The thesis focuses on a knowledge management with the support of a talent management in an international bank and an insurance company. It analyses a talented person, their characteristics and the progress possibilities by a development program created according to an educational plan and a following evaluation. It looks for a connection between the talented person and the knowledge management, which supports their education by assigning the right meaning to the selected information in order to make it easier to share knowledge, create educational materials or offer internal courses with various trends.

Introduction: In the current rapidly changing world of work, organisations are investing increasingly in workforce planning. Throughout times, recruiting and retaining talented employees have been one of the most complex problems facing employers. Human Resource (HR) metrics and analytics is still a relatively untouched tool used by HR managers. However, HR practitioners are engaging in an era where recruitment and talent retention processes are becoming predictive and provide several benefits to both the employer and employee. By understanding how data can be used for insightful decisions that generate business results, HR professionals need to exploit the gap. Currently, they have the opportunity to utilise their extensive data sets by providing the organisation with the relevant and strategic analytics for informed decision-making. Research purpose: The purpose of the systematic literature review was to investigate the nature and value that metrics and analytics on recruitment and talent management add to organisations. Motivation for the study: Throughout history, people were considered as the most valuable assets in which an organisation can invest. However, HR failed to take responsibility for the programmes and initiatives which they developed and implemented. By developing a means to measure HR programmes and initiatives and assess the performance and development of employees, HR professionals will be able to demonstrate its effect on the business's 'bottom line'. Consequently, top management would then be more willing to invest money and time in HR-related activities. HR metrics and analytics will allow top management to make informed decisions on HR initiatives and programmes such as recruitment and talent management. In a volatile business environment HR departments need to prove the monetary value of the HR functions to top management. For HR analytics to be effective, it is vital that the organisation applies the correct metrics that is aligned with the overall business strategy and objectives. Research design, approach and method: For the purpose of the present study, a systematic literature review was conducted to determine the nature and value-add of recruitment and talent management analytics in an organisation. Main findings: The first objective was to determine the importance of recruitment and talent retention metrics and analytics. Results show that organisations currently struggle to recruit and retain talented employees, a factor that ultimately impacts the success of the organisation. The review provided evidence of organisations that realised the importance of recruitment and talent retention analytics by also using it to inform their human capital planning. The second objective assessed the use of metrics and analytics to manage recruitment and talent. The research indicated that organisations apply various recruitment and talent retention metrics in different ways and for diverse purposes. A possible reason may be that organisations have different data sets and also use these sets differently to develop HR-related metrics suited for the specific company. The third objective was to identify standards for metrics on recruitment and talent management. The research indicates that there is no systematic approach to evaluate recruitment and talent management. This is a topic for future research. The fourth and final objective investigated the role of recruitment and talent retention analytics in management's decision-making. Here the literature indicates that organisations have invested highly in HR analytics, and even appoint an analytics team within the company with the sole purpose of evaluating the organisation's data sets. This attest to the value management attaches to HR analytics as important contribution to the business's decision-making process, and ultimately the success of the organisation as a whole. Limitations/future research: The present research had to factor in several delimitations related to the context, constructs and theoretical perspectives of the study. The researcher firstly identified that the research context was limited to the Human Resources (HR) segment of organisations and business sector. Secondly, only HR-related analytics were used for the purpose of this study. The researcher searched, analysed and made assumptions about this research topic by consulting mainly recent (over the past 10 years) and authentic resources. Lastly, the assumptions made in the study are based on data the researcher incorporated from selected literature. Conclusion: It is evident from the findings that HR professionals began understanding the impact of recruitment and talent retention analytics on validating HR contributions to the organisation. Furthermore, it is clear that, on the other hand, management does acknowledge the importance and value that recruitment and talent retention analytics add to the organisation's 'bottom line'. This allows management to make insightful decisions, and ultimately retain a competitive edge in the market. / Dissertation (MCom)--University of Pretoria, 2016. / Marketing Management / MCom / Unrestricted

La gestion des talents (TM) a une portée stratégique dans le succès des entreprises. En gestion des ressources humaines (GRH), elle nécessite la mise en place d’outils RH pour attirer, identifier, développer et retenir le capital humain afin de répondre aux enjeux d’une entreprise. À l’aube de la troisième décennie, ces enjeux portent davantage sur les besoins croissants d’innovation et de technologie. Dans un environnement de travail en perpétuelle mutation en raison de la digitalisation et de l’intensité de la concurrence, la gestion des talents initiale demande une remise en cause de son modèle exclusif, de sa capacité à créer de la valeur pour générer un avantage concurrentiel substantiel (Barney, 1991). Malgré le progrès observé dans la conceptualisation de la gestion des talents, l’approche inclusive qui considère tous les employés d’une organisation comme détenteurs d’un talent est très peu étudiée dans la sphère académique (Sheehan & Anderson, 2015). Cette approche inaugure pourtant l’accès à un vivier de talents plus divers, propice à satisfaire les objectifs stratégiques des entreprises de cette troisième décennie. Or, une meilleure compréhension de l’approche inclusive des talents nécessite l’apport de différentes perspectives et échelles d’interprétation. Une analyse complète de la gestion des talents requiert non seulement une étude du contexte national et sectoriel (macro), mais aussi la forme organisationnelle (méso) d’une organisation, puis la mise à l’échelle des perceptions et comportements des individus (micro) de cette organisation (Al Ariss & Sidani, 2016). Cette contextualisation de l’approche inclusive de la gestion des talents est l’objet de notre recherche. Il est proposé d’étudier l’inclusion des personnes issues de la diversité (différences de genre, origine ethnique, âge, formation, culture, etc.) dans le processus de gestion des talents d’un pays, d’une forme organisationnelle et d’une population stratégique données, dans la perspective d’un avantage concurrentiel. Notre analyse porte ainsi sur la place de la diversité en France, dans les activités de gestion des talents au sein des organisations fonctionnant par projet du secteur aérospatial, l’un des secteurs en forte demande en compétences techniques et technologiques. Les perceptions et comportements des talents de la génération Y seront également étudiés, des jeunes nés entre 1980 et 2000 fortement présents sur le marché de l’emploi. / Talent Management (TM) has a strategic reach in the success of companies. In human resources management (HRM), it requires the implementation of HR tools to attract, identify, develop and retain human capital in order to meet the challenges of an enterprise. As we approach the third decade, these issues are more focused on the growing need for innovation and technology. In a work environment that is constantly changing due to digitalisation and the intensity of competition, the initial Talent Management calls for a reconsideration of its exclusive model, its ability to create value to generate a substantial competitive advantage (Barney, 1991). Despite progress in the conceptualization of Talent Management, the inclusive approach that considers all employees of an organization as talent holders is poorly studied in the academic sphere (Sheehan & Anderson, 2015). This approach, however, opens the door to a more diverse pool of talent that will help meet the strategic objectives of companies in the third decade. A better understanding of the inclusive approach to talent requires input from different perspectives and scales of interpretation. A comprehensive talent management analysis requires not only a study of the national and sectoral (macro) context, but also the organizational form (meso) an organization, and then scaling the perceptions and behaviours of individuals (micro) of that organization (Al Ariss & Sidani, 2016). This contextualization of the inclusive approach to talent management is the focus of our research. It is proposed to study the inclusion of people from diversity (gender, ethnicity, age, training, culture, etc.) in a country’s Talent Management process, a particular organizational form and strategic population, with a view to a competitive advantage. Our analysis thus focuses on the place of diversity in France, in Talent Management activities within organizations operating per project in the aerospace sector, one of the sectors in high demand for technical and technological skills. The perceptions and behaviour of millennial talent will also be studied, young people born between 10 and 2000 with a strong presence on the labour market.

This thesis deals with talent management with the topic of education of sport talented students. The introductory part defines basic terms, such as talent, natural ability, talent management and education of talented students subjected to regulation No.27/2016 (legal code) about education of students with special educational requirements and talented students. Subchapters of the theoretical part deal with specification and conditions of sport talented students' education, their support and search for. An integral part is also a subchapter defining sport psychology and its application when eliminating the dilemma of a double career. The introductory part is an initial part for the practical part, which based on the quantitate survey, describes the support and compares the possibilities of education of sport talented pupils and students at primary as well as secondary schools in the Czech Republic.

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

Šulová, G. Talent management in company praxis. Diploma thesis. Brno: Mendel University, 2018. The diploma thesis focuses on talent management and its importance for talents and business practice. The way of implementation and the benefits of TM were investigated in 3 branches of multinational organization. Literary research is focused on defining basic concepts, philosophy and the whole process of talent management. The thesis also examines the current state of talent management, especially individual activities were described and evaluated. The survey also included a questionnaire survey, the main task of which was to determine the level of competence development, careers, and answers research questions. The entire talent management program was reviewed by Kirkpatrick's four-level model. Everything was completed by structured interviews with HR/TM executives of the branches investigated. Based on the outcomes, proposals have been made to im-prove the effectiveness of both individual programs and the program itself.

El texto completo de este trabajo no está disponible en el Repositorio Académico UPC por restricciones de la casa editorial donde ha sido publicado. / The turnover rate of personnel in companies in the service sector is approximately 10%. In Peru, this figure is above 15%, which generates high cost overruns for organizations. Companies with the highest turnover are the service companies, and the operational staff is regarded the key factor of these organizations. Previous research has been carried out on this issue, and the solutions are models with the objective of retaining employees, using Employer Branding, Endomarketing, and Talent Management techniques. However, for this study, a model based on the combination of these techniques was designed and applied. Thus, it is intended that the model managed to meet the concerns raised and to reduce costs in companies. The model was applied in a company in the fast food sector, aiming the frontline/operational personnel of the organization. The results showed that an agile recruitment process and development of personnel training significantly reduces high rates of personnel turnover and the costs presented by this. Additionally, it is proven that the leadership of store managers plays an important role in increasing employee satisfaction and commitment within the organization.

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No / As the interest in talent management (TM) gathers momentum, this paper aims to unravel how talent is managed in multinational corporations, what factors mediate the talent management process and what computerised systems may contribute to the management of talent. The study employs a single case study but multiple units of analysis approach to elucidate the factors pertaining to the transmission and use of talent management practices across the German and Irish subsidiaries of a US multinational corporation. Primary data for this study derive from a series of in-depth interviews with key decision makers, which include managers at various levels in Germany, Ireland and The Netherlands. The findings suggest that the diffusion of, and success of, talent management practices is contingent on a combination of factors, including stakeholder involvement and top level support, micro-political exchanges, and the integration of talent management with a global human resource information system. Furthermore, the discussion illuminates the utility and limitations of Cappelli's “talent on demand” framework. The main limitation of this research is the adoption of a single case study method. As a result, the findings may not be applicable to a wider population of organisations and subsidiaries. Additional research will be required to substantiate the relevance of these findings in the context of other subsidiaries of the same and other corporations. This paper accentuates a number of practical implications. Inter alia, it highlights the complex nature of institutional factors affecting the talent management process and the potential efficacy of a human resource information system in managing talent globally.The paper extends the body of knowledge on the transfer of talent management practices in the subsidiaries of multinational corporations. The discussion presented herein may engender further academic debate on the talent management process in the academic and practitioner communities. The link between talent management and the use of human resource information systems established by this research may be of particular interest to human resource practitioners.

Yes / We examine how managers in Oman make sense of localization policies (Omanization) through their use of talent management (TM). Through an institutional logics (IL) lens, it is possible to examine how organizations confront institutional complexity and understand the interplay between state, market and societal logics. The paper analyses twenty-six interviews with managers in the Petroleum and Banking sector and is the first to examine TM within the context of Omanization using a layered, IL perspective. The paper finds that punitive state logics encourage organizations to focus on the societal wellbeing of their TM measures and inspires a sense of corporate social responsibility. Yet, the market logic dictates a stratified and differentiated approach that manages impressions of inclusivity while safeguarding organizational interests.