Retention of key productive employees is a major challenge for all organisations locally and internationally because the resulting churn created by replacing employees that voluntarily leave the organisation costs the business both directly and indirectly. The purpose of this study is to determine whether lack of talent management of employees is one of the causes of job dissatisfaction, to determine whether lack of talent management of employees contributes to employees’ intentions to leave an organisation and to determine whether talent management plays a positive part in retaining employees in an organisation. Three main themes are focused on in this report to identify and describe reasons for voluntary employee turnover in business organisations that have a profit objective, namely low job satisfaction and intent to leave an organisation, employee retention and talent management. One of the primary reasons that employees leave their current employer is better compensation from the new employer, however talent management in the form of personal development opportunities, opportunities for employees to use their skills and good career opportunities are important factors influencing an employee’s decision to stay. Factors contributing to a cumulative process of job dissatisfaction include perceptions of job inflexibility and control, employees feeling overworked, excessive workloads, concerns that existing management may not be able to effectively lead the organisation, lack of challenging work and not enough recognition for work performed and a poor work/life balance. Style of leadership plays an important role in affecting the level of job satisfaction and a more democratic style of leadership leads to better job satisfaction than a more autocratic leadership style. Job stress is also a major contributor to voluntary employee turnover as well as negative behaviour by employees feeling stressed at work. Effective talent management is essential to achieving organisational excellence and a driving force for business success. Recruiting the most talented employees may not be the best strategy for effective talent management as high fliers tend to leave organisations more quickly thereby generating significant employee turnover costs. Talent development is a more complex activity than many people responsible for HR in organisations realise. Coaching and mentoring are business tools of the 21st century and mentors enhance and can ensure the professional development and success of existing and new talented employees in organisations. HR personnel can have a positive impact on the value of an organisation through effective talent management by way of performance management, succession planning/decision analytics, targeted selection/talent reviews, development planning and support, career development, workforce planning and recruiting. Ignoring the problem of employee turnover is risky and reluctance by employers to invest resources in order to retain productive talent doesn’t help matters. Despite findings confirming that employees reach a decision to leave their current employer for something better, the leaving process remains a very complex process. The case study in this report found that job satisfaction of employees was a function of remuneration, performance appraisal and feedback, work context and working environment and the affect of leadership. Talent Management of employees in the case study was a function of motivation for superior performance, training and development, job enrichment (variety of jobs), performance reviews and attraction of talent (and opportunities for promotion). Employee Retention of employees in the case study was a function of leadership, employment equity and equal opportunity, and influence of manager (direct superior). All these factors are supported by existing academic findings both locally and aboard. Business leaders are increasingly acknowledging that talent does matter, but finding it difficult to measure precisely how valuable talent is. There are similarities between the reasons why employees in SA and the US leave organisations of their own accord. In SA there is a significant disconnect between what young, talented black employees want from their employer and what most corporate employers were offering leading to the damaging culture of ‘job hopping’. Money hardly played a role in the decisions of 65 percent of black employees that changed jobs at least once out of the three preceding years. Rather, ‘push’ or ‘pull’ factors influenced the employee’s decision such as culture clash and/or hostility at work and/or lack of recognition and the spirit of being an entrepreneur and personal growth/new challenge. Local research has found that the top five variables impacting on talent retention in SA are challenging and meaningful work, advancement opportunities, manager integrity and quality, empowerment and responsibility and new opportunities/challenges. Talent and knowledge management are linked and together form an important source of competitive advantage in the SA context and talent management should be a strategic business priority in order to retain employees for sustainable competitive advantage. The general conclusion of this report is that talent management in the role of employee retention cannot be seen in isolation. It needs to be considered along with factors influencing job satisfaction and employee retention. Results from the study indicate that organisations need to focus on all the above factors of job satisfaction, talent management and employee retention to address voluntary employee turnover in order to curtail the drain of talent from their organisations. These strategies should achieve outcomes such as preservation of sustainable competitive advantage, better motivated and effective employees generating better business results and an increase in value of the organisation as a whole. The research problem investigated in this study attempted to analyze whether lack of talent management of employees is a cause of job dissatisfaction and employee turnover in a specific case study of a regional office of a local South African bank. Existing literature on the subject of job satisfaction; employee retention and talent management does not describe the role talent management plays vis-à-vis other variables.The case study contained in this research could not reach any meaningful conclusions due to a very low response rate to the questionnaire on which the case study was based. Despite this limitation, general conclusions were drawn from existing academic literature and valuable findings extracted from a qualitative analysis of responses to the questionnaire. Recommendations are put forward in this report to guide organisations how to focus on factors that influence job satisfaction, talent management and employee retention which should assist in addressing employee turnover to curtail the drain of talent from local organisations.

Retention of key productive employees is a major challenge for all organisations locally and internationally because the resulting churn created by replacing employees that voluntarily leave the organisation costs the business both directly and indirectly. The purpose of this study is to determine whether lack of talent management of employees is one of the causes of job dissatisfaction, to determine whether lack of talent management of employees contributes to employees’ intentions to leave an organisation and to determine whether talent management plays a positive part in retaining employees in an organisation. Three main themes are focused on in this report to identify and describe reasons for voluntary employee turnover in business organisations that have a profit objective, namely low job satisfaction and intent to leave an organisation, employee retention and talent management. One of the primary reasons that employees leave their current employer is better compensation from the new employer, however talent management in the form of personal development opportunities, opportunities for employees to use their skills and good career opportunities are important factors influencing an employee’s decision to stay. Factors contributing to a cumulative process of job dissatisfaction include perceptions of job inflexibility and control, employees feeling overworked, excessive workloads, concerns that existing management may not be able to effectively lead the organisation, lack of challenging work and not enough recognition for work performed and a poor work/life balance. Style of leadership plays an important role in affecting the level of job satisfaction and a more democratic style of leadership leads to better job satisfaction than a more autocratic leadership style. Job stress is also a major contributor to voluntary employee turnover as well as negative behaviour by employees feeling stressed at work. Effective talent management is essential to achieving organisational excellence and a driving force for business success. Recruiting the most talented employees may not be the best strategy for effective talent management as high fliers tend to leave organisations more quickly thereby generating significant employee turnover costs. Talent development is a more complex activity than many people responsible for HR in organisations realise. Coaching and mentoring are business tools of the 21st century and mentors enhance and can ensure the professional development and success of existing and new talented employees in organisations. HR personnel can have a positive impact on the value of an organisation through effective talent management by way of performance management, succession planning/decision analytics, targeted selection/talent reviews, development planning and support, career development, workforce planning and recruiting. Ignoring the problem of employee turnover is risky and reluctance by employers to invest resources in order to retain productive talent doesn’t help matters. Despite findings confirming that employees reach a decision to leave their current employer for something better, the leaving process remains a very complex process. The case study in this report found that job satisfaction of employees was a function of remuneration, performance appraisal and feedback, work context and working environment and the affect of leadership. Talent Management of employees in the case study was a function of motivation for superior performance, training and development, job enrichment (variety of jobs), performance reviews and attraction of talent (and opportunities for promotion). Employee Retention of employees in the case study was a function of leadership, employment equity and equal opportunity, and influence of manager (direct superior). All these factors are supported by existing academic findings both locally and aboard. Business leaders are increasingly acknowledging that talent does matter, but finding it difficult to measure precisely how valuable talent is. There are similarities between the reasons why employees in SA and the US leave organisations of their own accord. In SA there is a significant disconnect between what young, talented black employees want from their employer and what most corporate employers were offering leading to the damaging culture of ‘job hopping’. Money hardly played a role in the decisions of 65 percent of black employees that changed jobs at least once out of the three preceding years. Rather, ‘push’ or ‘pull’ factors influenced the employee’s decision such as culture clash and/or hostility at work and/or lack of recognition and the spirit of being an entrepreneur and personal growth/new challenge. Local research has found that the top five variables impacting on talent retention in SA are challenging and meaningful work, advancement opportunities, manager integrity and quality, empowerment and responsibility and new opportunities/challenges. Talent and knowledge management are linked and together form an important source of competitive advantage in the SA context and talent management should be a strategic business priority in order to retain employees for sustainable competitive advantage. The general conclusion of this report is that talent management in the role of employee retention cannot be seen in isolation. It needs to be considered along with factors influencing job satisfaction and employee retention. Results from the study indicate that organisations need to focus on all the above factors of job satisfaction, talent management and employee retention to address voluntary employee turnover in order to curtail the drain of talent from their organisations. These strategies should achieve outcomes such as preservation of sustainable competitive advantage, better motivated and effective employees generating better business results and an increase in value of the organisation as a whole. The research problem investigated in this study attempted to analyze whether lack of talent management of employees is a cause of job dissatisfaction and employee turnover in a specific case study of a regional office of a local South African bank. Existing literature on the subject of job satisfaction; employee retention and talent management does not describe the role talent management plays vis-à-vis other variables.The case study contained in this research could not reach any meaningful conclusions due to a very low response rate to the questionnaire on which the case study was based. Despite this limitation, general conclusions were drawn from existing academic literature and valuable findings extracted from a qualitative analysis of responses to the questionnaire. Recommendations are put forward in this report to guide organisations how to focus on factors that influence job satisfaction, talent management and employee retention which should assist in addressing employee turnover to curtail the drain of talent from local organisations.

In the era of knowledge economy, human capital has become the core for comptetition. Facing the rapid changing economy environment, the talent demand is increased. How to attract, develp, and retain talent become the critical issue for corporate. However, talent management evoles the key factor for corporate to sustain conpetivitage advantage. First, the research intends to explore and clarify the Talent Management through a compenhesive study on related literature and generalizes the actual practice. The research examins the implemtation of TM including drivers, priority for organizational strategy, budget in place, groups considered talent, TM practice, TM process, measurement, impact on management and workplace. Beside, the research examines the TM impact on organizational performance. Based on the purpose of the research, the conclusions are as follows: To sustain competitive advange, be convinced the relationship between better talent and better business performance, and retain talent, many companies introduce TM. TM has high priority for organizational strategy. Most companies with TM prepar budget for talent development. Talent is identified as mid-level management with leadership potential, key contributors/technical experts and executive. Talent process focuses on talent development, idenfifying talnet needs and aligning employees with the mission and vision of organization. The practice of TM includes performance management, human resource planning, recruitment, development and reward, it also involve in competency, leadership/high potential development and succession planning. CEO, executive and human resource department involve in TM process. The key measurements of TM are talent pool turnover rate and the number of talent readiness for next level. However, companies with TM are satisfied with retaining, attracting, developing talent and positive workplace. TM was experimented with significant impact on organizational performance.

Då konkurrensen mellan företag har blivit hårdare och att behålla de talangfulla medarbetarna blivit viktigare har Talent Management fått större utrymme i dagens forskning och fler företag har börjat använda sig av det. Talent Management handlar om att attrahera och ta vara på talanger i företag och att ha rätt person på rätt plats vid rätt tidpunkt. För att få bättre förståelse för hur företag arbetar med Talent Management och om det är något som är positivt för företag, har vi valt att göra en kvalitativ studie med semistrukturerade intervjuer på ett fallföretag inom banksektorn. Vi har utgått från ett företagsledningsperspektiv och har därför valt att intervjua respondenter på ledande positioner. Sex personer har intervjuats och vi har sedan analyserat resultatet med hjälp av olika teorier inom ämnet Talent Management. Syftet har varit att undersöka om Talent Management kan leda till konkurrensfördelar för företaget. Det som framkommit under empirin är att respondenterna är positiva till arbetet med Talent Management och kan se många fördelar till följd av detta. Exempelvis upplever de att företaget får ett bredare underlag för att hitta potentiella kandidater samt att medarbetarna får större chans att utvecklas inom organisationen. De slutsatser vi har dragit utifrån studien är att för att lyckas med Talent Management måste företaget ha god möjlighet till intern rörlighet och därför kan det vara fördelaktigt om det är ett större företag då de ofta har bättre möjligheter till detta. Vidare har vi sett att motivation, produktivitet och minskad personalomsättning är faktorer som hänger samman och som bidrar till att skapa nytta för företaget. Vi har också kunnat se att ett lyckat arbete med Talent Management leder till ett starkt arbetsgivarvarumärke vilket är en varaktig konkurrensfördel för företaget. Talent Managementarbetet bidrar även till att företaget blir en flexibel organisation, vilket vi ser som ytterligare en konkurrensfördel. Ett av de eventuella hot som vi identifierat i samband med studien är att det kan finnas en risk att medarbetarna inte har möjlighet att använda sig av den kunskap de fått av all utbildning. Därför bör det finnas en tydlig koppling till vad de kommer att arbeta med, så att de ser dessa möjligheter, annars finns det risk att de kommer söka sig till andra företag där de har större användning av den kunskap de besitter. De rekommendationer vi vill ge till vårt fallföretag är att de måste fortsätta att arbeta med Talent Management och få det att bli en självgående process. Vi ser även att de måste få in Talent Managementarbetet i hela organisationen, inte bara bland de som är närmast inblandade. Arbetsgivarvarumärket samt alla utvecklingsmöjligheter för medarbetarna är något de lyckats bra med på företaget och ser det som mycket viktigt att de hela tiden fortsättar att jobba för att förbättra dessa områden ytterligare. / As the competition between companies and retain the talented employees has become tougher, Talent Management has become something that gets more attention in today’s research and more companies have started to use it. Talent Management is about how to attract and utilize talent in the company and have the right person at the right place at the right time. To get a better understanding of how the companies works with Talent Management and if it creates positive outcomes for the companies, we have done a qualitative study using semi-structured interviews in a case company in the banking sector. We have used a business management perspective, and therefore interviewed respondents in senior positions. We have interviewed six people, and then we analyzed the results using different theories on the subject Talent Management. The aim was to investigate if Talent Management can lead to competitive advantages for the company. What emerged from the empirical data is that respondents are very positive to work with Talent Management and they see many benefits of using it. For example, they feel that it gains a wider basis to find potential candidates and employees to have a greater chance to develop within organization. The conclusions we have drawn from this study is that to succeed with Talent Management, the company needs good opportunities for internal mobility and therefore it could be advantageous with a large company, where they often have better opportunities. Furthermore, we have seen that motivation, productivity and reduced employee turnover are all factors that are interrelated and contribute to creating benefits for the company. We have also seen that the work of Talent Management is successful when it leads to a strong Employer Branding and this is something that becomes a sustainable competitive advantage for the company. Talent Management- work also helps to make the company a flexible organization, which we see as another competitive advantage. The potential threat that we have identified in this study is that there may be a risk that employees are unable to use the knowledge they have been given from all the education. There must be a clear connection to what they will be working with, so they see these opportunities, otherwise they will move to another company where they have greater use of that knowledge. The advice we give to our case company is that they must continue to work with Talent Management and make it become a self-sustaining process. We also see that they have to get the Talent Management- work into the whole organization, not just among those who are directly involved. Their Employer Branding and all the development opportunities for the employees is something they have succeeded well with at the company and we see it as essential that they keep working to improve these areas further.

No description available.

Talent management practice within an organisation is an international human resources strategy that seeks to identify, develop, deploy and retain talented and high potential employees. Although talent management practices may be applied in South African companies, they can only contribute optimally to business performance if both top management and employees are aligned on its objectives and implementation in the organisation. However companies are often unaware of the extent of misalignment between the perception of employees and top management. Using a combination of quantitative and qualitative approaches, this study examined the perceptions of Talent Management Practices of 42 employees and seven top managers in a major South African mining company with reference to international best practice. The study then compared the perceptions of employees and top management on six themes of talent management practices. The empirical results revealed that the perceptions of the employees were misaligned with international best practice, particularly on the themes of implementation and the instruments used to identify high potential employees. Furthermore, there was misalignment between the perceptions of employees and top managers, particularly on the themes of transparency, competency models and communication. Company talent strategy focussed more resources on perfecting the Talent Management Practices on the Executive Talent Pool rather than throughout the organisation. Furthermore, top managers were more focussed on the implementation of the strategy itself rather than on measuring its impact on business performance. / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted

DOCTORATE IN BUSINESS ADMINISTRATION / 甲第577号 / 261 p. / Hitotsubashi University(一橋大学)

Uppsatsen grundar sig i en tanke om en koppling mellan begreppen Talent management och lojalitet. Orsaken till att just dessa begrepp ska studeras är utifrån en praktik på H & M där båda begreppen anses aktuella i organisationen och spännande i ett studiesammanhang inom arbetsvetenskapen. Syftet är att studera de anställdas attityd till begreppen och vilken betydelse det har beträffande de ansä̈lldas lojalitet, hur den förhåller sig och uttrycks i en organisation som arbetar med en Talent management strategi. För att besvara syftet med undersökningen ligger dessa frågeställningar till grund; Vilka synsätt på lojalitet finns bland de anställda? Uttrycker de anställda en lojalitet i arbetet och i sådana fall, hur är den riktad? Har en Talent management strategi en inverkan på hur lojaliteten riktar sig och om så är fallet, på vilket sätt? H & M är ett värdestyrt företag där en av värderingarna är ”vi tror på människan”, som visar sig i mycket internrekrytering och karriärmöjligheter inom organisationen. Statistik visar att H & M är en utav Sveriges populäraste arbetsplatser och en organisation som lyckas attrahera och behålla sina anställda, vilket kan tyda på att begreppet Talent management är aktuellt i en kombination av lojala arbetstagare. Undersökningen utgår från tidigare forskning om lojalitet i arbetslivet samt i litteratur som beskriver fenomenet Talent management som relateras till anställdas attityder inför begreppen i en organisation som H & M. Studien är en kvalitativ studie där nio intervjuer genomförts med kvinnliga anställda på H & M i åldrarna 20-45 år och som besitter olika positioner i organisationen. I analys- och resultatet sammanförs en strukturerad version där frågeställningarna återges i huvudrubriker som följs av kategoriseringar. Empirin gestaltas genom intervjuresultat och citat som analyseras utifrån teorikapitlet med en Grounded theory inspirerad metod samt komparativ- och idealtypscentrerad analys. Undersökningen visar att det finns olika karaktärer av lojala anställda på H & M där lojaliteten riktas åt olika håll beroende på hur en Talent management strategi behandlas. Lojaliteten riktas antingen mot kollegorna eller organisationen beroende på hur organisationen skapar förtroende till sina anställda. Där förtroendet brister gentemot ledningen riktas lojaliteten istället mot sina kollegor.

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.

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.