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.

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. / 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.

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. / 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.

As startups vêm provocando uma mudança profunda no mundo dos negócios, e a cada ano mais startups são fundadas no Brasil. O sucesso destas empresas não depende exclusivamente do desenvolvimento de um produto/serviço inovador e um modelo de negócio escalável, mas também da aplicação de ferramentas de incentivo de longo prazo que permitam a formação de times de alto desempenho altamente engajados, e o controle do caixa, que nos primeiros anos é tipicamente escasso dadas as características de risco destes novos negócios. No entanto, o desconhecimento de ferramentas de incentivo de longo prazo por parte dos empreendedores e a limitada discussão na literatura do seu efeito conjunto nas dimensões de pessoas e financeira faz com que muitas startups não implementem tais planos nos seus primeiros anos de existência, o que pode afetar diretamente o sucesso do negócio. Mecanismos inovativos de incentivo, como as opções fantasmas (phantom stock options), são particularmente desconhecidos e pouco aplicados no contexto brasileiro de startups. O objetivo deste trabalho é desenvolver um plano de incentivo de longo prazo baseado em opções fantasmas em uma startup, bem como gerar conhecimento para apoiar futuras pesquisas acadêmicas no campo. Este objetivo foi atingido por meio de uma pesquisa-ação e os resultados confirmaram a importância desta ferramenta para a atração de talentos, engajamento do time, redução de exposição de caixa e redução de assimetria da informação na empresa, já que o profissional passa a entender e mensurar o valor de sua contribuição individual para a equipe e, consequentemente, para o atingimento do seu bônus. / Startups have been bringing about a profound change in the business world, and each year more startups are founded in Brazil. The success of these companies does not depend exclusively on the development of an innovative product / service and a scalable business model, but also on the application of long-term incentive tools that allow the formation of highly engaged high performance teams and cash control, which in the early years is typically scarce given the risk characteristics of these new businesses. However, the lack of knowledge of long-term incentive tools on the part of entrepreneurs and the limited discussion in the literature of their combined effect on the human and financial dimensions means that many startups do not implement such plans in their early years of existence. Can directly affect the success of the business. Innovative incentive mechanisms, such as phantom stock options, are particularly unknown and little applied in the Brazilian context of startups. The purpose of this paper is to illustrate the creation and implementation of a long-term incentive plan based on phantom options in a startup, as well as generate knowledge to support future academic research in the field. This objective was reached through an action research and the results confirmed the importance of this tool for the attraction of talents, team engagement, reduction of cash exposure and reduction of asymmetry of information in the company, since the professional comes to understand and measure the value of your individual contribution to the team and, consequently, to the attainment of your bonus.

Organisations today are investing in the efficient management of their talented workforce, known as talent management (TM) in order to bear fruitful outcomes in terms of corporate sustainability. Some businesses choose to include all employees in their TM strategy-inclusive TM-whilst others only include the highest-performing employees-exclusive TM. It has been suggested that no matter which TM strategy they implement, contextual factors such as culture seem to drive the degree of their application. Thus, the rationale for this research is in determining the cultural factors that trigger the exercise of TM.This study's aim is to analyse the extent to which TM strategies are impacted by national and organisational culture. In addition, it seeks the critical exploration of TM in the context of key human resource practices (HRPs); the critical investigation of TM's application; the critical examination of national and organisational culture; and finally, the degree to which both types of culture affect TM's application. This study follows a conceptual framework which sets national culture as the independent variable, organisational culture as the mediating variable, and TM as the dependent variable. The body of theory overviewed is relevant to TM's concepts and its interrelation to both human resource management (HRM) and human resource development (HRD). Predominant national and organisational cultural frameworks are also overviewed. This research's sample includes six case studies from northern, central and southern Greece and adopts a mixed-methods approach using primary data collected through questionnaires and interviews, and analysed through SPSS and thematic analysis. Among the key findings is that national culture indirectly drives the adoption of specific TM modes through the development of certain corporate cultures. Additional findings shed light on the contemporary conception of 'talent' and 'TM,' as well as on the association between national and corporate culture. This study significantly contributes to knowledge by bringing in evidence from the business environment while also discussing implications for practitioners regarding the parameters that influence both their decisions and actions.

The diploma thesis is focusing on talent management. It is devided into two main parts, theoretical and practical one. The first part of the thesis is concerning talent, talent development, employees assessment and career management, on the basis of information acquired from secondary resources. The second part of the thesis is focused on the talent management analysis in Danone, a.s. by acquired theoretical knowledge and proposes improvements of functioning and setting the talent management in the company. This is also the main goal of the thesis. For this purpose internal company information were used, external student survey and internal investigation and interviews with employees were undertaken. In conclusion, some implementation steps, which were already done, are descriped in the end of the thesis.

Talent Management (TM) is of growing interest within academia and in the strategic HRM literature in particular. Despite many attempts to study TM from different perspectives, it remains an ambiguous and elusive concept that is difficult to define and hence challenging to explore and address. Studies on TM are based within Western contexts and therefore it is questionable whether TM models and theories are transferable to other nations and contexts. This research examines the nature of TM in the Middle Eastern context of Oman, from the perspective of Institutional Theory. Through a qualitative, multiple case-study approach, data was collected from four banking and petroleum-sector organisations through semi-structured interviews. The findings suggest that the different influences of institutional pressures (e.g. nationalisation, competition, organisational characteristics) have significantly shaped TM in these organisations. The findings show that TM effectiveness and sustainability depends upon a range of factors including: generational differences, employee expectations, the role of expatriates and national culture. Thus, TM and its approach has to be understood and framed within the context of institutions which interact with organisational characteristics; this shapes the way in which the organisations define their TM approach in order to seek legitimacy, business continuity and effectiveness.

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.

Kompetensförsörjning är ett brett begrepp som innefattar många moment i en organisations strategiska arbete med att förse organisationen med rätt kompetenser. Denna studie syftar att bidra till kunskapsutvecklingen kring kompetensförsörjning som finns i tidigare forskning inom ämnet. Studien genomförs i små och medelstora företag, i en pendlingskommun nära större stad. Vårt huvudsakliga fokus ligger på att lyfta hur organisationer tänker kring och arbetar med att attrahera, rekrytera, utveckla och behålla medarbetare med rätt kompetenser. Vi gjorde därför en kvalitativ studie med semistrukturerade intervjuer där nio organisationer inom den valda kommunen, Vännäs, medverkade. Resultatet visade att företagen i studien både ser utmaningar och möjligheter med kompetensförsörjning, och omfattningen med arbetet kring att attrahera, rekrytera, utveckla och behålla kompetent arbetskraft varierar. Det strategiska arbetet påverkas av det geografiska läget, företagens storlek, samt vilka resurser företagen har för att arbeta med de olika delarna i kompetensförsörjningen. Studien visar vidare att andra samhällsinstanser såsom staten, Arbetsförmedlingen och kommunerna, i samarbete med näringslivet, bär ansvaret för att förbättra kompetensförsörjningen i samhället framöver.

<p>In todays business environment there is an increasing recognition that human resources are a valuable asset to distinguish a company from its competitors. This tendency, in combination with increasing job mobility among employees and an ongoing demographic change, has turned the labour market into a competitive arena.</p><p>Employer Branding and Talent-Relationship-Management are two fairly new concepts in the area of Human Resource Management, which have the aim to differentiate companies on the labour market and to support them effectively in their endeavour to approach, acquire and retain the most talented employees.</p><p>In this study, the internal and external determinants, which form an appealing employer brand are investigated. A conceptual framework is first constructed and later modified in the lights of the empirical findings gained through four conducted interviews with four large organizations. In contrast, a deeper insight in the prioritisation of different TRM elements is gained by means of a quantitative study among university graduates and international scholarship holders.</p><p>The major findings outline that there is a continuous challenge in creating a level of consistency in favour of a credible employer brand message. Furthermore, it becomes apparent that a change or adoption of the employer brand in the short-term is difficult due to the culture and values of the respective organization. In addition, the employer brand plays an important role in preventing unplanned impulses, which result out of negative impacts from the business environment.</p><p>The comparison of the major findings among the different groups within the quantitative study shows that the instruments ‘Information about vacancies’, ‘Scholarship’, ‘Company Workshops’ as well as ‘Exclusive Information’ are among the most valued ones in comparison with ‘Periodical Services’, ‘Personalized Websites’ or ‘Giveaways’, which most respondents do not perceive as interesting.</p>