Analytics-Led Talent Acquisition for Improving Efficiency and Effectiveness." In Advances in Analytics and Applications. Springer Singapore, 2018. http://dx.doi.org/10.1007/978-981-13-1208-3_13.

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Safa, Mahdi, Kelly Weeks, Rolf Stromberg, and Abdullah Al Azam. "Strategic Port Human Resource Talent Acquisition and Training: Challenges and Opportunities." In Advances in Intelligent Systems and Computing. Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-60372-8_20.

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Ruggs, Enrica N., Sarah Singletary Walker, Anita Blanchard, and Shahar Gur. "Online Exclusion: Biases That May Arise When Using Social Media in Talent Acquisition." In Social Media in Employee Selection and Recruitment. Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-29989-1_14.

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Conference papers on the topic "Talent acquisition"

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Nakayama, Makoto, and Norma G. Sutcliffe. "Perspective-driven IT talent acquisition." In the 2007 ACM SIGMIS CPR conference. ACM Press, 2007. http://dx.doi.org/10.1145/1235000.1235039.

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Al-Halal, Tawfeeq. "Blue Print of Talent Acquisition, Development and Retention." In SPE Middle East Oil & Gas Show and Conference. Society of Petroleum Engineers, 2017. http://dx.doi.org/10.2118/183788-ms.

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Jantan, Hamidah, Abdul Razak Hamdan, and Zulaiha Ali Othman. "Talent knowledge acquisition using data mining classification techniques." In 2011 3rd Conference on Data Mining and Optimization (DMO). IEEE, 2011. http://dx.doi.org/10.1109/dmo.2011.5976501.

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Chintala, Sandhya. "Talent acquisition & transformation — A new paradigm." In 2013 1st International Conference on Emerging Trends and Applications in Computer Science (ICETACS). IEEE, 2013. http://dx.doi.org/10.1109/icetacs.2013.6691383.

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A, Ms Esther Zionia. "Metamorphosing Boomerang as a Talent Acquisition Strategy - An Overview." In International Conference On Contemporary Researches in Engineering, Science, Management & Arts, 2020. Bonfring, 2020. http://dx.doi.org/10.9756/bp2020.1002/40.

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Al-Halal, Tawfeeq. "Blue Print of Local Talent Acquisition, Development and Retention." In Abu Dhabi International Petroleum Exhibition & Conference. Society of Petroleum Engineers, 2017. http://dx.doi.org/10.2118/188619-ms.

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Huang, Shanfang, Yaopeng Gong, Chao Li, Ruilong Liu, Jiageng Wang, and Kan Wang. "Numerical Simulation for Nuclear Engineering Education: A Case Study in a Course “Advanced Nuclear Reactor Thermal Analysis”." In 2018 26th International Conference on Nuclear Engineering. American Society of Mechanical Engineers, 2018. http://dx.doi.org/10.1115/icone26-81042.

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Nuclear energy is an important way to solve energy shortage and pollution problems today. Therefore, China is vigorously developing nuclear energy and is facing huge demands for talents. However, nuclear engineering education has been severely hampered, particularly in its experiment aspect because of the Fukushima accident. The original sub-critical nuclear reactor at Tsinghua University (THU) was stopped, forcing students to use computers to conduct relevant nuclear simulation experiments. The emerging of supercomputers and commercial numerical simulation softwares has provided enough hardware and software support for complex calculations required in numerical simulation of nuclear reactors. Thus numerical simulation could be integrated into nuclear engineering education. With its ease of use, quick acquisition and direct visualization of results, numerical simulation can save much time and money. Besides, it is convenient to change simulation conditions which is helpful for academic research and talent development. This paper starts with THU’s nuclear engineering talent training mode, and taking the course “Advanced Nuclear Reactor Thermal Analysis” as an example, discusses the applications of numerical simulation softwares FLUENT and COBRA-TF in this course. Finally, the analysis shows that numerical simulation performs well in conceptual understanding and experimental design. It plays a significant role in nuclear engineering education, which provides an important reference for the new mode of nuclear engineering education.
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Wang, Zhaohui, and Jingjing Dong. "A Study of Talent Localization of Transnational Corporations Based on Resource Acquisition." In 2011 International Conference on Business Computing and Global Informatization (BCGIn). IEEE, 2011. http://dx.doi.org/10.1109/bcgin.2011.79.

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Patala, Teemu, and Alan Bruce. "DEVELOPING AN INTEGRATED, MOTIVATION-DRIVEN COMPETENCE DEVELOPMENT FRAMEWORK FOR ENHANCED TALENT ACQUISITION PROCESS." In 10th International Conference on Education and New Learning Technologies. IATED, 2018. http://dx.doi.org/10.21125/edulearn.2018.0168.

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Pillai, Mahesh Ramakrishna, and Saigeeta Kukunuru. "Improving HR Dimensions in Talent Acquisition Practice through Cloud Based Hiring Technology – A Management observations among selected UAE Enterprises." In Annual International Conference on Human Resource Management and Professional Development in the Digital Age – HRM&PD 2017. Global Science & Technology Forum (GSTF), 2017. http://dx.doi.org/10.5176/2251-2349_hrmpd17.41.

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Reports on the topic "Talent acquisition"

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Engen, Sharon. Survey of language acquisition techniques provided by parents of talented and gifted children. Portland State University Library, 2000. http://dx.doi.org/10.15760/etd.5276.

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