The word talent is becoming more important nowadays in a world where every-thing is getting globalizing. Along this thesis, the authors take a close look to the definition of talent and the role of the talent management theory. It is also mentioned other topics such as knowledge management and human resources management, and how both are connected to talent management through tal-ent itself. This process is mainly structured in three key elements: To find, develop and retain a talent. During the whole process, the concept of leader-ship and leader will be present. The authors use the world of sports as illus-tration to make the talent management and leadership topics more visible to the reader. Several experts were interviewed from different fields and with their knowledge and experiences, Íñigo and Andreas come to the final conclusion where it can be appreciated how business can learn and beneficiate from sports and vice versa.

<p>The globalisation of economy, increase of employees’ mobility, the forthcoming shortage of people next 10 years and, hence, war for talented people are some of the most important problems of corporations today. This thesis has a purpose to show systematic picture of the organisation, which will be named as Talented Organisation, with appropriate conditions for having talented people within and developing their talents.</p><p>Some assumption of the research discussed in this paper are about the talented people themselves as special, difficult to work with, but interesting for any organisation. They can create some problems for leadership and co-workers and at the same time represent the most important source of ideas and to be essential resource.</p><p>It will be described the strategy for gaining the Talented Organisation which will facilitate the process of hiring talented people as well as will promote the utilisation of inner organisational potential: identifying, breeding, nurturing and retaining of talented people.</p>

<p>Talent management has been a heating-up topic in recent years. It has a positive effect on the ability to create a compelling, productive, and valued enterprise for all stakeholders — employees, customers, business partners and investors. Moreover, talent management facilitated talent flexibility and enables the rapid growth of the business, ensuring rapid alignment with the requirements established by business leaders as the company evolved. Meanwhile, the importance for a company to attract and retain a high-quality workforce is moving into the boardroom agenda, more and more attention is pain on this acute topic.</p><p>In this thesis, we are doing the research on how to build up a talent factory within the company – how to recruit the most outstanding people to meet the business needs, how to maximize the potential of employees, how to put the right people in the right position and finally how to keep the best people in the company. In order to achieve it, we conducted our research from different methodologies (literatures, case studies, interviews) to find the answer our research question: is talent management a science or an art in order to build up a talent factory? At the end, we came out of our own understanding about the talent management and the accommodations of building up a talent factory.</p>

Η παρούσα πτυχιακή εργασία εξέτασε την διοίκηση ανθρώπινου δυναμικού στις πολυεθνικές επιχειρήσεις που λειτουργούν στο χώρο των cash and carry και hypermarket. Έμφαση δόθηκε στην ανάπτυξη του ανθρώπινου δυναμικού καθώς και στη διαχείριση των ταλέντων. Από την βιβλιογραφική ανασκόπηση αναφέρθηκε ότι τόσο η ανάπτυξη του ανθρώπινου κεφαλαίου όσο και η διαχείριση των ταλέντων είναι παράγοντες που καθορίζουν την ποιότητα του ανθρώπινου δυναμικού ενός οργανισμού και την ικανότητα του να υποστηρίξει τον οργανισμό στην εκπλήρωση των στόχων του. Η έρευνα που έγινε σε δείγμα στελεχών ανθρώπινου δυναμικού σε επιχειρήσεις του κλάδου έδειξε ότι σε μεγάλο βαθμό οι δράσεις στην ανάπτυξη του ανθρώπινου δυναμικού είναι σε συνάφεια με τις πολιτικές των μητρικών των πολυεθνικών επιχειρήσεων. Σε ότι αφορά την διαχείριση των ταλέντων σε αυτό το τομέα οι πολιτικές είναι περιορισμένες. Εφόσον εντοπιστεί κάποιο στέλεχος που έχει τις προοπτικές να εξελιχθεί σε “ταλέντο” για την επιχείρηση, τότε θα συνεχίσει την πορεία του στο εξωτερικό. / This thesis examined the human resource management in multinational firms operating in the area of cash and carry and hypermarket. Emphasis is given to human resource development and talent management.

Talent management (TM) has been researched and practiced by many researchers and practitioners for years. The theory itself is based on empirical findings. However, there is no clear and solid definition for it despite thousands of articles and books were published in the past century. Among them, there are not many related to TM in Chinese context, not to mention TM in the Chinese educational sector which we are quite interested in. The lack of literature and research in this specific field evoked curiosity from us. Therefore, a case study was conducted in Chinese middle schools with a focus on talented teacher management where those teachers are considered the talent which need to be managed. This study is based on qualitative approach with empirical data collected from four in-depth interviews. After analyzing the data, we got unexpected results. As a matter of fact, the schools have no knowledge about TM even though what they did to the teachers reflect some aspects of TM, or in other words, they are not aware of what they did is in fact part of TM. This empirical finding reflects how TM is found, developed and labeled. In the end, we concluded that TM is an area of fascination and inspiration. It comes from the practice without which it will not exist and develop, which is embodied in our case study. In this study, school leaders are not aware that they were in fact using some methods of TM. They just do not know how to label those methods.

Talent management is an organisational process aimed at maximising the benefit gained from the organisation's workforce, mostly by assessing the future potential of senior organisational members to fill key positions based on their proportional contribution to the business. Despite the increasing prevalence of talent management, evidence is accumulating to indicate an extremely low success rate of just 20-25% in predicting high performers. While talent management continues to address a growing business need, a better understanding of the process may help to refine its practice. The underpinning assumptions of the practice of talent management are that organisations are systemic and linear, and that talent management must produce a single answer identifying what it means to be a 'talent' in any specific circumstance. As a profession, talent management also maintains a fantasy of control: the expectation that assessed individuals will indeed behave as anticipated, and that stated targets will remain unchanged. As a progressive and trending HR process, talent management's close connection to organisational power relations and political dynamics is rarely acknowledged. The emotional toll on assessed senior executives, as well as potential ramifications for their colleagues, is also often overlooked, despite the significant implications for individual careers and broader inferences of inclusion-exclusion inherent in the process of talent selection. Talent management practitioners and scholars tend not to consider the impact on individuals of inaccurate assessments and mistaken decisions. As a talent manager practitioner who decrees the fate of individuals, such glaring oversights provoked in me an acute ethical anxiety that drove this research. This work offers a critical perspective on the practice of talent management - in particular, the process of judgment involved in the assessment of 'high potentials' and the potent dynamics of inclusion in/exclusion from the talent group. Having witnessed first-hand the inconsistency between apparently robust predictions (based on best practice) and subsequent outcomes, I began this research with strong feelings of ambivalence towards my practice of 25 years and my prospering business of 10 years. The critical perspective of the current study took shape within the research framework, which is based on the philosophy of pragmatism and the complex responsive process of relating that draws on it, as well as on process sociology and complexity sciences. The research methodology insists that scholars take their own direct experience seriously, collect their raw data through writing narratives, and then exercise reflection and reflexivity both as individuals and as part of the Doctor of Management (DMan) learning community. The narratives 'translate experience so that it is meaningful to the reader' (Cunliffe, 2010, p. 228). Applying this innovative approach not only to my research, but also to my professional practice, has led me to challenge the most fundamental assumptions of talent management. I now have a deeper and more nuanced understanding of the process of judgment at its core, and have developed a new way to approach and implement this process within my work. This thesis culminates in three main arguments describing talent management from a new perspective, as well as redefining the role and degree of involvement of talent management consultants. First, the central process of judgment emerged not as an objective analysis communicated in a unidirectional, linear way from the assessor to the assessed, but rather as a relational and social process that involves shifting power relations and an inclusion-exclusion dynamic influenced by many unpredictable factors. Second, from the perspective of the research framework, the assessor can no longer be seen as an objective observer, but must be regarded as a participant who is simultaneously both involved and detached and who must rely on their practical judgment. Talent management's traditional promise of future-oriented focus and reliable predictions is illusory, given that all participants are continuously merging their ongoing experiences to spontaneously co-create the future in unpredictable ways. . Understanding that the assessment process is not a simple numerical exercise (ranking individuals on various scales) and that no single truth can be obtained through an assessment process (since assessment results are co-created with all participants in the process) has eased my ethical concerns and enabled me to continue practising my profession with confidence, by taking a fresh viewpoint of what it is that I am doing. It is my hope that other talent management practitioners will find these insights useful and generalisable, and valid to their own practice - extrapolating from the local to the global.

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.

Cette thèse étudie la gestion des talents (TM) pour analyser l'impact du label « talent » sur la perception, l'humeur, les attitudes et le comportement des employés. Il explore les mécanismes par lesquels la perception de l'inclusion (ou non-inclusion) dans le bassin de talents d'une organisation affecte le bien-être professionnel des employés, les attitudes et la satisfaction professionnelle ainsi que leurs performances. Article I explore comment l'organisation étudiée communique son approche TM et comment une telle approche influe sur la satisfaction de ses employés. Il suggère que la perception des employés les amène à évaluer leurs perspectives de carrière au sein de l'organisation, ce qui influe sur leur satisfaction. Il explore également le rôle de l'orientation internationale dans la détermination de la satisfaction des employés. Article II explore si l'engagement favorise la relation positive entre la perception des talents et leur (a) satisfaction au travail et (b) performance. Les résultats suggèrent que, bien que l'engagement de travail apporte la relation hypothétique entre la perception du talent et la satisfaction au travail, il n'est pas intermédiaire dans la relation entre la perception du talent et la performance. Les résultats montrent également une relation très faible entre les autres variables de l'étude et la performance. Le document explore en outre les raisons de ces constatations et offre des explications alternatives. Il suggère également qu'il pourrait y avoir différents types de talents au sein du groupe de talents d'une organisation et souligne la nécessité de typologies qui classent ces talents. Article III propose un modèle théorique pour catégoriser les différents types de talents. Cette article s'appuie sur les conclusions des articles I et II, en particulier la conclusion dans 231 l’article II que la performance a une relation faible avec être appelé un talent et, la suggestion qu'il pourrait y avoir des sous-groupes de talents. L'idée derrière l’article III est de réévaluer certaines des idées existantes concernant la meilleure façon de gérer le talent d'une organisation. En tirant des idées de plusieurs sources de recherche, l’article III illustre l'hétérogénéité au sein du bassin de talents d'une organisation et suggère que les organisations obtiennent de meilleurs résultats en gérant différents types de talents en utilisant des stratégies de talents correspondantes. La partie quantitative est basée sur deux sources de données: (a) les données d'enquête obtenues grâce à un questionnaire d'enquête en ligne et (b) les données sur la performance fournies par le département des ressources humaines. Une caractéristique importante de notre organisation d'étude est qu'il a une approche fermée de gestion des talents, c'est-à-dire qu'elle identifie un groupe d'employés talentueux, mais ne révèle pas leur statut de talent, ni à eux ni pour au reste de l'organisation. Cette dissertation a trois contributions: d’abord, elle explore les antécédents des attitudes des employés dans le contexte d'organisations à approche TM fermée. Deuxièmement, il établit des liens entre la perception du talent, l'engagement au travail et la satisfaction. Il explore également le lien entre TM, les attentes des employés, l'engagement au travail, la satisfaction et la performance. Enfin, il présente une typologie pour catégoriser les différents types de talents et construit un modèle pour conceptualiser la TM comme une capacité dynamique. Ce faisant, il répond à l'appel à la nécessité d'un cadre théorique complet pour organiser et faire progresser la recherche sur la TM. / This dissertation investigates talent management (TM) approaches and practices to analyze the impact of the label talent on employee perception, moods, attitudes, and behavior. It explores the mechanisms through which perception of inclusion (or non-inclusion) in an organization’s talent pool impacts employees’ occupational well-being such as work engagement, attitudes such as job satisfaction and career satisfaction as well as their performance. Paper I explores how the study organization communicates its TM approach and how such an approach impacts their employees’ job satisfaction. It suggests that employees’ perception leads them to evaluate their career prospects within the organization which in turn impacts their job satisfaction. It also explores the role of international orientation in determining employees’ job satisfaction. Paper II utilizes two sources of data and explores whether work engagement mediates the positive relationship between talent perception – employees’ perception that their organization considers them as talented – and their (a) job satisfaction and (b) performance. Results suggest that while work engagement mediates the hypothesized relationship between talent perception and job satisfaction, it does not mediate the relationship between talent perception and performance. Results also show very weak relationship between other study variables and performance. The paper further explores the reasons for such findings and offers alternative explanations. It also suggests that there might be different types of talents within an organization’s talent pool and points out the need for typologies that categorize such talents. Paper III moves beyond data analysis and 228 proposes a theoretical model for categorizing different kinds of talents. This paper builds on the findings from Papers I and II, especially the finding in paper II that performance has weak relationship with being labeled a talent and the suggestion that there might be sub-groups of talents. The rationale behind Paper III is to re-evaluate some of the existing ideas regarding the best way to manage an organization’s talent. Drawing ideas from several research streams, paper III captures the heterogeneity within an organization’s talent pool and suggests that organizations might obtain better results by managing different types of talent using corresponding talent strategies. The quantitative part of the dissertation is based on data sources: (a) Survey data obtained through an online survey questionnaire. The respondents comprise of employees – both labeled talent and not labeled talent – working for subsidiaries of the study organization. (b) Performance data provided by the organization’s human resource (HR) department. One important feature of our study organization is that it has a closed TM approach, i.e., it identifies a group of talented employees but does not reveal their status as a talent either to them or to the rest of the organization. The contribution of this dissertation is threefold: firstly, it explores the antecedents of employees’ attitudes in the context of organizations with closed TM approach. Secondly, it establishes linkages between talent perception, work engagement, and job satisfaction. It also explores the link between TM practices, employee expectations, work engagement, job satisfaction, and performance. Finally, it presents a typology to categorize different types and talents and builds a model to 229 conceptualize TM as a dynamic capability. In doing so it answers the call for the need of a comprehensive theoretical framework to organize and advance TM 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.

abstract: The workforce demographics in the United States are rapidly changing. According to census information, 35% of working adults are project to retire within the next 20 years. The construction is being particularly affected by this demographic shift as fewer employees are entering into the industry. This shift is especially bad among project professionals within the industry. The response to these changing demographics depends on how companies manage their talent and plan for successions. In order to investigate this workforce problem in the construction industry, the author has partnered with an expert panel of human resource executives from various companies in the construction industry. This research seeks to investigate methods in which construction companies can identify high potential project leaders early on in their careers through quantitative methodologies. The author first validated the research problem by gathering demographic data from six U.S. construction companies varying in size and industry expertise. As a result of analyzing information from 2,294 construction employees in the project management career path, the authors have found that 58% of these individuals are projected to retire within the next 12 years. The author also conducted a detailed literature review and six company interviews to investigate current succession planning practices in the industry. The results show that very few companies have contingency plans for early to mid-level employees. Lastly, the author conducted 76 employee psychological evaluations to measure personality and behavior traits. These traits were then compared to supervisory performance reviews of these employees. The results of this comparison suggest that high potential employees tend to showcase previous leadership experience and also tend to be more outspoken and are also able to separate their emotional bias from business decisions. Using these findings, the author provides an interview tool that employers can use to expand their talent pool in order to identify high potential candidates that may have been previously overlooked. The author recommends additional research in further developing the use of quantitative tools to evaluate early-career employees in order to more efficiently align resources within the shrinking talent pool. / Dissertation/Thesis / Doctoral Dissertation Construction 2017