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.

Retaining and developing high potential managers as part of a leadership pipeline is a critical aspect for business, and understanding not only the strengths these managers bring, but also how they derail and how interventions could be tailored to avoid derailment, or at least lessen the impact, is imperative for sustainable growth. The aim of the research is to highlight differences, if any, between gender and generations, in order to ascertain whether unique developmental programmes or derailment interventions would be required based on an individual's gender and age.

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

Inledning: Talent Management är ett begrepp och ett arbetssätt som alltmer implementeras i svenska organisationer och det ligger högt upp på deras agenda. Talang och talangidentifikation är idag en viktig del i att bemöta den ökade konkurrensen. Att identifiera talang är ett sätt att behålla de medarbetare som är viktiga för organisationen samt ett sätt att utveckla organisationen genom att ta tillvara på humankapitalet. Syfte: Att öka förståelsen kring talangidentifikation på svenska organisationer. Vi vill även bidra med en förståelse för hur de individualistiska och kollektiva perspektiven har påverkat svenska organisationer i dess utformning och tillämpning i att identifiera talang. Vi vill även öka förståelsen kring vad dessa perspektiv har att lära av varandra och vad detta resulterar i. Vårt intresse omfattar även vilka grunder som är avgörande för att bli identifierad som talang. Metod: Studien genomförs med en deduktiv ansats och en kvalitativ forskningsstrategi. Vi har studerat svenska finansinstitut genom en flerfallsstudie och genomfört kvalitativa intervjuer med personer inom HR funktionen på dessa organisationer med ansvar för Talent Management och talangidentifikation. Resultat: Vad vi har kunnat visa på är att Talent Management och då i första hand talangidentifikationen inom svenska organisationer står inför en kompromiss mellan ”hårda” och ”mjuka” värden. I sin korthet har vi kommit fram till att genom att följa organisationens värderingar resulterar detta i en ökad möjlighet att klassificeras som talang.

Motivation: Through the increasing demand in new products, companies within international business context have to implement innovation efforts and so, they are searching for talents in an increasing amount of available employees. Problem statement: The problem of those firms is to employ the right people (talents) on one side and to ensure the innovative performance of the company on the other side. Research approach: For solving this issue, a qualitative research was chosen, while conducting a Swedish and a German case study of suitable companies and interviewing them about their practices of attracting, selecting, and integrating talents. Results: There is support found for the connection between the recruitment of talents and the innovative performance. Conclusions: The results contribute to talent management and provide lessons from successful cases as a guideline for other companies. For the reason that the case studies do not belong to a specific industry, the results are potentially generalizable.

In the 21st century, one of the greatest challenges that the firms face is the rapidly changing environment. Under this circumstance, to continuously improve their performance to become more productive and competitive is very crucial for the firms to be sustainable. People is the key factor for success. How to select the right people by using a scientific and effective assessment tool becomes very important for a firm in its human resource management. This study is to understand and evaluate how the Assessment Centers are developed and used in the firms in Taiwan, how the Assessment Centers can further improve the effectiveness in the firms. This study aims to promote the use of Assessment Centers and to help the firms to increase their managerial capacity and competitiveness. This study used three studies of the firms who use Assessment Centers and explored various papers for references to get an integrated model of the Assessment Center. There are four major aspects for the firms to examine before they adopt the Assessment Centers approach: organization structures¡Bthe people¡Bthe flows and the resources in order to develop the most effective human resources management.

Vilka möjligheter och utmaningar är centrala för kommunal verksamhet i arbetet att skapa ett attraktivt Employer Brand? De största utmaningar som under studiens gång har upptäckts påverka kommunala verksamhetens arbetsgivarvarumärke i negativ riktning, är främst allmänhetens okunskap och de myter som finns om kommuner. För att effektivt kommunicera bör organisationen veta vem som är mottagaren, detta är en utmaning i en verksamhet som innefattar nästa alla demografiska aspekter. De bör därför försöka hitta gemensamma nämnare bland de personer som de vill attrahera, det behöver inte vara yrket utan värderingarna som är det centrala. Nästa utmaning som har identifierats är att skapa ett gemensamt lärande mellan kommunerna genom en gemensam medarbetarenkät.

Sammanfattning Titel:                                   Talent Management inom den svenska banksektorn. Författare:                         Martin Eriksson och Oscar Alfelt  Handledare:                      Timurs Umans Nivå:                                  Kandidatuppsats 15 hp, Ledarskap, VT 2012  Frågeställning:                  Hur använder svenska banker talent management processen som en del av sitt HR-arbete?  Syfte:                                  Syftet med denna uppsats är att undersöka hur banker använder talent management processen som en del av sitt HR-arbete och på så sätt öka sin konkurrenskraft och effektivisera sitt arbete. Vi ämnar undersöka hur processen kan anpassas till en specifik sektor vilket i vårt fall är den svenska banksektorn. Metod:                               Studien gjordes med ett beskrivande angreppssätt. Vi använde en kvalitativ ansatts med individuella öppna intervjuer. Intervjuerna gjordes över telefon med fem stycken respondenter från svenska banker.  Teoretisk referensram:    Den teoretiska referensramen består av tre delar där första delen handlar om att förklara vad talent management är för att sedan presentera två talent management processer samt att beskriva HR inom banksektorn. Detta ligger som grund för vår talent management modell som presenteras i slutet.  Resultat:                            Här återges vad respondenterna uppgav under intervjuerna.  Analys:                               I analysen jämförs respondenternas empiri och analyseras efter den teori som vi har använt. Slutsatser:                          Här presenteras de ändringar som gjorts i modellen sedan den först presenterades i den teoretiska referensramen. Med hjälp av teorin och informationen från respondenterna har vi kunnat skapa en relevant och giltig talent management modell för den svenska banksektorn. Nyckelord:                         Talent Management, Human Resource Management, banksektorn, personalarbete. Centrala begrepp:            HRM (Human Resource Management): Handlar om arbetet med personal och humana resurser. Talent Management: Ett verktyg inom HRM med fokus på arbetet med att attrahera, bibehålla och utveckla nyckelpersoner inom företaget.

Talent management has become a management priority among business leaders as a result of the transition from a commodity to a knowledge-based economy. Organizations are entering a new era affected by demographical challenges, increased globalization and a generation shift in the labor market that forces organizations to rethink how they attract, develop and retain talented employees. Research predicts that there will be a shortage on labor as a result of the baby boomers retirement in the coming years. Talent management strategies and processes linked to the business strategy is a key to organizational advantage. Organization´s most critical assets are the employees and by having the right people who perform in the right jobs is essential to get a sustainable organization. The concept of talent management is often ill defined and underdeveloped and talent management practice appears to vary widely among organizations. The purpose of this thesis is to get a deeper insight into the concept of talent management processes and framework. Through a single case study approach, this study explores how talent management practice and processes are implemented in a multinational knowledgebased company. The intention is to understand how line leaders and HR managers work with talent management activities by following a hermeneutic research method. A semi-structured interview method has been performed to collect the empirical data. The empirical findings show that many of the talent management activities are implemented in a sophisticated organizational process called the EMS (Employee management system). Employees are rated and evaluated based on their performance throughout the year. Line leaders are mainly accountable for employees’ development and growth in the organization. Findings also show that line leaders are mentors, coaches and a guidance to employees in the daily work. Findings show that HR managers support both leaders and employees in the work with talent management. HR managers’ responsibilities are to influence and coach the leaders in decision-making, in addition to work for employees’ well-being at the work. The organization has presently low turnover. This affects both the recruitment of new employees and hinders presents employee development. The competence level in the organization is estimated to be high and the organization struggle to store critical knowledge.

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