De flesta organisationer idag har insett att för att tillväxt ska kunna ske, är det nödvändigt att rikta fokus mot det mänskliga kapitalet - medarbetarna. För att attrahera nya talangfulla medarbetare, men kanske främst behålla befintliga, är kompetens- och karriärutveckling starka och vissa gånger avgörande verktyg. Att erbjuda karriär-och utvecklingsmöjligheter är fördelaktigt då detta tenderar att öka medarbetarnas motivation, lojalitet och engagemang. Kompetenta och tillfredsställda medarbetare kommer i sin tur att gynna strategiska målsättningar samt organisationen i stort. Däremot kan det många gånger vara utmanande att balansera individuella målsättningar med vad som faktiskt är möjligt ur ett organisatoriskt perspektiv. Syftet med denna studie är att undersöka relationen mellan en organisatorisk karriärutvecklingsstrategi med hur medarbetarna konkret upplever sina karriärmöjligheter. Vidare ämnar studien att utforska medarbetares drivkrafter och motivation inom området för att därigenom identifiera viktiga aspekter för att behålla medarbetare genom just karriärutveckling. Studien har genomförts med en kvantitativ ansats och datan har inhämtats genom en enkätundersökning hos ett stort energibolag i Sverige. Resultatet har analyserats i sin helhet, men också delvis i jämförelse mellan undersökningsgrupper i form av kön, ålder och anställningstid. Slutsatserna som studien resulterat i är att karriär- och kompetensutveckling visar sig vara viktigt för många medarbetare i organisationen samt att individanpassning efterfrågas. Medarbetarnas olika anställningstider tenderar även att generera olika uppfattningar om möjligheterna till karriärutveckling och att det inte bara är viktigt att erbjuda utvecklingsmöjligheter utan även möjliggöra tid för genomförandet. Karriärutvecklingsstrategier som kan verka exkluderande behöver vidare vara välmotiverad och grundad med andra erbjudanden till de som inte omfattas. Dessutom genererade studien, som det kanske tydligaste resultatet, att kommunikation vad gäller karriärutveckling är av hög betydelse. Detta både för att medarbetarna ska känna sig tillfredsställda och informerade kring vad som finns att tillgå, men också för att organisation och medarbetare ska jobba mot samma målbild.

Talent Management (TM), as a new managerial concept with regard to Human Resource Management (HRM), has increasingly gained concern and attention from the academic as well as business world, but there are many gaps and omissions left for further theoretical development and empirical study. Hence, understanding the differences between TM and HRM becomes necessary. Given an absence of clarity in the literature, the aim of the present study is to gain a thorough understanding of TM among Multinational Corporations (MNCs) in Beijing, to explore to what extent this managerial idea represents anything new, and to find out why organisations adopt TM. A case study method was selected as the main research methodology. The study was undertaken in Beijing, and the target companies were limited to four MNCs, respectively from the IT (two organisations), health care and education industries, and three consultancy companies. The theoretical perspective largely draws upon the literature on TM, management fashion and institutional theory. Findings show that the topic of TM has been enthusiastically pursued. However, there is not a single concise definition shared by all the case study organisations, even though different strands of understanding regarding TM are explored in this study. The thesis has also explored what is distinctive about TM, and the factors and purposes influencing the adoption of TM in China. Through comparing HRM with literature and empirical findings relating to TM, this thesis has found that TM seems to presage some new approaches to the management of the people resource in organisations, rather than a simple repackaging of old techniques and ideas with a new label. Meanwhile, this thesis strongly challenges the idea that TM is another struggle by HR professionals to enhance their legitimacy, status and credibility. Therefore, TM should not be considered as ‘old wine in new bottles’, at least with respect to the case of MNCs in China.

Syftet med denna studie är att kontrastera en utvald organisations strategier för att attrahera, behålla, utveckla och avveckla de viktigaste resurserna mot Talent Management och dess komponenter. Studien ämnar således mot att göra en kontrastering mellan traditionellt kompetensförsörjningsarbete mot det mer moderna konceptet Talent Management. Författarna har valt att undersöka detta genom att samla empiri från intervjuer med sex medarbetare kombinerat med analys av interna dokument. Resultatet visar att delar av myndighetens arbete med kompetensförsörjning kan likställas med Talent Management men att vissa komponenter är uteblivna. Baserat på resultatet framhålls i resultatdiskussionen att myndigheten möter stora utmaningar gällande enhetligt arbete med kompetensutveckling, kompetensförsörjning och ledarskap på grund utav det delegerade ansvaret från central nivå. I slutskedet av avsnittet för resultatdiskussion redovisas även en sammanfattande slutsats som grundar sig i ett framgångsrikt arbete inom blocken attrahera och avsluta samtidigt som arbete inom blocket behålla och utveckla varierar inom organisationen, dels på grund av delegerat ansvar. Slutligen presenteras förbättringsförslag inom organisationen och vidare forskning inom ämnet. / The purpose of this bachelor level thesis is to compare a Swedish public authority’s practical work with competence supply towards the components of Talent Management. The study is aiming to contrast traditional competence supply operations with the more modern concept of Talent Management. The writers have chosen to collect empirical data through interviews with six employees combined with analysis of internal documents. The result shows that parts of the public authority’s work with competence supply have similarities to Talent Management, but some of the components are left out. Based on the results, the discussions shows that this public authority is struggling with united approaches towards competence development, competence supply and leadership because of delegated responsibilities from a central level. In the end the writers are presenting an overall conclusion that is based on the organizations successful work within the blocks of attract and terminate while the work within the block of retain and develop varies within the organization, partly because of delegated responsibility. Finally suggestions for improvement within the organization and further research are presented.

Thesis (MBA (Business Management))--University of Stellenbosch, 2009. / ENGLISH ABSTRACT: "Treat people as if they were what they ought to be, and you help them to become what they are capable of being" - Goethe as quoted in Melum (2002). The science of leadership is an area that changes over time as organisations and individuals change, grow and develop. The more complex the nature of leadership, the more difficult and challenging the identification of leadership potential and the subsequent development of leaders. The global environment further places its own demands on leadership requirements and the development of global competencies. Powerful and sophisticated talent management strategies and performance management initiatives have become extremely important in the competitive global talent market. To effectively integrate talent management into organisational strategy, line managers should embrace a talent mindset. Talent management should follow organisational values and should furthermore be supported by the desire of individuals in the organisation to embrace such values. In order to effectively execute talent management, organisations should clearly define their leadership requirements and the roles in which they require leadership accountability. The difference between managers and leaders should be clear in terms of the organisation's requirements and organisations must ensure that the basic conditions for leadership, according to Jaques & Clement (1991 : 47) are in place: • "A person must have the necessary competence to carry the role, including strongly valuing it. • A person must be free from any severely debilitating psychological characteristics that interfere with interpersonal characteristics. • Organisational conditions - structure and leadership practices - must be requisite. • Each person must be encouraged to use his own natural style". The most critical requirement for effective leadership is that the person who executes the leadership should value giving the leadership. Leadership, or talent development should aim at developing the leadership skills defined by the organisation. This development takes time and dedication. In order to ensure that the time and dedication spent on talent development is rewarded, the identification of such talent should be very well executed. Various definitions of talent exist and a number of factors, i.e. skills, knowledge, cognitive ability, potential, value systems and work preferences are considered in defining talent. Previous performance, future potential and individual aspiration should also be considered. Talent is mostly made up of a combination of abilities, individual motivation and opportunities offered. The definition of talent management is also very complex and is indicative of how the organisation sees talent management. Talent is normally managed and developed through talent pools and an alignment between competency models, performance objectives and people characteristics is used to fill talent pools. Effective and disciplined talent reviews should take place regularly to determine the progress made and whether individuals should still be included in the talent pool or not. The influences in the organisational environment calls for the understanding of human capability to manage complexity and knowledge of work levels in order to effectively execute talent pool management. Leadership development programmes should include the challenges and context of leadership, as well as the development of individual characteristics. A company cannot grow leaders unless an accurate development target is identified. The selection of this development target should be effective and only a few programmes could be identified that effectively support the identification of talent. Most companies use the competency approach, which has significant advantages, but also a number of disadvantages. These models are discussed in the research report. Talent management however does not terminate with the mere identification of potential and the intent to develop identified individuals. Leadership development places its own demands on organisations and the number of interventions that are required to effectively develop leadership talent. The efforts and resources awarded to talent development should however enhance organisational performance and the fact that organisations choose to ignore or discard the need for talent management could have detrimental effects on their sustainability. / AFRIKAANSE OPSOMMING: "Treat people as if they were what they ought to be, and you help them to become what they are capable of being" - Goethe as quoted in Melum (2002). Die wetenskap van leierskap is 'n veld wat gedurig verander soos organisasies en individue verander, groei en ontwikkel. Hoe meer kompleks die aard van die leierskap, hoe moeiliker en meer uitdagend is die identifisering van leierskapspotensiaal en die gevolglike ontwikkeling daarvan. Die internasionale omgewing plaas verdere eise op leierskapsbehoeftes en die ontwikkeling van globale bevoegdhede. Kragtige en gesofistikeerde talentbestuursstrategieë en prestasiebestuurinisiatiewe het uiters belangrik geraak in die kompeterende internasionale omgewing. Lynbestuur moet 'n talentbestuursingesteldheid ontwikkel ten einde talentbestuur effektief in organisasie-strategie te integreer. Talentbestuur moet noodwendig die waardes van die organisasie ondersteun en volg en moet ondersteun word deur die begeerte van individue in die organisasie om die waardes uit te leef. Ten einde talentbestuur effektief uit te voer, moet organisasies hulle leierskapsvereistes en die rolle waarin hulle leierskapsaanspreeklikheid vereis duidelik definieer. Die verskil tussen bestuurders en leiers moet ook duidelik wees met betrekking tot die organisasievereistes en daar moet verseker word dat die basiese vereistes vir leierskap soos geidentifiseer deur Jaques en Clement (1991 : 47) in plek is: • Persoon moet die nodige bevoegdhede hê om die rol op te neem en dit ook dienooreenkomstig waardeer. • 'n Persoon moet nie enige ernstige verswakkende sielkundige eienskappe hê wat indruis teen interpersoonlike eienskappe nie. • Organisatoriese toestande - struktuur en leierskapspraktyke - moet in plek wees. • Elke persoon moet aangemoedig word om sy eie natuurlike styl toe te pas". Die mees kritieke vereiste vir effektiewe leierskap is dat die persoon wat dit uitoefen, 'n waardering daarvoor moet hê. Leierskaps- of talentontwikkeling moet gemik wees op die ontwikkeling van leiereienskappe soos gedefinieer deur die organisasie. Diesulke ontwikkeling neem tyd en toewyding. Ten einde te verseker dat die tyd en toewyding wat aan leierskapsontwikkeling spandeer word die toepaslike opbrengs lewer, moet die identifisering van diesulke talent baie goed uitgevoer word. Verskeie definisies van talent bestaan en 'n aantal faktore soos vaardighede, kennis, kognitiewe vermoëns, potensiaal, waardestelsels en werksvoorkeure moet oorweeg word in die identifisering van talent. Vorige prestasie, toekomstige potensiaal en individuele aspirasies moet ook in ag geneem word. Talent bestaan hoofsaaklik uit 'n kombinasie van vaardighede, individuele motivering en geleenthede. Die definisie van talentbestuur is ook baie kompleks en is 'n aanduiding van hoe talentbestuur deur die organisasie beskou word. Talent word normaalweg bestuur en ontwikkel deur talentmassas en 'n groepering van bekwaamheidsmodelle, prestasiedoelwitte en menslike eienskappe word gebruik om diesulke talentmassas saam te stel. Effektiewe en gedissiplineerde talentoorsigte moet gereeld plaasvind om die vordering te monitor en te bepaal of individue steeds ingesluit moet word in die talent-massa , al dan nie. Die invloede van die organisatoriese omgewing vra ook vir 'n goeie begrip van menslike aanleg om kompleksiteit te hanteer en 'n kennis van die vlakke van werk ten einde effektiewe talentbestuur daar te stel. Leierskapsontwikkelings-programme moet die uitdagings en konteks van leierskap, sowel as die ontwikkeling van individuele eienskappe insluit. 'n Organisasie kan nie leiers ontwikkel alvorens 'n spesifieke ontwikkelingsdoelwit geidentifiseer is nie. Die keuse van hierdie ontwikkelingsdoelwit moet effektief wees en slegs 'n paar programme kon geidentifiseer word wat die identifisering van talent effektief ondersteun. Meeste organisasies gebruik die bevoegdheidsbenadering, wat verskeie voordele, maar ook aansienlike nadele het. Hierdie programme en modelle word in die navorsingsverslag bespreek. Talentbestuur eindig egter nie met die identifikasie van potensiaal en die voorneme om geidentifiseerde individue te ontwikkel nie. Leierskapsontwikkeling plaas sy eie vereistes en druk op organisasies en die aantal intervensies wat vereis word om leierskap effektief te ontwikkel. Die moeite en hulpbronne wat aan talentontwikkeling toegesê word, behoort organisasie-prestasie te verbeter en die feit dat organisasies kies om die nodigheid van talentbestuur te ontken kan 'n nadelige uitwerking op toekomstige volhoubaarheid het.

Thesis (MBA)--Stellenbosch University, 2008. / ENGLISH ABSTRACT: The aim of the study is firstly to determine what the main causes are for employee turnover and turnover intention. Secondly, the study is to investigate the consequences for organisations that are unable to retain or attract talented employees. The data was collected through exit interviews and through personal interviews from the organisation. The sample was taken from a diverse group of individuals consisting of people from all departments in the organisation. In total six departments were considered. The data was categorised into five areas, namely remuneration and benefits, work-life balance, organisational culture, job satisfaction and career development. The data will be presented graphically and then analysed. The literature review was conducted on the categories as categorised from the exit and personal interview data. This was done to compare the literature findings to the data analysis results as established from the exit and personal interview data. The findings suggested that organisational culture was the biggest contributor to employee turnover or turnover intention, followed by career development and job satisfaction. While remuneration and benefits are of some significance, it does not appear to be major contributors. / AFRIKAANSE OPSOMMING: Die doel van die studie is eerstens om die hoofoorsake van werknemer bedankings, sowel as die voorneme van werknemers om organisasies te verlaat, te bepaal. Tweedens, om ondersoek in te stel na die moontlike gevolge vir organisasies wat nie in staat is om werknemers te behou of nuwe talent te lok nie. Inligting vir die studie is deur middel van diensverlatings- en persoonlike onderhoude van die organisasie verkry. 'n Verskeidenheid individue uit ses verskillende departemente het aan die studie deel-geneem. Die inligting is in vyf katagorieë verdeel, naamlik vergoeding en voordele, balans tussen werk en persoonlike lewe, organisasiekultuur, werksbevredeging en loopbaanverbetering. Die data word grafies voorgestel en geanaliseer. Die literatuurstudie is saamgestel in dieselfde vyf katagorieë as die waarin inligting verkry is deur die verskillende onderhoude. Dit is gedoen ten einde die literatuurstudie-bevindings met die data- analise te vergelyk wat deur middel van diensverlatings- en persoonlike onderhoude verkry is. Die studie dui aan dat organisasiekultuur die grootste bydraende faktor is by werknemerbedankings, sowel as by werknemers wat beoog om die organisasies te verlaat. Bykomende bevindings dui op loopbaanverbetering en werksbevrediging. Terwyl vergoeding en voordele 'n faktor is, wys die studie dat dit nie 'n belangrike bydraende faktor is nie.

<p>Taking into account the rapidly changing of the environment nowadays and the necessity of being different between organizations, this paper tries to show how to achieve a sustainable competitive advantage in companies, through talented people using talent management strategies.</p><p>Here is included all theoretical framework where we will explain our understanding of talent management, talented people and the creativity as a talent. This framework gives us the tools needed to be able to analyse a real talent management strategy.</p><p>During the analysis we will discover that a talent management strategy has to be fitted with the corporate strategy and with the corporate culture and also, that there are infinite ways to develop the talent management activities, it depends on the organization which develops it. For instance we are going to study two companies, Zerogrey and Google, which are very different between them but both of them have a talent management strategy.</p>

Globalisation radically changed the way in which talent is sourced, organised and managed. The chemical industry as competitor in the global landscape is increasingly faced with challenges to attract and retain talent. The success and global competitiveness of the chemical industry largely depends on its employees, their ideas and intellectual resources. Highly talented employees are targeted by competitor companies and head hunters with substantial financial incentives and benefits. Leadership plays a vital role in creating a stimulating, empowered and challenging work environment that will attract and retain employees. Employees need to experience a sense of meaning, have the resources to do their jobs and most importantly, need to be empowered beyond being asked to meet performance goals. The aim of this study was to determine if a relationship existed between leadership empowerment behaviour, psychological empowerment, work engagement and turnover intention in a chemical industry. The study secondly examined whether leadership empowerment behaviour affected turnover intention via psychological empowerment and thirdly the study investigated if leadership empowerment behaviour affected work engagement via psychological empowerment. A random cross-sectional design with paper-based surveys as the primary method of data collection was used to accomplish the research objectives. The measuring battery for this study consisted of the Leader Empowering Behaviour Questionnaire (LEB), the Measuring Empowerment Questionnaire (MEQ), the Work Engagement Scale (WES) and the Turnover Intention Scale (TIS). The simulation and statistical analysis was carried out using the Statistical Program for the Social Sciences IBM SPSS version 21 and Mplus. Confirmatory factor analysis (CFA) which is theory driven was used in the study. The results showed that a significant relationship existed between leadership empowerment behaviour, psychological empowerment, work engagement and turnover intention. Regression analysis indicated that leadership empowerment behaviour had significant predictive value towards psychological empowerment and work engagement. The results showed that leadership empowerment behaviour did not affect turnover intention via psychological empowerment, but rather had a direct effect on employee’s turnover intention. The results further showed that psychological empowerment did have an indirect effect on the relationship between leadership empowerment behaviour and work engagement. The results indicated that it would be worthwhile if organisations develop leader’s competence and skills to empower their workforces. This would lead to higher levels of psychological empowerment, work engagement and retention of talent. Recommendations for future research were made. / MA (Industrial Psychology), North-West University, Vaal Triangle Campus, 2013

The purpose of this case study is to examine how talent management is applied in a university environment and how development in leadership skills for the participants of a project affects their willingness to stay at the university. This study also highlights the purpose of using a strategy like talent management to keep key people in the organization to stay and also that theories about talent management needs to be complete with theories about loyalty and commitment. This is done through examining the project Real-- Research and Leadership that the University of Umeå provided for 21 researchers and the first round of the project took part between 2015 and 2016. The purpose of this project is to work as a supporting instance for the researcher’s research career in an long term goal to get the young prominent researchers to stay and keep working at the University. To do so, ReaL, as the project is commonly called, offered the researchers a course with the possibility to develop their leadership abilities that would help them in their future research career. But also to introduce them to interdisciplinary contacts in an attempt to broaden their research network and to give them an increased general knowledge sharing. The data gathering for this study was partly done through surveys that were handed out to the participants at the last day of the course and by interviews with selected participants from the course. The quantitative results of the study show that the participants showed a positive feeling against the impact on the participant’s willingness to stay at the University of Umeå and that the support for their research careers and an enhance in their ability in communication and conflict management was highly contributed towards their willingness to stay at the university. ReaL as a support tool for the participants was also a highly contributed factor for their willingness to stay. The Qualitative results on the other hand shows a more complex situation. Even thou that the project had a positive impact, other external factors paid more contribution to the researcher’s willingness to stay then what the quantitative results shows. These factors were the layout of the city of Umeå, their family situation and their partner’s works situation.

From 1997 to 1999 and 2003 to the present, Major League Baseball has had a luxury tax on high payroll teams. This paper analyzes the impact of the tax as a budget constraint on teams’ ability to reward and retain high performing players. In contrast to other papers, we use wins above replacement (WAR), a popular sabermetrics statistic, to measure performance. Using this metric, we quantify the number of top performers, how this performance is rewarded with salary, and how salary impacts players’ mobility decisions. We conclude that when using WAR, the distribution of performance is not heavy tailed and rather follows an exponential distribution. Our results suggest that there are fewer top performers in periods with a luxury tax/budget constraint. We use efficiency wage theory to understand this decrease in top performers as the result of a decrease in motivators. We understand two different mechanisms of motivating performance: (1) under a stochastic budget constraint, managers did not choose to extend the contracts of top players; and (2) under a fixed budget constraint, managers decreased the monetary reward for an increase in performance. Both these mechanisms decrease the motivation for top talent to perform highly.

Bakgrund: Forskningsproblemet har sin bakgrund i globaliseringen och dess påverkan på världsekonomin. Sverige har hög tillväxt men samtidigt upplever många organisat- ioner brist på kompetens. Syfte: Studiens syfte har varit att studera organisationers strategier för att hantera kom- petensbrist. Kartläggningen har fokuserat på att visa hur organisationerna arbetar för att attrahera, utveckla och behålla medarbetare. Studiens empiriska grund är en geografiskt avgränsad plats, därför har vi sökt svar på om den geografiska aspekten har någon bety- delse för organisationernas strategier att överkomma kompetensbristens hinder. Metod: Studien har en deduktiv ansats och har med bakgrund av forskningsproblemet karaktär genomförts med ett kvalitativt synsätt. Data är insamlad med hjälp intervjuer som bidragit till en bred bild av fenomenet som undersöks. Slutsats: Organisationer har liknande strategier för att attrahera, utveckla och behålla talangfulla medarbetare, skillnaden är hur välutvecklade strategierna är. Organisationer- na med en välförankrad övergripande strategi bestående av alla delar teorin har upp- märksammar har visat sig ha stora framgångar i att tillgodose sitt kompetensbehov. I de organisationer vi funnit brister i det strategiska arbetet, saknas också framgången.