A gestão de talentos está entre as principais preocupações dos gestores de Recursos Humanos (RH), contudo ainda existe muita confusão em relação ao tema. Uma das primeiras questões levantadas é como definir quem é talento. Uma vez definido o conceito de talento existe a discussão sobre como fazer a gestão desses talentos e a efetiva implantação dos programas de gestão de talentos. Este trabalho tem por objetivo contribuir com o entendimento das práticas de gestão de talentos nas organizações estudando o conceito de talento utilizado, as práticas em si e as dificuldades de implantação delas. Foram selecionadas para o estudo as empresas que possuem um sistema formal de gestão de talentos. A pesquisa de campo foi feita por meio de um estudo de caso qualitativo com entrevistas em profundidade em empresas com sistema formal de gestão de talentos. Os principais resultados obtidos de acordo com os dados coletados foram que o conceito de talento está centrado na discussão sobre a abrangência e o prazo do programa. Em abrangência se discute o quão inclusivo ou exclusivo deve ser o programa, em prazo a discussão reside no tempo que a empresa espera ter retorno com o seu programa de talento. Uma visão de curto prazo sugere práticas de gestão de talentos que reforcem a aquisição de talentos já prontos, por outro lado uma visão de longo prazo sugere práticas de gestão de talentos que reforcem o desenvolvimento de talentos internos. Os achados sobre as práticas indicaram que elas se concentram nas práticas de planejamento sucessório, formação de pool de talentos e treinamento e desenvolvimento. Na discussão sobre a implantação dos programas os resultados apontaram a importância dos gestores de linha e a influência do contexto para o sucesso da implantação. / The talent management is one of the main concerns of Human Resources (HR) managers, however there is much confusion in this regard. One of the first issues raised is how to define who is talented. Having defined the concept of talent there is the discussion on how to manage these talents and the effective deployment of talent management programs. This paper aims to contribute to the understanding of talent management practices in organizations by studying the concept of talent used, the practice itself and the implementation difficulties. Companies that have a formal system of talent management were selected for the study. The field research was a qualitative case study with in-depth interviews in companies with formal system of talent management. The main results obtained from the data collected were that the talent concept is centered on the discussion of the scope and duration of the program. In the the scope the discussion is how inclusive or exclusive the program should be, in duration the discussion lies in the time that the company expects the return of his talent management program. A short-term view suggests talent management practices that enhance the acquisition of talented professionals already ready, on the other hand, a long-term view suggests talent management practices that enhance the development of internal talent. The findings on the practices indicated that they focus on succession planning practices, creating a pool of talent and training and development. In discussing the implementation of the programs, the results showed the importance of line managers and the influence of the context for successful implementation.

In recent years, a research consensus has coalesced around the notion that human capital development and an efficient public service are critically important determinants of societal transformation, especially in sub-Saharan Africa (SSA). However, there is no similarly wide agreement on how to systematically drive improvements in the quality of a nation's human capital or its public service. This thesis contributes to this debate and adds to the literature on strategies for effective civil service human capital development and management in a developing context. Specifically, the study interrogates and explores the experience of a developing country - Nigeria, to illustrate the dynamics of a typical civil service human capital and capability development (CD) strategy. I critically examine the social and relational complexities of the policy process and how dominant neo-liberal logic is constituted, forming part of the metanarrative in state identities that perpetuate unequal power relations, elite interests, and ineffective institutional arrangements. Influenced by post structural and social constructivist philosophies, the research challenges the dominant neo-liberal orthodoxy on human capital. In this regard and utilising a case study approach, the study critically explores and reveals how the standards for human capital development are negotiated in the Nigerian federal civil service (NFCS), and examines the discourses and practices they produce. I utilise the sociology of knowledge approach to discourse (SKAD) as well as policy documents and semi-structured interviews with senior policy planners, to capture the nuanced realities and everyday meanings that are lost in dominant metanarratives of civil service human capital reforms in SSA. These explorations are positioned within the broader development debates about the need to adopt social constructivist research frames to better understand contextual issues in the capability development (CD) process. The research findings indicate that while most reform programmes in the NFCS have been captivated by the capacity development and service delivery rhetoric, the complex interplay between the dearth of human capabilities and the politicisation of the implementation process means that the impact of such policies have been very minimal. The study reveals that the relational complexities between policy agents have been engendered largely by the nature of Nigeria's political economy, which appears to have produced dynamic and interweaving unequal power relations that have helped constitute discourses centred on institutional inefficiencies, including: 'patronage', 'intense rent-seeking', and 'personalisation' of the policy process that are currently ongoing. These discourses are actively navigated, produced and reproduced according to Nigeria's social and political contexts. I argue that this socially constituted and re-constituted locale creates a complex and uniquely challenging context for reforms, such that developing civil service capacities has become a major challenge, because 'reform' policies tend to serve the interests of a few powerful elites, who are bent on maintaining the status quo. The thesis makes key recommendations that recognise these challenges and provides policy options and a framework to help the Nigerian federal service embark upon a capability development initiative that will help improve the efficiency of the Service and lead to accelerated national development.

Acquiring information about successful human resources strategies that help to effectively recruit skilled labor is critical for manufacturers. Manufacturing is the backbone of the United States, yet 6 of 10 skilled labor jobs are unfilled because traditional methods and strategies used by human resource leaders to recruit are inadequate. Guided through the lens of strategic human resource management and using the concepts and views of resource-based theory, the purpose of this multiple case study was to explore strategies that manufacturing human resource professionals use to successfully recruit skilled labor in Northwest Louisiana. The data collection for this case study was performed through face-to-face semistructured interviews via purposeful sampling and company documents that included planning materials, corporate hiring strategy documents, and the company website. Data were coded and analyzed to obtain the development of a set of recurring themes. The 4 relevant themes that emerged from the coded data included the following: recruitment methods, external pressures of the region/marketplace, outreach and education partnerships, and leadership support. By implementing strategies supported by senior leadership, human resource professionals have greater levels of success in hiring skilled labor. Implications for positive social change include providing an opportunity for human resource professionals in the manufacturing industry to develop innovative ideas and solutions to respond to the nascent recruitment challenges for skilled labor positions, thereby reducing unemployment and contributing to the local economy.

<p><strong>Datum: </strong>2009-06-30</p><p><strong>Författare: </strong>Rönnlund Josefin</p><p><strong>Nivå/utbildning: </strong>Master Thesis, Management</p><p><strong>Handledare: </strong>Owe R. Hedström</p><p><strong>Titel: </strong> How to keep with the War for talent? A comparative study between talent management in Company X and literature suggestions for identification of talent</p><p><strong>Problem: </strong>The need for talent management and a company's assets in form of Human Capital creates the demand of consultant firms and their services. The problem for companies today is to keep their up with the war for talented workers, and the way leadership talent is managed in the company is crucial for gaining competitive advantage. The research problem in my study is to identify how companies can manage talent within their organization successfully and by doing a research within a specific company, compare findings in their different organizational levels.</p><p><strong>Syfte:</strong> To investigate talent management processes in one company known for their success in the area of talent management and compare different views on talent management that might exist in different levels. My paper aims to value their talent management processes, and if there are gaps that could be filled and methods that could be developed.</p><p><strong>Metod: </strong>Qualitative method through six interviews and by doing a comparison between empirical findings and theory</p><p><strong>Resultat/slutsatser:</strong> talent management processes are very well developed in this business line in Company X, and in some areas they are even better than what literature suggests. They need to keep encouraging their personnel to take challenges and rotate. They also need to have a clear understanding of the roles in the organization, the responsibility of top recruitment and development. The areas that are in need of further development are leadership development, learning and training. Even if they have grasped the importance of these factors, they have some difficulties implementing right methods for reaching their targets. The company should encourage their employees to take challenges to be able to discover who can learn the most from them.</p><p><strong>Sökord: </strong>talent management, key personnel, high flyers, top performers, human resource and human capital management, identification of potential, talent development and high performers.</p><p><strong>Omfång, sidor:</strong> 82</p><p><strong>Antal ref/källor:</strong> 43</p>

Datum: 2009-06-30 Författare: Rönnlund Josefin Nivå/utbildning: Master Thesis, Management Handledare: Owe R. Hedström Titel: How to keep with the War for talent? A comparative study between talent management in Company X and literature suggestions for identification of talent Problem: The need for talent management and a company's assets in form of Human Capital creates the demand of consultant firms and their services. The problem for companies today is to keep their up with the war for talented workers, and the way leadership talent is managed in the company is crucial for gaining competitive advantage. The research problem in my study is to identify how companies can manage talent within their organization successfully and by doing a research within a specific company, compare findings in their different organizational levels. Syfte: To investigate talent management processes in one company known for their success in the area of talent management and compare different views on talent management that might exist in different levels. My paper aims to value their talent management processes, and if there are gaps that could be filled and methods that could be developed. Metod: Qualitative method through six interviews and by doing a comparison between empirical findings and theory Resultat/slutsatser: talent management processes are very well developed in this business line in Company X, and in some areas they are even better than what literature suggests. They need to keep encouraging their personnel to take challenges and rotate. They also need to have a clear understanding of the roles in the organization, the responsibility of top recruitment and development. The areas that are in need of further development are leadership development, learning and training. Even if they have grasped the importance of these factors, they have some difficulties implementing right methods for reaching their targets. The company should encourage their employees to take challenges to be able to discover who can learn the most from them. Sökord: talent management, key personnel, high flyers, top performers, human resource and human capital management, identification of potential, talent development and high performers. Omfång, sidor: 82 Antal ref/källor: 43

Hiring the wrong leader can have disastrous effects on the productivity, moral, time and budget of an organization. In fact, a gap of leaders will arise in the next years, which makes it necessary to know and use the right strategies for attracting and selecting the appropriate future leaders who have the ability to successfully lead a company. Therefore, recruiting and selecting the right leaders is an important challenge for all organizations worldwide. How can they find, attract and choose people to become leaders? To answer this question, this Thesis looks at the whole process of hiring future leaders for organizations. First, we want to determine what is necessary to be successful in a leadership position in an organization. Second, we figured out what kind of recruitment strategies can be used in order to attract and find leaders, and third, we aim at showing which methods companies can employ to select the best fitting candidate for their vacant leadership position. In order to find answers to these questions, we have conducted interviews with seven leaders from different industry sectors, who shared their experience about leadership and the way of finding, attracting and selecting talented people who can become future leaders. Moreover, we conducted a questionnaire that has been handed out to students who might be potential leaders of the future. To ensure the meaningfulness of the study, we asked students from different faculties in 21 countries. The reason of the mixture of different sources is to acquire a broader insight into how the recruitment and selection of leaders takes place, with the aim of creating a representative picture.

Thesis (MPhil)--Stellenbosch University, 2012. / ENGLISH ABSTRACT: This research reports on the phenomenon of preventable staff loss (human capital) in a South-African government department. The research covered an analysis of biographical, occupational types and duration of job tenure data of 500 former employees who resigned over a ten-year period. Of these employees, 72 participated in a quantitative survey designed to test opinions around aspects such as career management, retention efforts and the resignation decision. Another 9 participated in telephone interviews. The evolution of organizational theory over the last few centuries and the recent emergence of organizational systems theory are used as basis for, on the one hand, describing government departments in general as the type of organization under discussion and on the other to identify themes that point to possible avenues for diagnosis of the phenomenon. Recent trends and technological developments leading to increasing scarcity and fluidity of the labour market are highlighted against the growing importance of the value of human capital and institutional knowledge as key components of achieving organizational goals. The effects of South-African political developments after 1990 on talent management in general, and enterprise systems in particular, are covered. The optimal implementation of talent management (as a component of organization-wide knowledge management strategies) is proposed as a possible solution. / AFRIKAANSE OPSOMMING: Hierdie navorsing doen verslag oor die verskynsel van voorkombare personeelverlies (Menslike kapitaal) in ‘n Suid-Afrikaanse staatsdepartement. Die navorsing sluit ‘n analise van biografiese, beroepstipe en lengte van diens van 500 voormalige werknemers wat oor ‘n tien jaar periode bedank het, in. Van hierdie werknemers het 72 deelgeneem aan ‘n kwantitatiewe vraelys wat ontwerp is om opinies rondom aspekte soos loopbaanbeplanning, pogings om personeel te behou, en die bedankingsbesluit te toets. ‘n Verdere nege het deelgeneem aan telefoniese onderhoude. Die evolusie van organisasieteorie oor die afgelope paar eeue en die onlange opkoms van organisatoriese sisteemteorie is as basis gebruik om eendersyds staatsdepartemente as organisasietipe in die algemeen te bespreek en andersyds sekere temas te identifiseer wat rigtinggewend kan wees in pogings tot diagnose en verdere ondersoek van die verskynsel. Onlangse neigings en tegnologiese ontwikkelinge wat lei tot toenemende vloeibaarheid en skaarsheid in die arbeidsmark word beklemtoon teen die groeiende belangrikheid van die waarde van menslike kapitaal en institutionele kennis as sleutelkonsepte in die bereiking van organisatoriese doelwitte. Die gevolge van Suid-Afrikaanse politieke ontwikkelinge na 1990 op die bestuur van talent oor die algemeen, asook die benutting van ondernemingstelsels (enterprise systems) in die besonder, word aangespreek. Die optimale implementering van talentbestuur as onderafdeling van organisasie-wye strategieë vir kennisbestuur word voorgehou as ‘n moontlike oplossing.

The challenge being experienced by higher education to attract and retain talented academics, particularly black staff, motivated this particular study. The challenge has been experienced by the higher education sector since the democratic dispensation in South Africa in 1994 with minimal published research having been undertaken in this specific field. In addition, it did not appear that there was a tangible solution or strategy by education leaders to respond to the crisis facing higher education. Meanwhile, seasoned academics, particularly white staff, continue to retire taking with them invaluable intellectual capital at a loss to academe. The challenges cited by academics for leaving academe do not augur well for the academic profession as a career of choice particularly for young black potential academics. The present study adopted a mixed methods approach using data collection instruments associated with both the quantitative and qualitative research paradigms. Talent management typically consists of four pillars of intervention viz. attraction, retention, development and deployment. The first part of the doctoral thesis focussed on the analysis of literature and empirical documents found in three of the four talent management pillars, namely attraction, retention and development. Deployment is not practical in the academic sector. The second part of the doctoral thesis focussed on a sample of academics in particular colleges or faculties at three South African universities. In the process following the implementation of the survey and interviews, ideas and themes were identified in the data. The research study presented a recommendation in response to the challenge to attract and retain academics, particularly black staff, with a particular emphasis on the development of black academics at lower levels. This is within the broader context of the academic employer value proposition. The study recommends that to attract and retain talented academics, particularly black staff, education leaders should focus on investing resources into the management of talent inherent in black academics at lower levels. / Public Administration / D. P. A.

A gestão de talentos está entre as principais preocupações dos gestores de Recursos Humanos (RH), contudo ainda existe muita confusão em relação ao tema. Uma das primeiras questões levantadas é como definir quem é talento. Uma vez definido o conceito de talento existe a discussão sobre como fazer a gestão desses talentos e a efetiva implantação dos programas de gestão de talentos. Este trabalho tem por objetivo contribuir com o entendimento das práticas de gestão de talentos nas organizações estudando o conceito de talento utilizado, as práticas em si e as dificuldades de implantação delas. Foram selecionadas para o estudo as empresas que possuem um sistema formal de gestão de talentos. A pesquisa de campo foi feita por meio de um estudo de caso qualitativo com entrevistas em profundidade em empresas com sistema formal de gestão de talentos. Os principais resultados obtidos de acordo com os dados coletados foram que o conceito de talento está centrado na discussão sobre a abrangência e o prazo do programa. Em abrangência se discute o quão inclusivo ou exclusivo deve ser o programa, em prazo a discussão reside no tempo que a empresa espera ter retorno com o seu programa de talento. Uma visão de curto prazo sugere práticas de gestão de talentos que reforcem a aquisição de talentos já prontos, por outro lado uma visão de longo prazo sugere práticas de gestão de talentos que reforcem o desenvolvimento de talentos internos. Os achados sobre as práticas indicaram que elas se concentram nas práticas de planejamento sucessório, formação de pool de talentos e treinamento e desenvolvimento. Na discussão sobre a implantação dos programas os resultados apontaram a importância dos gestores de linha e a influência do contexto para o sucesso da implantação. / The talent management is one of the main concerns of Human Resources (HR) managers, however there is much confusion in this regard. One of the first issues raised is how to define who is talented. Having defined the concept of talent there is the discussion on how to manage these talents and the effective deployment of talent management programs. This paper aims to contribute to the understanding of talent management practices in organizations by studying the concept of talent used, the practice itself and the implementation difficulties. Companies that have a formal system of talent management were selected for the study. The field research was a qualitative case study with in-depth interviews in companies with formal system of talent management. The main results obtained from the data collected were that the talent concept is centered on the discussion of the scope and duration of the program. In the the scope the discussion is how inclusive or exclusive the program should be, in duration the discussion lies in the time that the company expects the return of his talent management program. A short-term view suggests talent management practices that enhance the acquisition of talented professionals already ready, on the other hand, a long-term view suggests talent management practices that enhance the development of internal talent. The findings on the practices indicated that they focus on succession planning practices, creating a pool of talent and training and development. In discussing the implementation of the programs, the results showed the importance of line managers and the influence of the context for successful implementation.

The diploma thesis looks into talent management in context of educational management with the application of professional literature analysis. It describes talent acquisition, human resource development, career management and succession planning and points out the connection between these and other human resource processes and talent management. It specifies the approach of personality psychology, industrial organizational psychology, vocational psychology, positive psychology, social psychology, educational psychology and management to the meaning of the talent. It defines talent management strategy, including a guideline on how to create one. It compares every approach to the talent amongst each other and summarizes the main difference. It presents research results on talent management application within organizations, which brings the attention to a low rate of application of this process and its complete absence within the educational institutions in the Czech Republic. It describes talent management best business practice in the educational sector abroad. It reaches the aim of the thesis, when it proposes a talent management concept in context of educational management and its implementation into educational organizations' practice in the Czech Republic. KEYWORDS career management, educational...