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PURPOSE. This thesis takes a contextualised stakeholder approach to exploring alignment between organizational talent management and individual career development. The contribution and nature of career conversations as an opportunity for alignment is considered. DESIGN. This qualitative study was conducted in two phases. Phase one involved semi-structured interviews with Human Resources and Organizational Development professionals (n = 30). Phase two involved semi-structured interviews using career narratives with line managers and individuals from five case study organizations which were also involved in phase 1 (n = 40). Data were analysed thematically by stakeholder group and within each case study. LIMITATIONS. The sample used within the study were not selected to be representative. The conversations described by participants may not be representative of all of the conversations they have experienced. The case study organizations were all UK based. FINDINGS. For most HR professionals, talent management was driven by organizational goals with little reference to individual needs, hence, alignment was not a priority for them. In contrast, individuals and line managers described a commitment to seeking overlap between organizational and individual goals, with some line managers describing their role as brokers . Career conversations were seen by all stakeholders as an important part of talent management and career development, with the potential to be a vehicle for alignment. Detailed analysis of the career conversations described by individuals identified a broad range of helpful conversations, the majority of which took place informally. Additional categories of career shaper (from Bosley et al, 2009) were also identified as collaborators and catalysts . A variety of contextual features were found to influence the enactment of talent management and career development. These were summarised as a contextual map indicating local, organisational and environmental dynamics. ORIGINALITY/VALUE. The research reinforced the value of taking a contextualised perspective of both organizational talent and individual career (e.g. Cohen et al 2004; Sparrow, 2014). It also captured the voices of different stakeholder groups (e.g. Collings, 2014; Thunnissen et al, 2013).

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Orientation – Talent Management Practices and the Psychological Contract are two distinct constructs and it appears that Talent Management influences the Psychological Contract, with the result being a stronger Psychological Contract. Research Purpose – The study aims to determine the relationship between Talent Management and the Psychological Contract. Motivation for the Study – The world of work and the Psychological Contract have changed. Employees value knowledge, skills and experience more than being loyal to an organisation. Today, turnover is a lot higher than it was a few years ago. Talent Management may be a successful intervention to strengthen the Psychological Contract. Research Design, Approach and Method – Two instruments, namely Talent Practices and the Psychological Contract Inventory, were administered online and paper-based to a sample of 556 employees in Pretoria and Centurion. 102 completed questionnaires were obtained. Responses were analysed using quantitative techniques and correlation analysis. Main Findings – Results confirm that generally good Talent Management practices are associated with a positive Psychological Contract. Practical / Managerial Implications – The study provides evidence that management can use Talent Management Practices to strengthen the Psychological Contract, leading to lower turnover, improved motivation and productivity, loyalty, etc. The study therefore emphasises that it is important for management to implement Talent Management Practices. Contribution / Value Add – The findings of the study indicate a generally positive relationship between Talent Management and the Psychological Contract. The study focuses -on the importance of implementing Talent Management practices in order to strengthen the Psychological Contract. / Dissertation (MCom)--University of Pretoria, 2012. / Human Resource Management / unrestricted

This diploma thesis concentrates on the analysis of personal work in the retail company AHOLD Czech Republic, a.s. with focus on areas of appraisal and development of its employees. In the first part I describe the theoretical overview on used methods when evaluating employees, which I later apply to the company. I also offer possible innovation of this system. The second part is focused on development, methods of learning and implementation of talent management within AHOLD Czech Republic, a.s.

This research investigates the relationship between different leadership styles and different types of psychological contracts. This stems from the need that many organisations have, to manage and retain talented employees who possess skills that are critical to the sustained success of the organisation. Leaders in particular tend to be at the centre of managing and influencing the employee’s experience and as such it is of great necessity that they understand how different leadership approaches impact on the unwritten, yet critical expectations and experiences of employees.The literature provided discusses psychological contracts and leadership. There are various instruments in the literature that were used to compile the questionnaire to gather data for analysis. The dependent variable, psychological contract, was measured mainly using Millward and Hopkins’s (1998) transactional and relational psychological contract instrument with some enhancement adapted from work done by Rousseau (2000). Bass and Avolio’s (1997) theory of Full Range Leadership Development was then the basis of the Multifactor Leadership Questionnaire tool which was used to measure Leadership as the independent variable.The study presents findings from 151 National Treasury employees, of which 33% were managers and 67% were non-management. Data obtained from these research instruments was statistically analysed. Overall, the findings from this study suggest that although the relationship that exists between relational psychological contracts and transformational leadership is not very strong, there is a positive association. It appears that transactional and transformational leadership do play a role in the kind of commitment employees make with the organisation. Lastly, an unanticipated outcome in relation to tenure within an organisation provided insight into the importance of understanding the context within which psychological contracts develop. / Dissertation (MBA)--University of Pretoria, 2012. / Gordon Institute of Business Science (GIBS) / unrestricted

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.

Inledning: När företag genomgår rekryteringsprocesser så finns där flera olika strategier att använda sig utav. Denna studie kommer att skapa en förståelse för rekryteringsstrategierna som ett specifikt företag som uppger sig jobba enligt Talent Management använder sig av. Syfte: Syftet med denna undersökning är att skapa en förståelse för hur ett företag som uppger sig jobba med Talent Management utformar sin rekryteringsstrategi och därigenom kunna uppfylla ett kunskapstomrum angående rekryteringsstrategierna inom forskningsområdet Talent Management. Forskningsfrågor: Hur definieras talang vid rekrytering i ett företag som jobbar med Talent Management? Hur väljer företag vilka rekryteringsstrategier som är lämpliga? Vilka rekryteringsstrategier använder sig företaget utav? Metod: Denna studie har genomförts med en kvalitativ forskningsmetod som har innefattat semistrukturerade intervjuer för materialinsamlingen. Intervjuerna och det empiriska materialet är insamlat från ett ledande företag inom sin branchen. Slutsats: Denna studie kunde påvisa att de centrala rekryteringsstrategierna i ett företag som uppger sig använda sig utav Talent Management är Head Hunting, Employer Branding, profilering samt talangpooler. Vi kunde även dra slutsatser att samtliga rekryteringsstrategier som förekommer inom ett företag inte nödvändigtvis behöver tillhöra den rådande uttalade managementstilen. Vi har även kunnat påvisa att flera faktorer spelar in i valen av rekryteringsstrategier hos ett företag och att de teorier som går att finna på ämnet Talent Management inte nödvändigtvis behöver vara de strategier som ett företag bäst använder sig utav. / Background: When companies go through the recruitment process there are a lot of different strategies to choose from. This paper will help understanding the recruitment strategies that a specific company uses from the perspective of Talent Management. Purpose: The purpose with this study is to create an understanding of how a company that is working with Talent Management forms their recruitment strategy. Research Questions: How does the company when working with Talent Management define talent when it comes to recruiting? How does the company choose which recruitment strategies that are suitable? What kind of recruitment strategies does the company use? Method: This study has been conducted with a qualitative research method that includes semi-structured interviews for data collection. The interviews and the empirical data is gathered from a leading company in the bed industry. Conclusion: This study has shown that the central recruitment strategies in a company that is working with Talent Management are Head Hunting, Employer Branding, Profiles and Talent Pools. We could also come to the conclusion that all of the recruitment strategies that a company uses doesn’t necessarily has to be connected to the prominent management style in the company. We could in this study also show that several factors come into play when companies have to choose recruitment strategies.

It is more common today than in earlier ages that young athletes decides that they want to become professional athletes, and because of that works hard to reach their goals. This makes demands on the sport clubs we have today, if they want the best athletes and the most wanted talents, they need to provide a professional environment where athletes feels that they can improve. This following text is an essay, an essay about talent development environment. More exactly is it an essay about how European ice-hockey clubs works to provide their players the best surroundings to help them become a successful ice-hockey player. The essay Is comparing how different countries think about and work with talent development environments. And then with the help of previous research the authors of the essay come with conclusions which countries that are further in the progress and which countries that are a bit behind.

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. 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.