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.

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.

This thesis deals with the theme of actor´s talent and outlines the possibilities for its cultivation, which is perceived by author as the key basis for artistic progress and professional growth. The theme of talent is first subdued to theoretical analysis through defining coherent terms and their interaction. The core of the thesis is survey the theme with eyes of young actor, the theme of talent is shown on the specific examples in connection in the acting profession and its specifics. Ways leading to the identification and cultivation of talent are described with help of specific examples from the career of the author, starting with first stage experience via his studies at the Academy of Performing Arts up to professional practice experience. The further target of the thesis is to concentrate on the assessment and evaluation of actor´s talent while attempting even a significant self-reflection.

The review of talent acquisition tools and techniques used in South Africa is not widely available in literature. To implement and utilise appropriate tools and techniques to foster talent acquisition and maintain competitive advantage in this regard, organisations need to keep their finger on the pulse. Therefore, the subsequent research aimed to provide greater insight. The purpose of the dissertation was to review current literature on global trends of talent acquisition tools and techniques, thereafter provide insight on the trending tools and techniques used in the South African context. Along with the reported trends, their impacts and best practice were reviewed. Due to the dire need for South African context-based research on talent acquisition tools and techniques used, this study reports on empirical results as informed by some of South Africa’s largest insurers. The empirical results were obtained by using a qualitative research method with an interpretative approach. Qualitative surveys in the form of semi-structured interviews were used as the data collection tool to extract the relevant information from the three participating organisations. Thematic analysis was used to thoroughly analyse and structure the raw data. The main findings reflected that each organisation makes use of talent acquisition mechanisms as they see fit with a steady incline in the use of digital and online tools and techniques. The impacts and best practices and policies applied are further discussed although the consensus leans towards reasonable accommodation and emphasis on diversity and inclusion. The dissertation contributed to talent acquisition practices as the empirical findings reflected practices which are relatable and representative of similar organisations’ current way of work. More so, the literature reviewed is current and informative. / Dissertation (MCom)--University of Pretoria, 2019. / Human Resource Management / MCom / Unrestricted

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.

This thesis critically examines and assesses how Talent Identification and Development (TID) programmes for tennis are organised and implemented in four European countries. The thesis is based upon a multi-disciplinary and comparative research design, using both quantitative and qualitative research strategies, and the research methods of literature surveys, documentary research and semi-structured interviews, supplemented by a self-completion questionnaire. The study directly compares the views of key actors (players, coaches, administrators and parents) involved in TID practice in tennis in two of the countries: the Czech Republic and Germany. Two additional European countries, the United Kingdom (but focussing on England) and France, also form part of the research for comparative purposes. Following an original analysis of published and unpublished national and international literature, websites, documents and data in each of these countries, interviews were conducted in English and German with 39 key informants from the Czech Republic and Germany. The results indicated gaps between the theory and practice of TID and that tennis in the countries examined is likely to remain and become an even more socially exclusive sport within the next few years. Talent Development will be funded either by the public sport system, by private initiative, or both, but talent identification and development in tennis will remain limited to children from families with above average financial backgrounds.

Background Exploring the Talent Management literature to understand the importance of Talent Management to strategy and the role the view on talent plays in consideration to Talent Management. Purpose The purpose of this thesis is to increase the empirical research on Talent Management to enable a creation of a conceptual framework. Methodology A multiple case study approach was taken, as 11 companies from diverse industries, sizes, backgrounds etc. was studied in order to gain a broader picture on the research topic. Furthermore, qualitative data collection method was used and main source of empirical data was interviews conducted with HR professionals of each case company. Findings The empirical findings indicated there to be a relationship between the strategy and the view on talent. There was further an indication that this relationship has an effect on the focus of the Talent Management activities.

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.

The master's thesis deals with alternative and non-traditional methods of violin playing especially for young children. The master's thesis describes the philosophy, history and use of these methods. Shinichi's Suzuki Talent Education Method, Szilvay Colourstring Brothers Method, Violin.nu - Swedish Method. It contains questionnaire for teachers, pupils and parents, and its final evaluation.

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.