Dissertation deals with Generation Y and its position in the corporate environment and in the labor market. The selected issue is very topical because of increasing structural and cyclical unemployment among young people. In preparing the dissertation, we departed from theoretical findings acquired by studying Czech and foreign monographs, articles published in journals, other electronic resources and, most importantly, primary research conducted. The main objective of the dissertation to gain new knowledge about Generation Y, which would lead to a more effective inclusion of young people (especially graduates) into practice with the use of new management methods in the adaptation and stabilization of a young employee in the job, with focus on future employees with economic expertise. In order to achieve the main objective, 4 sub-objectives and 4 research questions with relevant hypotheses were set. Based on an analysis of the theoretical basis and secondary data, a schema of adaptation and stabilization of a young employee was created. The primary research conducted then combines quantitative and qualitative approaches for the analysis and description of each part. The research results are presented in the form of partial conclusions characterizing each area as well as in the form of a summarizing conclusion placed in a broader context in a comparison with the determined state of current scientific knowledge. The dissertation includes contributions to science and research, business practice and teaching as well as a proposal of continuation of research activities.

High rates of employee turnover in the legal sector are an internationally recognized problem. Despite persistent efforts from business law firms, many lawyers choose to leave their employer. This suggests these business law firms struggle with talent management and employee retention. Based on several concepts from organizational theory, this study investigates which motivational forces contribute to employee retention at Swedish business law firms. Data has been collected through semi-structured interviews with six respondents; working as associates, senior associate and partner at their respective firms. The empirical findings show that affective, contractual and calculative forces contribute most to lawyers choosing to stay at their law firms. Meanwhile, normative, alternative, behavioral, moral/ethical and constituent factors contributed little or nothing to employee retention. Complementary factors such as compensation, fringe benefits and work-life balance were also not regarded as decisive in the lawyers’ decisions to remain.

Gen Y (1980-1995) är en generation med förväntningar och behov, som innefattar att de i högre grad tenderar att byta arbetsplats jämfört med Gen X (1965-1980), vilket utgör en utmaning för organisationer. Studiens syfte är att beskriva och skapa en förståelse för hur ledare i en kunskapsintensiv organisation arbetar med Talent Management (TM) för att behålla talang av Gen Y. Arbetet tar formen av en deskriptiv fallstudie där studieobjektet är ett konsultbolag i en bransch med hög personalomsättning. Studien grundar sig i en kvalitativ forskningsmetod vari data har samlats in genom semistrukturerade intervjuer. Studiens resultat beskriver hur den studerade organisationen arbetar aktivt med de två TM aktiviteterna Employee Retention Strategies (ERS) och Employee Value Proposition (EVP), i försök att behålla Gen Y. Det går däremot inte att dra en slutsats kring huruvida organisationers arbete med TM påverkar behållandet av Gen Y positivt, eftersom ett sådant resultat inte framkommer av studien.

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Although Talent Management is an area of research that has captured the attention of many as organizations around the world compete for talent, it is a relatively new area of research. Sweden is a country where the shortage of skilled workforce is significant and demand is high, especially in the knowledge-intensive industry. Hence, the aim of the thesis is to contribute to the understanding of how organizations in Sweden in the knowledge-intensive industries, attract and retain talents through talent management practices. This study is based on a qualitative methodology where the data collection was conducted through eight semi-structured interviews with ten respondents. The results show that talent can be defined both as something that all employees can become and develop into, and as personal qualities, but also depending on the context and situation. Talent attraction is achieved through employer branding and reputation building. A good reputation can be achieved through honesty and openness, through partnerships with other actors that are beneficial to the organization and through personal encounters both outside and inside the organization. In addition to the obvious benefits, an organization can develop methods to develop and enable career goals. Organizational culture can have an impact on the work of Talent Management and thus can set norms and influence perceptions of talent within an organization.

Aim ~ The aim of the study is to explore the phenomenon of external international recruitment and examine how the international recruitment and selection process is designed in practice. Regarding this aim, the study’s focus is on standardization and customization of the international recruitment process in terms of cultural and institutional aspects. Method ~ The study is based on a qualitative research method and a thematic template analysis of 11 semi-structured interviews. The sampling technique is a non-probabilistic and purposive method, resulting in respondents who are recruiters or managers which in their work participate in full-cycle or parts of the external international recruitment process. The,interviews were conducted during the time period of April - May 2022, through digital meetings or by phone. Results ~ The methods used in external international recruitment were found to be online interviewing, tests, and sourcing. Findings disclose that the international recruitment processis affected by culture in terms of three features: national, global, and generational. Additionally, institutional aspects were found to affect the recruitment sources and thus influence the process by regional divisions. As well, corporate institutions such as company size and degree of centrality were found to influence the process design. Conclusion ~ The external international recruitment process is characterized by high standardization in the preliminary phases, while a higher degree of customization according to institutional differences and cultural individuality of candidates is undertaken towards these lection phase. Thus, results are explained by institutional theory and the concepts of legitimacy and isomorphism, as the international recruitment and selection process is adapted to constraints in turn to create legitimate practices. As well, organizations are seemingly taking on the presented international recruitment process and becoming similar in their actions.

In the face of intensifying competition for skilled talent across industries, organizations are increasingly recognizing the strategic imperative of employer branding to attract, engage, and retain top talent. This study aimed to elucidate optimal employer branding strategies and processes that enhance talent outcomes throughout the employee lifecycle. Through an exploratory comparative case study approach, semi-structured interviews were conducted with talent management professionals from renowned organizations in the automobile and consulting industries. The findings revealed that organizations employ diverse approaches to designing and implementing employer branding strategies, ranging from centralized and data-driven models to decentralized and business unit-driven approaches. However, a common theme emerged regarding the criticality of aligning the employer brand with the organization's culture, reputation, and employee value proposition (EVP) to resonate with target talent segments. Additionally, the study underscored the significance of ensuring alignment between employer branding promises and the actual employment experiences through strategies such as fostering an engaging organizational culture, crafting a compelling EVP, managing psychological contracts, and implementing continuous monitoring and feedback mechanisms. Furthermore, the research highlighted the importance of employing a multi-faceted approach to measuring and evaluating the effectiveness of employer branding initiatives, incorporating both quantitative and qualitative methods, while acknowledging the challenges associated with comprehensive tracking systems and infrequent external perception surveys. The influence of cross-cultural factors on the design, implementation, and perception of effective employer branding strategies was also explored, emphasizing the need for tailored approaches while maintaining brand coherence. The study confirmed the significant impact of employer branding on talent attraction and retention across both industries, including attracting competent talent, fostering brand awareness, and enhancing retention. Overall, this research contributes to advancing the theoretical and practical understanding of employer branding strategies and their implications for talent management outcomes, while acknowledging limitations and providing recommendations for organizations, practitioners, and future research endeavors.   Keywords: employer branding, talent attraction, retention, employee value proposition (EVP), organizational culture, cross-cultural factors, talent management.

Thesis (MPA)--University of Stellenbosch, 2011. / ENGLISH ABSTRACT: The South African Constitution, 1996, requires a development–oriented public administration, cultivating good human resources management and career development practices to maximise human potential. Talent management complies with this constitutional requirement as a practice that ensures that people with the required skills and aptitude are attracted, developed, utilised and retained to increase workplace productivity. The Provincial Government Western Cape (PGWC) has aligned itself with talent management by focusing on the attraction, development and retention of skills to address poverty and unemployment. The Western Cape Provincial Treasury (WCPT), which manages the PGWC finances, has however experienced high employee turnover rates lately with talented employees leaving the organisation for other public service departments or private sector organisations. This thesis assessed WCPT’s approach to talent management by: Obtaining an understanding for why talented employees left or are leaving WCPT; Exploring the concept of talent management in organisations globally; Exploring the legislative context for talent management in the South African public service; and Determining what WCPT’s approach to talent management is by using WCPT as a case study. A qualitative case study research design with unstructured interviews, a survey questionnaire and documentation were used to conduct this study. The case study of WCPT was used to draw inferences between the practice and theory in the literature review to understand why talented employees left and are leaving WCPT and what WCPT’s approach to talent management is. It was found that job dissatisfaction was the broad reason why talented employees left WCPT. Job dissatisfaction includes dissatisfaction about competitive salaries, sufficient training and development, a career planning programme, work-life balance, and so on. A draft talent management strategy has been formulated for WCPT but has not been implemented because the Human Resources department of WCPT has been relocated to the Department of the Premier as a result of the modernisation1 of public service departments in the PGWC. This thesis has made recommendations that the draft talent management strategy be implemented, despite the absence of the Human Resources department, as part of a broader strategy to establish WCPT as an employer of choice. / AFRIKAANSE OPSOMMING: The Suid-Afrikaanse Grondwet, 1996 vereis ʼn publieke administrasie wat goeie menslike hulpbron bestuurspraktyke bevorder en loopbaanontwikkeling sowel as menslike potensiaal aanhelp. Talentbestuur voldoen aan hierdie vereiste deur te verseker dat mense met vaardighede gewerf, ontwikkel, aangewend en behou word om produktiwiteit te verbeter. Die Wes-Kaapse Provinsiale Regering het homself in lyn gebring met hierdie grondwetlike vereiste deur te fokus op die werwing, ontwikkeling en behoud van vaardighede om armoede en werkloosheid aan te spreek. Die Wes-Kaapse Provinsiale Tesourie (WKPT) het egter, inteendeel, ʼn hoë omset in talentvolle werknemers ondervind, wie die organisasie verlaat het vir posisies in ander openbare sektor departemente sowel as privaatsektor organisasies. Hierdie verhandeling het die WKPT se benadering tot talent bestuur gemeet deur: ʼn Begrip te verkry vir hoekom talentvolle werknemers WKPT verlaat het; om die begrip talentbestuur in organisasies wêreldwyd te verken; om die wetlike konteks van talentbestuur in openbaresektor organisasies in Suid-Afrika te ondersoek; en om vas te stel wat WKPT se benadering tot talentbestuur is deur WKPT as ʼn gevallestudie te gebruik. ʼn Kwalitatiewe navorsingsontwerp was gebruik om die navorsings probleem te ondersoek met ongestruktureerde onderhoude, ʼn meningsopname vraelys en dokumentasie as navorsingsmetodes. Die gevallestudie van WKPT was gebruik om verskille tussen die praktyk en die teorie te verstaan en vas te stel waarom talentvolle werknemers WKPT verlaat het en wat die organisasie se benadering tot talentbestuur is. Daar was gevind dat werknemerontevredenheid die oorhoofse rede was waarom talentvolle werknemers WKPT verlaat het. Werknemerontevredenheid sluit in hierdie geval ontevredenheid oor kompeterende salarisse, genoegsame opleiding en ontwikkeling, ʼn loopbaanontwikkelingsprogram en werk-leefbalans in. WKPT het ʼn konsep talentbestuur strategie ontwerp, maar dit was egter nog nie geimplementeer nie omdat die menslikehulpbronne department van WKPT verskuif was na die Departement van die Premier. Hierdie verhandeling het aanbeveel dat die konsep talentbestuur strategie nog steeds geimplementeer word ten spyte van die feit dat die menslikehulpbron department verskuif was. Die implementering van hierdie strategie sal deel uitmaak van ʼn oorhoofse strategie om WKPT te vestig as ʼn werknemer by keuse.

This diploma thesis presents the current knowledge on the use of internet for the purpose of talent acquisition. Its main objective is to determine to what extent organizations emphasize this knowledge in practice. For this purpose the first chapter refers to the academic compilation of talent management concept. The aim is to define the term of talent within the talent management concept as well as within the personal management. The second charter presents the academic compilation in the field of recruitment focused on specifics in talented individuals acquiring. The third chapter presents current knowledge of internet recruitment. Next chapters focus on recruitment in practice by analyzing the online recruitment documentation of three specific organizations. Based on this analysis, it is apparent, that the surveyed organizations accentuate current trends to a large extent. Key words: talent management, talent acquisition, internet, e-recruitment, career website, job board site, social network, social recruiting.

The study shows that today's leaders find that generation Y is more adaptable and in need of more feedback unlike previous generations. We have also come to the conclusion that today's leaders need decentralized approaches to generation Y. The majority of leaders suggest that generation Y questions, advances and demands leadership, which also has a positive impact on the organization in the long run. Today's leaders find it challenging to handle all the different individuals and generations present in the labor market today. For example, there are differences in how much freedom employees want, the degree of maturity among employees varies and leaders have a fear that generation Y will leave the workplace if they fail to meet their needs. We can thus see a pattern of how today's leaders adapt coaching, leadership, communication, and also skills development across different individuals rather than generations. / Studien visar att dagens ledare upplever att generation Y är mer förändringsbenägna samt i behov av mer feedback till skillnad från tidigare generationer. Vi har även kommit fram till att dagens ledare behöver ha ett decentraliserat förhållningssätt gentemot generation Y. Majoriteten av ledarna antyder att generation Y ifrågasätter, går snabbt framåt samt ställer krav på ledarna vilket också har en positiv inverkan på organisationen på lång sikt. Dagens ledare upplever att det är en utmaning i att hantera alla olika individer och generationer som finns på arbetsmarknaden idag. Det framgår exempelvis skillnader i hur stor frihet medarbetarna vill ha, att graden av mognad bland medarbetare varierar och att ledarna har en rädsla för att generation Y ska lämna arbetsplatsen om de inte lyckas möta deras behov. Vi kan alltså se ett mönster i hur dagens ledare anpassar coaching, ledarskapet, kommunikationen och även kompetensutveckling utefter olika individer snarare än utefter generationer.