<p>Sweden is entering a time characterized by a shortfall of qualified labour. Thus companies will have to hold on to, and develop their most valued employees since it is getting harder to find competent replacements. By finding and developing Talents, companies will improve their position in the market and perhaps even create a competitive advantage. The academic discipline concerning locating, assessing, developing and retaining Talents is called Talent Management.</p><p>Purpose</p><p>To identify how the most desirable employers in Sweden work with Talent Management, and implications following its practises.</p><p>Method</p><p>The selection was made based on the response of a pre-study of 30 large Swedish companies recognised for their employment practises. Nine oral interviews, with a number of HR professionals at the corporations, were performed to investigate how they utilise Talent Management to create more value from human resources. The thesis takes a multiple case study approach investigating the utilization of Talent Management practises in Sweden.</p><p>Conclusion</p><p>The Swedish dialect of Talent Management correlates with the frame presented by theory. Swedish firms are mostly locating Talents internally but are willing to use outsourcing for some recruitments. Talents’ competencies are more important than their credentials. Within the frame of their job description, Talents are encouraged to find creative solutions to solve their tasks. Swedish firms are increasingly using assessment and clear feedback as foundation for the individual development plans. Within the individual development plans there is on-the-job training, job rotation and mentors. This is also a part of the retention process which focuses on recognition, relocation and career management. Implications of the work with Talent Management in Sweden are; since the companies investigated employed, or were about to employ, Talent Management processes, it seems that they are well prepared for the future war for Talents and will better cope with the gap occurring when baby boomers retire. Thus, firms adapting to Talent Management, and sees the strategic importance of it, can gain a competitive advantage against others not concerned with these practises.</p>

Title:                 Talent Management   Author:             Simon Kjellman Level:               Master Thesis 30, hp Keywords: Talent management, Organizational Performance, Employee engagement, Human resource management Background: Today business is pressured to provide result and profit, but at the same time provide health and stimulate work environment for the employees. Human resource is rising to be the organizations new winner to get a competitive advantage. In order to be successful and continue to grow, companies need to attract and maintain their talent. Research question: Which tensions between organizational performance and employee engagement can arise when using talent management?  Purpose: The purpose of this thesis is to develop an understanding of which tensions    between organizational performance and employee engagement that can arise when using talent management. By focusing on employee engagement and organizational performance, I put the emphasis on the approaches used when using talent management and therefore I also developing what characterizes the used approach. Method: A qualitative research approach was applied, which included a case study design consisting of multiple cases. Unstructured interviews and observations were the methods used for collecting the empirical data. The seven respondents were selected from two Swedish companies, based on a theoretical sampling method. The data analysis method included a cross-case analysis. Theoretical framework: Based on the purpose, the concepts that I find most relevant and coherent with Talent Management, Employee engagement and Organizational performance will be introduced and explained in the following sections. At first, Talent Management is defined and explained and then the employee engagement and organizational performance come as following. The theories will provide the basis for a detailed investigation and analysis over Talent Management. Findings: Swedish companies uses a collective approach to talent management. What characterizes the work with talent management in a collective culture are inclusion, democracy, soft culture and communication. They are using democratic and human ways of treating their employees. This causes the tension to be low in overall because usually the desires are met on both sides. Signs of separation in developments plans between different professionals can start a tension. The communication is important when using talent management to get a stable work environment.

4 Abstract The thesis introduces an outline of information about the career of an organization employee. The career is described in a theoretical manner which also looks into general characteristics of a career, its possible types, individual structures and career cycles. The thesis also focuses on individual types of employees represented in the organization, possible career movements and mentions a working environment typology. Other parts of the thesis discuss the relation of professional career and the organization culture as well as parts of the relation consisting of personal growth planning, executive positions succession planning and career planning. This part is followed by a draft of talent management. The last chapter of the thesis is an actual illustration of career management in an organization, namely in Škoda Auto. This part is concluded by an analysis carried out by the author of the thesis. Key words: career, career management, talent management

No description available.

In the professional services industry, it is no secret that people are the greatest assets. The investment in human capital is the core of the business, the dividends of which can never be under-estimated. The continued success of the professional services firm therefore lies in being able to retain that investment within the organisation. The current high rate of turnover within the firm, and in the professional services industry, is indeed a big challenge for management. One that necessitates a review into a variety of ways of keeping the talent within the firm. This research study was commissioned to look into one of the proposed initiatives for retaining employees; that of wealth creation. The aim was to source the views of employees on wealth creation as a way of increasing the rate of retention or otherwise as well as identify the preferred structure of such a scheme. The results of the research showed that employees deem financial remuneration to be highly important and would stay with the firm longer if provided with a wealth initiative. There was preference for a short to medium term scheme rather than a long term one, with some particular suggested schemes coming out as preferred favourites than others. Respondents also went further to highlight other factors that were contributing to loss of talent within the firm. The responses from the survey have been comprehensively analysed and recommendations made on the implementation of the wealth creation scheme. / Graduate School for Business Leadership / (M.B.A.)

<p>Tidigare forskning har visat på att konkurrensen kring talangfulla medarbetare aldrig förr varithårdare och att ha strategier för att behålla dessa blir därför viktigt. En strategi som syftar till att görajust detta är talent management. Men hur arbetar man med detta och vilka föreställningar kringfenomenet finns? Vilka faktorer kan finnas som hindrar och/eller möjliggör arbetet med talentmanagement? För att ta reda på detta har det i studien valts att göra en fallstudie där data samlats ingenom semistrukturerade intervjuer. Det framkommer i studien att talent management upplevspositivt då det ger erkänsla och uppskattning. Dock är det viktigt att det finns en tydligkommunikation så att tanken kring vad satsningen ska leda till och att förväntningarna är tydliga.HR-avdelning, chefer och talanger har alla ett ansvar för att talent management ska bli en strategi föratt få talangfulla medarbetare att stanna kvar i företaget.</p>

<p>Syftet med denna kvalitativa studie var att undersöka hur talang kan användas i organisationers jakt på och rekrytering av medarbetare som kan bidra till verksamhetens utveckling. Detta har gjorts genom en empirisk studie där vi försökt undersöka och behandla begreppet talang genom att jämföra formell affärsverksamhet med fotbollsindustrin. Detta då vi fann att talang är något som sedan länge diskuterats inom fotbollen men som enligt våra antaganden vara nytt inom formell affärsverksamhet. En litteraturstudie har även genomförts i vilken vi har använt oss av teorier som påvisar framväxten av begreppen talang och talent management för tillämpning i organisationer. Den forskningsfråga vi ställde oss var: hur kan organisationer definiera, finna och rekrytera talang till sin verksamhet? Studiens resultat visar på att talang är att betraktas som relativt och definieras utifrån varje enskild person. Fokus bör därför ligga på att rekrytera den rätta talangen för verksamheten snarare än att bedriva en generell talangjakt.  För att förenkla sökandet och finnandet av den rätta talangen kan och bör rekryteraren skapa en arena där talang kan jämföras och utmärkas, likt en fotbollsplan för en matchsituation. Det är slutligen i en rekryterares makt att avgöra vem som på arenan besitter den rätta talangen för verksamheten.</p>

Sweden is entering a time characterized by a shortfall of qualified labour. Thus companies will have to hold on to, and develop their most valued employees since it is getting harder to find competent replacements. By finding and developing Talents, companies will improve their position in the market and perhaps even create a competitive advantage. The academic discipline concerning locating, assessing, developing and retaining Talents is called Talent Management. Purpose To identify how the most desirable employers in Sweden work with Talent Management, and implications following its practises. Method The selection was made based on the response of a pre-study of 30 large Swedish companies recognised for their employment practises. Nine oral interviews, with a number of HR professionals at the corporations, were performed to investigate how they utilise Talent Management to create more value from human resources. The thesis takes a multiple case study approach investigating the utilization of Talent Management practises in Sweden. Conclusion The Swedish dialect of Talent Management correlates with the frame presented by theory. Swedish firms are mostly locating Talents internally but are willing to use outsourcing for some recruitments. Talents’ competencies are more important than their credentials. Within the frame of their job description, Talents are encouraged to find creative solutions to solve their tasks. Swedish firms are increasingly using assessment and clear feedback as foundation for the individual development plans. Within the individual development plans there is on-the-job training, job rotation and mentors. This is also a part of the retention process which focuses on recognition, relocation and career management. Implications of the work with Talent Management in Sweden are; since the companies investigated employed, or were about to employ, Talent Management processes, it seems that they are well prepared for the future war for Talents and will better cope with the gap occurring when baby boomers retire. Thus, firms adapting to Talent Management, and sees the strategic importance of it, can gain a competitive advantage against others not concerned with these practises.

Tidigare forskning har visat på att konkurrensen kring talangfulla medarbetare aldrig förr varithårdare och att ha strategier för att behålla dessa blir därför viktigt. En strategi som syftar till att görajust detta är talent management. Men hur arbetar man med detta och vilka föreställningar kringfenomenet finns? Vilka faktorer kan finnas som hindrar och/eller möjliggör arbetet med talentmanagement? För att ta reda på detta har det i studien valts att göra en fallstudie där data samlats ingenom semistrukturerade intervjuer. Det framkommer i studien att talent management upplevspositivt då det ger erkänsla och uppskattning. Dock är det viktigt att det finns en tydligkommunikation så att tanken kring vad satsningen ska leda till och att förväntningarna är tydliga.HR-avdelning, chefer och talanger har alla ett ansvar för att talent management ska bli en strategi föratt få talangfulla medarbetare att stanna kvar i företaget.

Sammanfattning Detta examensarbete undersöker hur ett globalt industriföretag arbetar med kunskapshantering utifrån ett Knowledge management-perspektiv. Målföretaget undersöks genom Talent management-konceptet People Equity. Vi baserar vår uppsats på empiri bestående av tolv kvalitativa intervjuer med medarbetare från företaget. Våra teoretiska utgångspunkter grundas primärt på Alvesson och Kärremans deskriptiva modell om hur företag arbetar med kunskapsstyrning, Model of managerial intervention. Utifrån analys av insamlad empiri placerar vi ut målföretaget på ovan nämnda matris. Resultatet visar att målföretaget har vissa svårigheter med kunskapsflödet mellan medarbetarna. Kunskapsdelning sker primärt genom social interaktion med kollegor på avdelningen samt genom nätverkande med nyckelpersoner på andra avdelningar. Den normativa kontroll som finns i kulturen på företaget obstruerar i viss mån kunskapen från att flöda fritt och på så sätt skapa maximal nytta. I diskussionen behandlas denna slutsats och förslag på framtida forskning ges.