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PURPOSE. This thesis takes a contextualised stakeholder approach to exploring alignment between organizational talent management and individual career development. The contribution and nature of career conversations as an opportunity for alignment is considered. DESIGN. This qualitative study was conducted in two phases. Phase one involved semi-structured interviews with Human Resources and Organizational Development professionals (n = 30). Phase two involved semi-structured interviews using career narratives with line managers and individuals from five case study organizations which were also involved in phase 1 (n = 40). Data were analysed thematically by stakeholder group and within each case study. LIMITATIONS. The sample used within the study were not selected to be representative. The conversations described by participants may not be representative of all of the conversations they have experienced. The case study organizations were all UK based. FINDINGS. For most HR professionals, talent management was driven by organizational goals with little reference to individual needs, hence, alignment was not a priority for them. In contrast, individuals and line managers described a commitment to seeking overlap between organizational and individual goals, with some line managers describing their role as brokers . Career conversations were seen by all stakeholders as an important part of talent management and career development, with the potential to be a vehicle for alignment. Detailed analysis of the career conversations described by individuals identified a broad range of helpful conversations, the majority of which took place informally. Additional categories of career shaper (from Bosley et al, 2009) were also identified as collaborators and catalysts . A variety of contextual features were found to influence the enactment of talent management and career development. These were summarised as a contextual map indicating local, organisational and environmental dynamics. ORIGINALITY/VALUE. The research reinforced the value of taking a contextualised perspective of both organizational talent and individual career (e.g. Cohen et al 2004; Sparrow, 2014). It also captured the voices of different stakeholder groups (e.g. Collings, 2014; Thunnissen et al, 2013).

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Orientation – Talent Management Practices and the Psychological Contract are two distinct constructs and it appears that Talent Management influences the Psychological Contract, with the result being a stronger Psychological Contract. Research Purpose – The study aims to determine the relationship between Talent Management and the Psychological Contract. Motivation for the Study – The world of work and the Psychological Contract have changed. Employees value knowledge, skills and experience more than being loyal to an organisation. Today, turnover is a lot higher than it was a few years ago. Talent Management may be a successful intervention to strengthen the Psychological Contract. Research Design, Approach and Method – Two instruments, namely Talent Practices and the Psychological Contract Inventory, were administered online and paper-based to a sample of 556 employees in Pretoria and Centurion. 102 completed questionnaires were obtained. Responses were analysed using quantitative techniques and correlation analysis. Main Findings – Results confirm that generally good Talent Management practices are associated with a positive Psychological Contract. Practical / Managerial Implications – The study provides evidence that management can use Talent Management Practices to strengthen the Psychological Contract, leading to lower turnover, improved motivation and productivity, loyalty, etc. The study therefore emphasises that it is important for management to implement Talent Management Practices. Contribution / Value Add – The findings of the study indicate a generally positive relationship between Talent Management and the Psychological Contract. The study focuses -on the importance of implementing Talent Management practices in order to strengthen the Psychological Contract. / Dissertation (MCom)--University of Pretoria, 2012. / Human Resource Management / unrestricted

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.

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.

Retaining and developing high potential managers as part of a leadership pipeline is a critical aspect for business, and understanding not only the strengths these managers bring, but also how they derail and how interventions could be tailored to avoid derailment, or at least lessen the impact, is imperative for sustainable growth. The aim of the research is to highlight differences, if any, between gender and generations, in order to ascertain whether unique developmental programmes or derailment interventions would be required based on an individual's gender and age.

Talent management has been viewed both as a relatively new phenomenon that can deliver competitive advantage and as the latest management fad that is nothing more than a sub-section of human resources. Much has been written on the subject, albeit predominantly by consultants, so there is little academic rigour on the subject. Moreover, the majority of the literature focused on highlighting the diminishing supply of talent and providing advice to practitioners around recruiting, retaining, developing and rewarding talent. This thesis reviewed the existing literature to provide a holistic view on talent management in order to add value both at the academic and practitioner level. It focussed on what conditions an organisation is advised to put in place in order to leverage the performance of talent and whether talent can have a significant impact on organisational performance. The secondary research suggested that talent could act as a lever for organisational performance. This was tested through primary research, from the organisational and individual perspective, and resulted in the identification of four conditions that impacted on the performance of talent. These conditions were grouped into a model, which was tested both by the case study organisations and by organisations that had not been involved in the research. The findings were used to adapt the model and this is offered for subsequent researchers to further develop in order to explore generalisability for all organisations.

Den fundamentala resursen i en kunskapsekonomi är humankapital och jakten på denna resurs tar sig många olika utryck. Många näringslivsaktörer knyter starka band till universitet och högskolor för att positionera sig som attraktiva arbetsgivare för att rekrytera kompetenta medarbetare. Två begrepp som aktualiseras i denna kontext är employer branding och talent management. Denna studie undersöker hur företag inom revision och rådgivningsbranschen engagerar sig på svenska universitet och högskolor utifrån de två koncepten. Frågor som hur och varför de engagerar sig i en akademisk kontext undersöks utifrån en kvalitativ ansats och 10 intervjuer har genomförts med personer med god insyn i företagens relationer med akademin. Studien visar att insatserna på skolorna är betydande och att arbetet i branschen över lag organiseras på ett liknande sätt. Talent management är inte ett begrepp som branschen generellt använder utan verksamheten som avser att attrahera, rekrytera och utveckla personal kategoriseras som employer branding. Avslutningsvis är det av stor vikt att externa löften från företagens sida är kongruenta med den interna verkligheten gällande vilka karakteristika som präglar ett företag.

In the increasingly competitive labor market it is becoming important for organizations to attract and retain competent employees. There are constant demands and pressures that organizations should comply. Therefor organizations need to have employees with the right knowledge to maintain their competitive advantage. By working systematically with the working environment, organizations can create basic conditions to strengthen their Employer Branding. The concept of Employer Branding have gained a significant role during the past decade and has evolved to become a key strategic priority for organizations. What matters is to appear as the most attractive employer in the market in order to retain and attract the most qualified talent. The study aims to identify and analyze the processes involved in Employer Branding. The results of the study show signs that many organizations have similar processes within their Employer Branding. In the subsequent discussion, the researchers have structured a model that can explain the approach on Employer Branding, where the working environment and Talent Management plays an important role.   Key words: Employer Branding, Talent Management, work environment, social media / I en alltmer konkurrensutsatt arbetsmarknad blir det allt viktigare för organisationer att kunna attrahera och behålla kompetenta medarbetare. Det ställs ständiga krav och riktlinjer som organisationer förväntas efterfölja. Detta leder till att organisationer har behov av medarbetare med rätt kunskap för att kunna vara konkurrenskraftiga. Att skapa en arbetsplats för medarbetarna som ökar trivseln gynnar arbetsgivarna och bör ligga i deras intresse. Genom att systematiskt arbeta med arbetsmiljö kan organisationer skapa de grundförutsättningar som krävs för att stärka sitt Employer Brand.   Begreppet Employer Branding har fått en betydande roll under det senaste decenniet och har utvecklats till att bli en viktig strategisk prioritering för ledningen inom många organisationer. Det handlar alltså om att organisationer vill framstå som de mest attraktiva arbetsgivarna på marknaden. Studiens syfte är att kartlägga och analysera vilka processer som ingår i Employer Branding och undersöka hur dessa används i praktiken. Det teoretiska ramverket som denna studie har sin utgångspunkt i, berör Employer Branding samt olika organisationsteorier för att få en ökad förståelse för detta ämne. Undersökningen består utav en kvalitativ ansats där ett flertal semistrukturerade intervjuer av olika organisationer genomförts. Genom en abduktiv ansats har författarna kunnat skifta mellan den teoretiska referensramen och empiri. Resultatet i studien visar tendenser på att många organisationer har likartade processer i arbetet med Employer Branding. I efterföljande diskussion har författarna till denna studie strukturerat upp en modell som kan förklara arbetssättet kring Employer Branding, där arbetsmiljö och Talent Management spelar en viktig roll.   Nyckelord: Employer Branding, Talent Management, arbetsmiljö, sociala medier