Då konkurrensen mellan företag har blivit hårdare och att behålla de talangfulla medarbetarna blivit viktigare har Talent Management fått större utrymme i dagens forskning och fler företag har börjat använda sig av det. Talent Management handlar om att attrahera och ta vara på talanger i företag och att ha rätt person på rätt plats vid rätt tidpunkt. För att få bättre förståelse för hur företag arbetar med Talent Management och om det är något som är positivt för företag, har vi valt att göra en kvalitativ studie med semistrukturerade intervjuer på ett fallföretag inom banksektorn. Vi har utgått från ett företagsledningsperspektiv och har därför valt att intervjua respondenter på ledande positioner. Sex personer har intervjuats och vi har sedan analyserat resultatet med hjälp av olika teorier inom ämnet Talent Management. Syftet har varit att undersöka om Talent Management kan leda till konkurrensfördelar för företaget. Det som framkommit under empirin är att respondenterna är positiva till arbetet med Talent Management och kan se många fördelar till följd av detta. Exempelvis upplever de att företaget får ett bredare underlag för att hitta potentiella kandidater samt att medarbetarna får större chans att utvecklas inom organisationen. De slutsatser vi har dragit utifrån studien är att för att lyckas med Talent Management måste företaget ha god möjlighet till intern rörlighet och därför kan det vara fördelaktigt om det är ett större företag då de ofta har bättre möjligheter till detta. Vidare har vi sett att motivation, produktivitet och minskad personalomsättning är faktorer som hänger samman och som bidrar till att skapa nytta för företaget. Vi har också kunnat se att ett lyckat arbete med Talent Management leder till ett starkt arbetsgivarvarumärke vilket är en varaktig konkurrensfördel för företaget. Talent Managementarbetet bidrar även till att företaget blir en flexibel organisation, vilket vi ser som ytterligare en konkurrensfördel. Ett av de eventuella hot som vi identifierat i samband med studien är att det kan finnas en risk att medarbetarna inte har möjlighet att använda sig av den kunskap de fått av all utbildning. Därför bör det finnas en tydlig koppling till vad de kommer att arbeta med, så att de ser dessa möjligheter, annars finns det risk att de kommer söka sig till andra företag där de har större användning av den kunskap de besitter. De rekommendationer vi vill ge till vårt fallföretag är att de måste fortsätta att arbeta med Talent Management och få det att bli en självgående process. Vi ser även att de måste få in Talent Managementarbetet i hela organisationen, inte bara bland de som är närmast inblandade. Arbetsgivarvarumärket samt alla utvecklingsmöjligheter för medarbetarna är något de lyckats bra med på företaget och ser det som mycket viktigt att de hela tiden fortsättar att jobba för att förbättra dessa områden ytterligare. / As the competition between companies and retain the talented employees has become tougher, Talent Management has become something that gets more attention in today’s research and more companies have started to use it. Talent Management is about how to attract and utilize talent in the company and have the right person at the right place at the right time. To get a better understanding of how the companies works with Talent Management and if it creates positive outcomes for the companies, we have done a qualitative study using semi-structured interviews in a case company in the banking sector. We have used a business management perspective, and therefore interviewed respondents in senior positions. We have interviewed six people, and then we analyzed the results using different theories on the subject Talent Management. The aim was to investigate if Talent Management can lead to competitive advantages for the company. What emerged from the empirical data is that respondents are very positive to work with Talent Management and they see many benefits of using it. For example, they feel that it gains a wider basis to find potential candidates and employees to have a greater chance to develop within organization. The conclusions we have drawn from this study is that to succeed with Talent Management, the company needs good opportunities for internal mobility and therefore it could be advantageous with a large company, where they often have better opportunities. Furthermore, we have seen that motivation, productivity and reduced employee turnover are all factors that are interrelated and contribute to creating benefits for the company. We have also seen that the work of Talent Management is successful when it leads to a strong Employer Branding and this is something that becomes a sustainable competitive advantage for the company. Talent Management- work also helps to make the company a flexible organization, which we see as another competitive advantage. The potential threat that we have identified in this study is that there may be a risk that employees are unable to use the knowledge they have been given from all the education. There must be a clear connection to what they will be working with, so they see these opportunities, otherwise they will move to another company where they have greater use of that knowledge. The advice we give to our case company is that they must continue to work with Talent Management and make it become a self-sustaining process. We also see that they have to get the Talent Management- work into the whole organization, not just among those who are directly involved. Their Employer Branding and all the development opportunities for the employees is something they have succeeded well with at the company and we see it as essential that they keep working to improve these areas further.

No description available.

Job referral business began in Europe in the 15th century. The purpose is to help the unemployed minority, or to fulfill certain market demand for human resources. In the early 19th century, the economy recovery in America supported the prosperity of job referral business. At this time job referral mainly served as a medium for referring jobs ¡V ie: finding jobs for work seekers. In the early 1970's, there were two changes in job referral business. One is the payers shifted from job applicants to head recruiters. Its operation style also changed from a job referral agency to two new forms: one is retainer head hunting service, with down payment, and the other is contingency service. Therefore, this paper intends to study the following questions: 1.With different types of head hunting operations and service charge standards, what are the different jobs and talents development strategies? 2. With different types of head hunting operations and service charge standards, what are the different interview and selection processes? 3. After an applicant reports to the job, what's the after-service role of a head hunter? 4. What is the operational difference between local head hunters and the foreign ones? Although the study only interviewed four companies, these companies are carefully selected to represent a complete scope of the market. The conclusion of our study is as follows: 1. Foreign invested head hunters are easier to get retainer contracts. 2. Local head hunters mostly rely on the company owners to develop job market. Foreign invested companies leverage the operational system to do the same job. 3. High-level head hunters use telephone calls to source head list. 4. High-level head hunters evaluate talents mostly based on credit check and structured interview. 5. High-level head hunters have to pay for their service warranty. Finally, this paper practically provides three suggestions for effectively running a head hunting business: 1.The establishment of a standard operation system. 2. The emphasis of internal employee training and development. 3. The establishment of company ethics and professional behavior guidelines.

Denna studie har som syfte att se hur medarbetare på ”golvet” i en stor organisation upplever att deras kompetens och talang tas tillvara på. Avsikten är dessutom att jämföra hur denna hantering av kompetens och talang skiljer sig i två likadana verksamheter på olika platser i Sverige. För att undersöka detta har enkäter delats ut, där medarbetare ombads skatta hur de anser att organisationen tar tillvara på deras kompetens och talang. De ombads även skatta den egna kompetensen och talangen samt besvara en rad bakgrundsfrågor som senare låg till grund för analysen. Enkätens innehåll bygger på en teoretisk referensram där en samlad bild av kompetens och Talent management ligger till grund för utformandet. Teorin om Talent management menar att det finns två sätt att arbeta, att se varje medarbetare som en talang, eller endast ett fåtal. I denna undersökning menar den undersökta organisationen att varje medarbetare ses som en talang. Resultatet visar att det finns ett fåtal faktorer som har inverkan på hur kompetens och talang tas tillvara i det undersökta företaget. Ju mer kompetens de svarande anser att de besitter, samt hur god kännedom organisationen har om kompetensen och talangen hos medarbetarna, desto bättre är organisationen på att tillvarata denna. Dessutom visar resultatet att om medarbetarna har för avsikt att utvecklas inom organisationen, upplever de att organisationen är bättre på att tillvarata kompetens och talang. / The purpose of this study is to examine how co-workers on the “ground-level” of a big organization experience that their competence and talent is used. The purpose is also to compare how the use of competence and talent differs in two similar units within the same organization in two different parts of Sweden. To examine this, surveys was handed out to the co-workers, and they were asked to estimate how they think that the organization make use of their competence and talent. They were also asked to estimate their own competence and talent, along with answering some background questions which later on was used as foundation for the analysis. The survey was conducted from a theoretical viewpoint, where theory on competence and Talent management were the base for the survey. The theory of Talent management suggests that there are two ways of using the term; either every co-worker is seen as a talent, or only a few. The organization in this study sees every employee as a talent. The results show that there are some factors that effects who is seen as a talent. The more competence the answerer has, and how good knowledge the organization has of the competence and talent, the better they make use of it. The results also show that if the co-workers want to develop within the organization, the better their competence and talent is used.

Talent management practice within an organisation is an international human resources strategy that seeks to identify, develop, deploy and retain talented and high potential employees. Although talent management practices may be applied in South African companies, they can only contribute optimally to business performance if both top management and employees are aligned on its objectives and implementation in the organisation. However companies are often unaware of the extent of misalignment between the perception of employees and top management. Using a combination of quantitative and qualitative approaches, this study examined the perceptions of Talent Management Practices of 42 employees and seven top managers in a major South African mining company with reference to international best practice. The study then compared the perceptions of employees and top management on six themes of talent management practices. The empirical results revealed that the perceptions of the employees were misaligned with international best practice, particularly on the themes of implementation and the instruments used to identify high potential employees. Furthermore, there was misalignment between the perceptions of employees and top managers, particularly on the themes of transparency, competency models and communication. Company talent strategy focussed more resources on perfecting the Talent Management Practices on the Executive Talent Pool rather than throughout the organisation. Furthermore, top managers were more focussed on the implementation of the strategy itself rather than on measuring its impact on business performance. / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted

DOCTORATE IN BUSINESS ADMINISTRATION / 甲第577号 / 261 p. / Hitotsubashi University(一橋大学)

Three individuals prepare themselves to perform unique talents on a live stage, proving to themselves and others that they are far more capable than they imagined.

This study seeks to discuss issues and practices as found among three musicians, their classrooms, rehearsals and performances in a music school in Asker, Norway. The issues explored are more generally "Western" than specifically Norwegian. The main topic centers on emotional dimensions in musical contexts where people actively play musical instruments and/or sing. "Working" musical contexts are marked by participants who approximate each others' developmental levels and skills, physically, cognitively and emotionally. They are characterized by people who are able and willing to tap into musical as well as human inner resources and share those with students, other musicians and audiences. Musical joy is a Norwegian expression that I borrow to describe the essential element in "working" musical contexts. The nature of these emotional nuances are explored as physical movement, tension between unfocused and focused sound, and expanded consciousness. Musical phenomena observed in Norwegian contexts are discussed in terms of cognitive categorization processes that tend to confirm the social construction of musical genres, institutions, instruments and musicians. Cognitive processes as well as emotional dimensions such as musical joy and talent may be parts of innate capacities that are then constructed in social interactions throughout life. Observations at the Norwegian music school confirm that traditional conservatory practices combined with ensemble experiences are effective in enhancing instrumental and vocal skills. These practices are costly and difficult to implement as part of a "music for all" philosophy in Western societies where art music is peripheral to everyday practice. I suggest that value in music be expanded to include different musical genres and levels of aesthetics. A redefinition of music to include practices other than sound may also be useful in terms of a philosophy of "music for everyone." Neither expanded value nor a redefinition of music will prove particularly effective in terms of making music central to the public school curriculum in Norway or the U.S. Music education as aesthetic education from a process or a product perspective will remain peripheral as long as there is an imbalance in the value society ascribes to intellect and emotions. / Ph. D.

An important trend in HRM is the focus on talent management programs which is becoming a competitive advantage for companies operating in today's globalized world. The thesis introduces the processes and specific instruments of the talent management programs. The main purpose of this thesis was to create a model of talent management and, based on further analysis, test it in practice. The talent management model is derived from the theoretical knowledge and best practices of companies which have implemented talent management systems within the last years. The model introduces talent management as an ongoing process of planning for, attracting, selecting, developing, managing, and evaluating talented employees. The thesis is divided into two main parts: the first covers the definition of the terms, conception, and methodology of talent management; the second (empirical-methodological) is devoted to the main purpose -- talent model creation and testing through qualitative research.

O judô brasileiro é uma modalidade que possui tradição olímpica. Entretanto, sobre o processo de formação de judocas brasileiros, não se conhece os fatores contribuem para o desenvolvimento do talento na modalidade. O objetivo do presente estudo foi analisar o desenvolvimento de judocas olímpicos brasileiros e a relação entre o desenvolvimento de judocas olímpicos brasileiros e os modelos de desenvolvimento de talento descritos na literatura. Para tanto, se utilizou uma amostra de seis judocas, pertencentes a seleção brasileira olímpica nos Jogos Olímpicos de Atenas, 2004. A pesquisa foi constituída através de um delineamento qualitativo, que utilizou como instrumento uma entrevista composta por 12 perguntas abertas, elaboradas para explorar o contexto de desenvolvimento do talento no judô. Para a análise dos resultados foi utilizado o ?Discurso do Sujeito Coletivo?. Os discursos indicaram que a trajetória de desenvolvimento dos judocas não se aproximou dos modelos de desenvolvimento de talento descritos na literatura, sobretudo devido a ausência de programas nacionais de desenvolvimento esportivo. Contudo, no que tange os aspectos relacionados ao apoio da família, ao prazer pela prática e a determinação dos judocas, o presente estudo corrobora com a literatura, revelando a importância que os fatores psicossociais exerceram no desenvolvimento do judoca brasileiro talentoso. / The Brazilian Judo is a sport modality that has an Olympic tradition. However, about Brazilian judokas development process, it is unknown the facts that contribute for the talent development in this modality. The main purpose of the present study was to analyze the Brazilian Olympic Judokas development process and the relation between Brazilian Olympic Judokas and the patterns of talent reported in the literature. In order to do the research, it was used a sample of six judokas from the Brazilian Olympic Team of Atenas, 2004. The study was built through a qualitative inquiry, that used as instrument a interview composed by twelve open questions, elaborated to explore the context of the judo talent development. In order to analyze the results acquired, it was used the ?Discurso do Sujeito Coletivo?. The speeches showed that the judokas development trajectory didn\'t reach the development models described in the literature, especially because of the lack of national sport development programs. Although, concerning the aspects related to family support, the pleasure of practice and the judokas determination, the present study corroborates with the literature, revealing the importance that psychosocial facts exerted in the development of Brazilian talented judokas.