Diploma thesis is focused on Talent Management in telecommunication company. The main aim of this thesis is to analyze talent programs in this company and find a solution for detected mistakes in programs. Diploma thesis is divided to theoretical and practical parts. In the theoretical part there is an explanation of basic concepts of talent management, its evolution and importance. There is also a definition of components of Talent Management and its negatives and positives. The theoretical part is finished with analysis of legal regulations in the Czech and Slovak Republic. In the practical part there is an analysis of talent programs, which is based on semistructured interviews with employees of the company, internship in there and internal documents and questionaries. In the last chapter there is an identification of mistakes in programs and based on this there is a proposal of solution for the company.

Thesis (M.A.)--Ball State University, 2008. / Title from PDF t.p. (viewed on Sept. 08, 2009). Includes bibliographical references (p. 93-102).

Maggie Benedict was born in Pretoria and attended Pretoria Tech where she studied music, dance and theatre. During her theatre stint, Maggie performed at the Civic Theatre in Showboat and Goldilocks and the Three Bears. Maggie also works as an ambassador with the Walt Disney Company. Some of her television tributes include appearances on "Snitch, Justice For All 3" and "7de Laan". She was also a presenter on the daytime show Lifestyle. She also currently plays the role of Zoey Matsekwa in the M-Net soapie Binneland Sub Judice (formerly known as Binnelanders), since April 2010.

The Master's Thesis deals with the issue of talent management. Its main goal is to create a talent management in the company Panalpina Business Services (Prague), Ltd., which currently doesn't have similar program, but in the near future this issue will have to be solved. The thesis is divided into two parts, theoretical and practical. The theoretical part provides a comprehensive introduction to the basic terms of talent management and individual steps to implement talent management program. It is based on specialized literature and theoretical knowledge. It also analyzes the problems that may arise during implementation. The practical part starts with an analysis of HR activities in relation to talent management and suggests various measures. The following chapter contains a proposal of talent management for the company. One section of the proposal contains evaluation of the most important competencies for individual programs.

This diploma thesis provides a comprehensive overview of talent management (TM) in a context of in-depth research in areas of identification, development and stimulation of talented employees. The theoretical part settles the term of a talent and TM in a corporate practice, introduces its development in human resources and demonstrates building a concept on a strategic level as a key to competitiveness of a company. In addition, it describes the process of TM and the context with other practical matters in process of integration within an organisation. The practical part researches the main processes in the analysed company from the genesis of segmented approach to talents, through lessons learnt in a real scenario, to recommendations in following innovations. The conclusion is supported by exports of career interview records with employees and exports of a questionnaire provided by internal mentors. Suggested changes are defined in compliance with the TM concept in the organisation and methodological recommendations.

The talent mindset of an organisation is a critical success factor which can enhance its capability in driving its strategic objectives. For some, the talent of the organisation may not yet have been defined in relation to the long term objectives whilst other organisations have defined talent but experience uncertainty around the linkage of the various talent management practices. The successful organisations are those that not only understand what core talent means to them, but how to leverage the talent in a manner that allows it to act decisively to drive competitive advantage as well as secure the future success of the organisation. These organisations generally embody a talent mindset. The purpose of this study was to explore the psychometric properties of a talent mindset index which proposes to measure the talent mindset of an organisation through its nine dimensions. The research thus aimed to define the construct validity as well as the reliability of the instrument for usage in business. The ambit of this would be to validate an instrument that could be utilised to establish intervention areas to sustain a talent mindset. Furthermore, the review would allow researchers to further explore the concept of talent mindset, mental models, culture and other related constructs. The talent mindset instrument was administered to a population of 558 Managers and HR professionals, of which a total sample of 154 was obtained within an organisation in the aviation industry. Only 150 of the response data was considered valid for usage in statistical analysis. The researcher conducted an analysis of the data in terms of the descriptives, ran an exploratory factor analysis and reviewed the reliability coefficients of the index in order to identify the psychometric properties of the instrument. The findings were that the instrument displayed a low degree of construct validity with the current methodology, as only one factor could be derived as opposed to the nine proposed in the instrument. The instrument was however found to have a high internal consistency (reliability) with a Cronbach alpha of 0.93, after the 30 items representing the factor were tested. Copyright 2010, University of Pretoria. All rights reserved. The copyright in this work vests in the University of Pretoria. No part of this work may be reproduced or transmitted in any form or by any means, without the prior written permission of the University of Pretoria. Please cite as follows: Welby-Cooke, G 2010, The psychometric properties of a talent mindset index, MCom dissertation, University of Pretoria, Pretoria, viewed yymmdd < http://upetd.up.ac.za/thesis/available/etd-02162012-113318/ > C12/4/200/gm / Dissertation (MCom)--University of Pretoria, 2010. / Human Resource Management / unrestricted

The Master thesis is focused on describing a structure and importance of Talent Management in a particular company. The aim of this thesis is to describe a current process of Talent managing and developing in the chosen company. Based on an analysis of strengths and weaknesses and evaluation of current situation are recommended relevant changes. These changes would increase effectiveness of the process. In theoretical part are defined terms and definitions, which were obtained by studying of secondary sources. There are also described trends of Talent Management and impact of economic crisis on Talent Management. At the conclusion, there is made a summary which also includes specific recommendations for Talent Management in chosen company.

La problématique de cette thèse, à savoir la présence simultanée du trinôme "doctrine-esprit-cœur'' dans la relation Giordani-Leopardi a révélé, que le legs le plus important de ce rapport doit être recherché dans ses aspects affectifs plus que dans une filiation de nature littéraire ou doctrinale. Giordani révèle à Leopardi une tradition de pensée "noble" par rapport à la monotonie du conformisme à travers lequel s'était développé le rapport entre intellectuels et pouvoir. À côté de la "noblesse" il y a aussi la composante de la "modernité", grâce à laquelle Giordani fut le promoteur d'idées innovantes, accordant aux jeunes gens une grande confiance et poussant à l'extrême les conséquences d'une "nouvelle" conception de la réalité comme un langage apte à l'interpréter même dans les traits les plus secrets et incertains de l'esprit. On peut alors affirmer qu'un tel langage "moderne" est celui qui a été défini comme le "langage du cœur" et dont, pour une partie considérable, l'avènement a été rendu possible grâce à la correspondance entre les deux amis. Les possibles parallélismes existentiels en présence concourent à créer ce ressenti commun qui se transmet dans la dimension littéraire et culturelle. La communauté d'idées et la syntonie qui émergent à partir de 1817 et qui perdurent jusque dans les années 1820 va progressivement diminuer en intensité sans toutefois s'éteindre totalement. Il est indubitable que lorsque Leopardi réussit finalement à s'éloigner de Recanati, la tension si pressante à l'égard de son ami (sa fenêtre sur le monde) se relâche. Cela est humainement explicable par le fait que, comme Leopardi avait enfin l'occasion d'élargir son propre horizon d'une manière indépendante, il ressentait moins le besoin de le faire par le biais de sa relation avec Giordani. C'est dans la dimension affective que doit être recherchée la vocation originale de ce rapport, même sous l'aspect de l'engagement civil et littéraire: le don de l'amitié et l'attention fraternelle réciproque, même si, chez Giordani, nous pouvons parler d'une attention "paternelle", ne sont pas des oripeaux qui viseraient à embellir ou à enrichir le rapport entre les deux lettrés, mais ils constituent plutôt la sève même dont se nourrit un tel rapport. Leopardi ne voit pas seulement en Giordani un mentor plus âgé et plus mûr auquel il pouvait confier ses propres secrets et ses pensées les plus intimes. À l'inverse, tous deux ressentent la tension qui les pousse vers une pensée "rebelle", une dimension "autre" de la réflexion humaine par rapport aux "coordonnées" réactionnaires et à l'excessive dérive rationaliste de la raison. Cette rébellion les rapproche et leur permet de s'inscrire dans la lignée la plus pure des "anciens" qui étaient non seulement porteurs de ces valeurs à partir desquelles mesurer les tensions intellectuelles et morales, mais aussi dépositaires de cette étincelle du "doute" générant une vision beaucoup plus complexe de l'individu que ni le rationalisme, ni le psychologisme romantique, ne pouvaient percevoir avec clarté. L'éclosion et l'évolution de cette syntonie particulière apparaissent comme une très belle expérience existentielle dont témoignent leurs lettres. Cette expérience est celle de la rencontre entre deux personnalités, par ailleurs assez "difficiles" sur le plan du caractère : c'est dans la volonté réciproque de se soutenir, de se chercher, de s'aiguillonner qu'il est possible de comprendre ce qu'a pu signifier une telle amitié, surtout pour le jeune Leopardi désireux d'un ami véritable dans la solitude de Recanati. Vie et littérature se mêlent, c'est pourquoi de même que l'accueil d'une pensée, une réflexion, un écrit de l'un et de l'autre, s'accompagnent toujours d'une joie de l'esprit réciproque, de même sont partagées les heures de tristesse, de désolation, de mélancolie, de doute et de peur. Le tout en vient à former l'une des expériences les plus touchantes du panorama littéraire italien de tous les temps. / The central issue of this thesis, namely the simultaneous presence of the triad "doctrine-mind-heart '' in the relationship Giordani-Leopardi revealed that the most important legacy of this report must be sought in its emotional aspects than in filiation of a literary or doctrinal. Giordani reveals to Leopardi a tradition of thought "noble" in relation to the monotony of conformity through which had developed the relationship between intellec-tual and power in Italy. Next to the "nobility" there is also the element of "modernity", through which Giordani was the promoter of innovative ideas, giving young people a lot of confidence and pushing to the extreme consequences of "new "conception of reality as a language suitable for interpretation even in the most secret and uncertain features of the mind. It can be said that such language "modern" is one that has been defined as the "language of the heart" which, for a considerable part of the rise was made possible thanks to the correspondence between the two friends. Possible parallels existential presence combine to create this common feeling that is transmitted in the literary and cultural dimensions. The community of ideas and harmony emerging from 1817 and lasts until 1820 will gradually decrease in intensity but totally disappeared. There is no doubt that when Leopardi finally managed to get away from Recanati, the tension so pressing against his friend (his window on the world) is released. Humanly explained by the fact that, as Leopardi finally had the opportunity to expand their own horizon of my independent-manner, he felt less need to do so through his relationship with Giordani. It is in the emotional dimension that must be sought the original purpose of this report, even in the aspect of civic engagement and literary: the gift of friendship and fraternal mutual attention, although in Giordani, we can speak of a "paternal" care are not rags that would seek to embellish or enhance the relationship between the two scholars, but they are the same sap that feeds such a report. Leopardi does not see only Giordani an older and more mature that he could trust his own secrets and innermost thoughts mentor. Conversely, both feel the tension that pushes a pen-lish "rebel" size "other" human thinking in relation to "coor-data" reactionary and excessive drift rationalist reason . This brings the rebel-lion and allows them to enroll in the purest tradition of the "year-cians" who were not only carrying these values from which to measure intellectual and moral tensions, but also custodians of the spark "doubt" generating a more complex vision of the individual or the rationalism, or the romantic psychologism could not perceive with clarity.The emergence and evolution of this particular tune appear as a beautiful existential experience as evidenced by their letters. This experience is that of the encounter between two personalities, otherwise rather "difficult" in terms of character: it is the mutual desire to support, to seek, to goad it is possible to understand what has been serving as a friendship, especially for the young Leopardi wanting a true friend in the solitude of Recanati. Literature and life meet, so as the home of thought, reflection, written one and the other, are always accompanied by a reciprocal spirit of joy, shared the same hour of sadness, desolation, of Melan-choly, doubt and fear. Everything comes to form one of the most touching experiences of the Italian literary scene of all time.

Introduction: The purpose of a player development pathway is to realise the most effective methods to support young individuals to maximise their potential (MacNamara & Collins, 2015). Within a modern football academy setting, the essential developmental characteristics are often termed environmental, psychological, sociological, physiological, technical, and tactical attributes (Sarmento et al., 2018). Although these factors have been explained to independently facilitate the acquisition of expert performance, fully-integrated multidisciplinary evidence from an English context is unknown. Therefore, the aim of this study was two-fold; firstly, to analyse these respective features to determine what outcomes support greater age-specific performance within the Foundation Development Phase (FDP; under-9 to 11s) and Youth Development Phase (YDP; under-12 to 16s) at an English professional football academy. Following this investigation, this thesis examined what characteristics facilitated age-specific development across two football seasons within the same group. Methods: During the first season, a total of 98 outfield academy players (FDP n=40; YDP n=58) participated. Two professional coaches from each age group (n=14) ranked their players from top to bottom in relation to current ability from a holistic perspective. This created a linear classification with a group of ‘high-performers’ (top third) and ‘low-performers’ (bottom third) within both the FDP and YDP. Results were standardised using z-scores and the assumptions were tested using a two-tailed independent samples t-test. A total of 87 outfield players who progressed into the second season were further analysed within their respective phase (FDP n=36; YDP n=51). A combination of 34 holistic factors, that discriminated high- and low-performers in the initial investigation, were measured at two time points across two football seasons with the Participation History Questionnaire (PHQ), Psychological Characteristics for Developing Excellence Questionnaire (PCDEQ), socio-economic status, growth and maturation data, physical performance, technical tests, match analysis statistics, perceptual-cognitive expertise (PCE), and game test situations. Development was measured by comparing the delta change between the overall player profile scores from two seasonal reports. Stepwise regression analyses were conducted to assess the predictive capability of these variables on overall development. Results: Multiple factors from environmental, psychological, sociological, physiological, technical, and tactical examinations significantly discriminated high- and low-performers, within both the FDP and YDP. Following these initial findings, developmental results illustrated significant technical and tactical characteristics within the FDP, whilst significant environmental, physiological, technical, and tactical attributes were observed within the YDP. When focussing on these factors combined, total touches change (p=0.023), taking advantage of openings quality (p=0.003), and PCE ‘post’ score change (p=0.029) explained a combined 11.5% of the variance within the FDP. Within the YDP, PCE ‘at’ score (p=0.21), total sports played change (p=0.008), and total match-play hours (p=0.009) explained a combined 34.1% of the variance. Discussion: Identifying talented players as young as 8 years of age is a complex and holistic process. Thus, academy coaches and practitioners must understand the significant features, such as practice history and multi-sport engagement, psychological characteristics, socio-economic factors, physical performance abilities, technical attributes, and tactical decision making when identifying and recruiting individuals. From a talent development viewpoint, results from the FDP support the importance of technical and tactical development during middle childhood compared to other influential factors. From a YDP perspective, results support the significance of the environment players are exposed to, whilst also illustrating the importance of PCE as a key ingredient within adolescence, to support greater overall development. Therefore, professional football academies are encouraged to deliver technical and tactical specific developmental activities within the FDP, whilst offering a substantial games programme, alongside other opportunities to participate in multi-sport activities across both age phases, to support superior development. Further evidence is needed within an English context, through collaboration with other academy environments, to support these findings, whilst greater longitudinal data is also required to understand which of these characteristics are necessary to ultimately achieve senior professional status.

Title: Talent Management: Retention and development of employees Level: Bachelor’s Degree in Business and Administration Authors: Amra Abdulic Dzankovic and Anna Jaurén Supervisor: Per-Arne Wikström Date: June 2013 Aim: The purpose of this study is to examine how an organization can implement talent management strategies to retain and develop their employees. We intend to increase the understanding of talent management by highlighting various strategies to retain and develop employees. Methodology: The study has been carried out with a qualitative approach through a case study in cooperation with a large organization within the public sector in Sweden. Empirical material has been collected through semi-structured interviews with all the divisional managers. An extensive analysis of literature and research connected to Talent Management and tools for retention and development has formed the basis of the theoretical framework. Result and Conclusion: The conclusions we have drawn from this study is that to succeed with Talent Management, and the strategies that are in place to retain and develop employees, there must be an integral and comprehensive approach where business strategy and vision also permeates personnel strategy. To meet the growing challenges that today’s organizations are facing, we have concluded that development and different methods to get top talent to remain in the organization is critically important for companies to make the most of their human capital. The organization that we have implemented our study on uses several strategies to retain and develop employees, even if they do not work according to a pronounced TM strategy. Suggestions for further research: As an alternative to our study, we believe it would be interesting to conduct a survey based on the employees' perspective. It would be interesting to see how staff perceives the work around different Talent Management strategies when it comes to retaining and developing employees, and if they see some pros and cons with this work. Contribution: Our study contributes to a better understanding of Talent Management and various tools to retain and develop employees. The study also contributes to a better understanding of whether these tools can be applied to a public organization, more specifically a Swedish university. Previous research is mainly focused on the U.S. and Canadian markets, which primarily are focused on whether TM can contribute to economic benefits. We have chosen to implement our study on a Swedish organization on the Swedish market, and therefore contribute to the research, by implementing Talent Management in Sweden. The study also contributes to the research gap, which we demonstrated in our problem discussion, how development can be implemented and communicated in organizations, within the framework of Talent Management. We have also addressed the growing problems with retention of employees. Through our study, we believe that we have made a contribution to previous research where we focused primarily on various tools to retain and develop employees. We believe that this is something that is critically important because the staff is one of the most important assets in knowledge intensive organizations. Key words: Talent Management, Talent Development, retention and development of employees