SELECTED PRACTICES of TALENT MANAGEMENT INSIGHT INTO SLOVAK ORGANIZATIONS - Polish Journal of Management Studies

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SELECTED PRACTICES of TALENT MANAGEMENT INSIGHT INTO SLOVAK ORGANIZATIONS

Abstracts > Vol 8

Selected Practices of Talent Management: Insight into Slovak Organizations
Ali Taha V., Sirková M., Ferencová M.

Abstract: The paper examines selected areas of talent management. Based on the present literature, the aim was to identify individual processes and practices of talent management. Subsequently, questionnaire survey was conducted to obtain primary data - to determine the prevalence and implementation of talent management in Slovak organizations. The article is focused on presentation of partial results of the survey how Slovak organizations define talents, declare talent management strategy and implement talent management as an approach.

Keywords: Talent, talent management, practices, organization

Introduction

Recentresearchesand volume of scientific papers highlight the growing interest in talent management in organizations and businesses. In order to succeed globally and to retain competitive, organizations must give adequate attention to talents - people who are able to ensure long-term and sustainable prosperity and development.
Talent Management: Perspectives and Content  
Talent management is strongly related to human capital. Cappelli [1] indicates that talent management is “simply a matter of anticipating the need for human capital and then setting out a plan to meet it”. According Sonnenberg [2] “talent management is the capability to create and continuously optimize the talent resources needed to execute a business strategy. This means attracting and developing them, guiding their performance toward optimal productivity in light of strategic goals and finding new sources of value in their performance through innovation and continuous improvement”.
Lewis & Heckman[3] state that in the literature focused on talent management there is a lack of clarity regarding the definition, scope and overall goals of talent management. Authors distinguish three distinct views / perspectives on talent management: the first defines talent management as a set of typical humanresource practices, functions and activities such as recruiting, selection, development, career and succession management; the second focuses primarily on the concept of talent pools; and the third perspective focuses on talent generically - without regard for organizational boundaries or specific positions [3].
The justification and need for talent management in organizations shows the following idea of one of the worldleader agencies in therecruitment- Manpower Group:“A new, collaborative approach is required from government, companies and individuals to together find a way to unlock the raw human potential within their reach and then nurture and shape that potential to lead them to success” [4]. We assume that recognition, attracting and retaining skilled people and exploitation of their potential are critical to success ofexisting businesses.
Talent management covers wide range of activities and practices, particularly planning, identifying, recruiting and selection, development, retaining and rewarding of talented people. Stahl et al. [5]studied talent management practices. Based on their research in which 18 companies were investigated they discovered that there are two different views on how best to evaluate and manage talents. Authors point out that “one group of companies assumed that some employees had more “value” or “potential” than others, and that, as a result, companies should focus the lion
s share of corporate attention and resources on them; the second group had a more inclusive view, believing that too much emphasis on the top players could damage morale and hurt opportunities to achieve broader gains” [5].
Talent Management Strategy
The formulation of talent management strategy is critical factor to its effective implementation. Talent strategy means formulation of strategic goals and defining talent needs [2]. Organisation need to start by looking at its  strategic plan, identify knowledge and experience areas that will be important to future success and competitiveness, develop competency models for each of these areas, and design learning paths to develop these competencies in increasing degrees[6].
According Millar [7]in many organizations are talents overlooked. The reasons for this phenomenon are: prioritization (excessive focus on opportunities), pace of change, lack of formal experience in organizational performance of the owners and managers (misunderstanding of how talent lapses limit or damage performance and growth). Author emphasizes the need for strategic alignment i.e. talent strategy alignment with overall strategic planning.


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Summary
Human capital with its knowledge, skills and abilities becomes a critical factor for economic success of organizations. Since human capital is the greatest and most important asset of an organization and talents are able to influence the overall performance and results of the organization, the process of managing talents is becoming very important. Driven by this shift, Slovak companies implement some processes of talent management. In this paper were presented partial results of the survey, which was conducted within the Visegrad Fund Standard Grant project „Integrated Talent Management - challenge and future for organisations in the Visegrad countries”. The attention was concentrated on how organizations in Slovakia define talents, declare talent management strategy and implement talent management as an approach.


References

[1]. Cappelli P., Talent Management for the Twenty-First Century. In Harvard Business Review. March 2008
[2]. Sonnenberg M. (in cooperation with Tilburg University) (2010) Talent – Key ingredients. Accenture Talent & Organization Performance [online]. [cit. 2013-09-27]. Available at: http://www.google.sk/url?sa=t&rct=j&q=&esrc=s&source=web&cd=1&ved=0CDMQFjAA&url=http%3A%2F%2Fwww.accenture.com%2FSiteCollectionDocuments%2FLocal_Ne therlands%2FTalent%2520%2520Key%2520ingredients_Brochure_2011.pdf&ei=ZihIUtHHIILX4AS9ICAAw&usg=AFQjCNEvH1vozNJf6eOgrG_CwqFKRfAlUA&bvm= bv.53217764,d.bGE&cad=rja
[3]. Lewis R. E., Heckman R. J.,Talent management: A critical review. In Human Resource Management Review.Vol.16, Iss. 2, June 2006. p. 139-154.
[4]. ManpowerGroup, Entering the Human Age: Thought Leadership Insights. Milwaukee, USA, 2011.
[5]. Novak-Marcincin J., Modrak V., Okwiet B., Advertising Activity and Its Importance in Management on the Example of SME's Enterprise X, in: Revista Romana de Statistica - Supliment Trim IV/2012,
[6]. Stahl G. K., Björkman I., Farndale E., Morris S. S., Paauwe J., Stiles P., Trevor J., Wright P., Six Principles of Effective Global Talent Management.In MIT SLOAN MANAGEMENT REVIEW.Winter 2012.
[7]. Human Capital Magazine (18 December 2012) Talent management strategies for 2013[online]. [cit. 2013-09-29]. Available at: http://www.hcamag.com/opinion/talent-management-strategies-for-2013-147443.aspx
[8]. Millar B. (24.4.2013) EssentialToolsof Talent Management. In Forbes. [online]. [cit. 2013-10-3]. Available at:http://www.forbes.com/sites/forbesinsights/2013/04/24/essential-tools-of-talent-management/
[9]. Collins J., Why Some Companies Make the Leap... and Others Don't. 1st edition.New York, NY : HarperBusiness, 2001
[10]. Tansley C., What do we mean by the term ‘‘talent’’ in talent management? In Industrial and commercial training. Vol. 43,  No 5,  2011. pp. 266-274, Emerald Group Publishing Limited
[11]. Rothwell W. J., Talent Management: Aligning your organisation with best practices in strategic and tactical talent management In Training & Development (1839-8561). Feb 2012, Vol. 39. Issue 1, p06
[12]. Malega P., Human resource management strategy – first step to the effective business strategy. In Moderné problémy ekonomiky, manažmentu a marketingu: Materiály 18. medzinárodnej vedecko-praktickej konferencie: 1.-2.6.2012, NižnijTagil. STI. 2012 P. 5-8.
[13]. Stretavská J., Talent management – determinant of human capital development in the organization and Slovak reality. [master thesis]. Prešov: Faculty of Management PU, 2013. (Supervisor: Ing. V. Ali Taha, PhD.).


WYBRANE PRAKTYKI “ZARZĄDZANIA TALENTAMI”: WPROWADZENIE DO SŁOWACKICH ORGANIZACJI


Streszczenie
: Artykuł analizuje wybrane obszary zarządzania talentami. Oparte na obecnej literaturze, celem artykułu było zidentyfikowanie poszczególnych procesów i praktyk zarządzania talentami. Następnie przeprowadzono badanie ankietowe w celu uzyskania danych pierwotnych - określenie częstości występowania i wdrażanie zarządzania talentami w organizacjach słowackich. Artykuł koncentruje się na prezentacji częściowych wyników badania, w jaki sposób organizacje słowackich definiują talenty, określają strategię zarządzania talentami i wdrażają zarządzanie talentami jako ogólne podejście.

Słowa kluczowe
: talent, zarządzanie talentami, praktyki, organizacja

人才管理的若干措施:洞察SLOVAK組織

摘要:本文探討人才管理的若干領域。根據目前的文獻,其目的是識別人才管理的各個過程和實踐。隨後,問卷調,以獲得原始數據 - 確定人才管理的斯洛伐克組織的普遍性和執行情況。本文的重點是介紹調 - 如何斯洛伐克組織的部分結果界定人才,申報人才管理戰略和實施人才管理作為一種方法。
關鍵詞:人才,人才管理,實踐,組織。


 
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