Strategic human resource practices are suggested for its importance to help firms obtain substantive competitive advantage these years. However, workforce differentiation perspectives brought a new paradigm shift of strategic human resource management to have a narrow focus on strategic talent management. While a number of previous studies have suggested the importance of strategic talent management, few have given the clear definition, critical strategic talent management practices and provide empirical evidences. This study developed the strategic talent management practices and examined the influence of strategic talent management system on talents¡¦ capabilities and firm performance. In addition, the mediation effects of talents¡¦ capabilities are also be examined in this study. The data were collected from the 62 medium to large companies across industries in Taiwan. The study results summarize as follows. 1. Firstly, this study identified and developed the five subsystems of strategic job identification, competence training, performance evaluation, development, compensation and benefits with their related practices in strategic talent management system. The preliminary study results provide the reliability and validity evidences to support strategic talent management practices measurement scales as a stable and valid measurement tool. 2. Secondly, this study supported the positive relationship between strategic talent management system and firm performance. The results imply that the intensive use of strategic talent management system leads to positive firm performance. 3. Thirdly, this study supported the positive relationship between strategic talent management system and talents¡¦ capabilities, including behavioral, knowledge, skills and work style capabilities. The results imply that organization can take advantage of investing strategic talent management system to develop the critical talents¡¦ behavioral, knowledge, skills, and work style capabilities. 4. Fourthly, this study partially supported the positive relationship between talents¡¦ capabilities and firm performance. The results imply that talents¡¦ behavioral, knowledge, and work style capabilities have positive influence on firm performance. Organizations should develop talents¡¦ behavioral, knowledge, and work style capabilities to achieve the organizational strategic goals and obtain the competitive advantage. However, the hypothesized relationship between talents¡¦ skill capability and firm performance was not supported in this study. 5. Finally, this study partially supported the mediation effects of talents¡¦ capabilities between the relationship of strategic talent management system and firm performance. The results imply that the mediation effects of talents¡¦ behavioral and knowledge capabilities have significant influence on the relationship of strategic talent management system and firm performance while the mediation effects of talent¡¦s skills and work style capabilities did not meet the significant level in this study. The results still partially supported the mechanism of talents¡¦ capabilities working between strategic talent management system and firm performance. All results implications and suggestions are discussed in detail in the context.

The shift from product-based to knowledge economies has resulted in an excess demand for skilled workers and created a global ‘war’ for talent. In order to retain talents, organizations need to meet their expectations. The new generation to enter the workforce, namely the millennial generation have very explicit demands, for leadership development in particular. These demands create challenges for companies, especially smaller organizations with limited resources. The development of new leadership talents is indeed one of the main impediments to growth today, as current leaders are retiring at accelerating rates. This qualitative study explores how medium-sized organizations (MSOs) in Sweden employ talent management as a succession-planning tool to retain Millennial talents, using an abduc- tive research approach. Through eleven semi-structured interview, the authors have gained an in-depth understanding of how managers in MSOs reason about succession planning and talent management as a mean to retain millennial talents. The authors expand the understanding of academic literature of how medium-sized compa- nies approach succession planning by developing their internal leadership talents. Four nu- ances of succession planning are presented and in addition to existing literature, the authors have identified a dilemma to talent development in MSOs, denoted ‘The Paradox’. This study finally provides starting points for further research as well as practical recommen- dations for medium-sized company managers.

Uppsatsen grundar sig i en tanke om en koppling mellan begreppen Talent management och lojalitet. Orsaken till att just dessa begrepp ska studeras är utifrån en praktik på H & M där båda begreppen anses aktuella i organisationen och spännande i ett studiesammanhang inom arbetsvetenskapen. Syftet är att studera de anställdas attityd till begreppen och vilken betydelse det har beträffande de ansä̈lldas lojalitet, hur den förhåller sig och uttrycks i en organisation som arbetar med en Talent management strategi. För att besvara syftet med undersökningen ligger dessa frågeställningar till grund; Vilka synsätt på lojalitet finns bland de anställda? Uttrycker de anställda en lojalitet i arbetet och i sådana fall, hur är den riktad? Har en Talent management strategi en inverkan på hur lojaliteten riktar sig och om så är fallet, på vilket sätt? H & M är ett värdestyrt företag där en av värderingarna är ”vi tror på människan”, som visar sig i mycket internrekrytering och karriärmöjligheter inom organisationen. Statistik visar att H & M är en utav Sveriges populäraste arbetsplatser och en organisation som lyckas attrahera och behålla sina anställda, vilket kan tyda på att begreppet Talent management är aktuellt i en kombination av lojala arbetstagare. Undersökningen utgår från tidigare forskning om lojalitet i arbetslivet samt i litteratur som beskriver fenomenet Talent management som relateras till anställdas attityder inför begreppen i en organisation som H & M. Studien är en kvalitativ studie där nio intervjuer genomförts med kvinnliga anställda på H & M i åldrarna 20-45 år och som besitter olika positioner i organisationen. I analys- och resultatet sammanförs en strukturerad version där frågeställningarna återges i huvudrubriker som följs av kategoriseringar. Empirin gestaltas genom intervjuresultat och citat som analyseras utifrån teorikapitlet med en Grounded theory inspirerad metod samt komparativ- och idealtypscentrerad analys. Undersökningen visar att det finns olika karaktärer av lojala anställda på H & M där lojaliteten riktas åt olika håll beroende på hur en Talent management strategi behandlas. Lojaliteten riktas antingen mot kollegorna eller organisationen beroende på hur organisationen skapar förtroende till sina anställda. Där förtroendet brister gentemot ledningen riktas lojaliteten istället mot sina kollegor.

Globalization and demographic changes are posing new challenges for firms that compete for superior human capital resources, and this ‘war for talent’ is especially fierce among MNCs whose main asset is knowledge, like the consultancy industry. As the demand for future leaders increases, it is essential for such firms to ensure an efficient flow of diverse talent through the whole organization. Previous research has mainly treated diversity management and talent management separately, despite the fact that the two concepts are interrelated. This thesis aims to close this gap by exploring how global consultancies incorporate diversity into their talent management practices. By combining in-depth interviews and secondary data from three case companies, conclusions were drawn regarding the views and outcomes of diversity and through which practices the concept was integrated with the management of talents. Some interesting findings were that the main diversity focus was concentrated on gender issues and that global talent management was not highly prioritized in the participating case firms. With regards to talent management, the most highlighted strategy for achieving diversity was by focusing on attracting employees from different diverse groups.

Orientation – Talent mindset (TM) and organisational commitment (OC) are two separate constructs and it appears that a positive relationship exists between these two constructs. Research Purpose – The study aims to determine the relationship between the talent mindset and organisational commitment of academic heads of departments. Motivation for the Study – There is a vast problem in the higher education sector with regards to retaining academic staff members. In order for higher education institutions to attract and more specifically retain academic talent, one needs to implement a sound talent management model. Before such a model can be implemented with success, the organisation first needs to have a positive talent mindset. The relationship between talent mindset and organisational commitment may provide a means to develop appropriate interventions or strategies in order to enhance the talent mindset by focusing on improving the organisational commitment and vice versa. Research Design, Approach and Method – Two instruments, namely the Talent Mindset Index (TMI) and Organisational Commitment Questionnaire (OCQ), were administered to a sample of 116 heads of departments at a leading university in South Africa, 53 completed questionnaires were obtained. The responses were analysed using correlation analysis and quantitative techniques. Main Findings – Results confirm that the presence of OC is associated with a positive TM Practical / Managerial Implications – The study provides evidence that there is a correlation between OC and the TM of academic heads of departments. Thus, if management utilises existing techniques to increase OC, this should lead to the enhancement of the head of departments’ TM. The enhanced TM would equip them to implement a talent management model to attract and retain academic staff. Contribution / Value Add – By enhancing the TM of the heads of departments through utilising existing techniques to increase OC, management should be in a stronger position to implement a talent management model effectively. / Dissertation (MA)--University of Pretoria, 2014. / lk2014 / Human Resource Management / MA / Unrestricted

The Master thesis Global talent management in Schindler Company aims to map the concept of the career programme in Schindler Company SCDP (Schindler Career Development Programme) and to assess the feedback of programme participants based on the survey among participants. The thesis is divided into three parts. The first part of the thesis consists of theoretical knowledge on talent management and work with talents. Basic and key terms that are crucial for deeper introduction to the topic are defined in this part as well. The second part already has a practical character and it is dedicated to the program. Its particular phases, objectives and specifics are defined. The research part is based on the survey completed by participants of the programme. The programme is assessed based on the evaluation of the survey and recommendations for its improvement are proposed. The benefit of this thesis is the provision of survey results and recommendations for programme improvements, which can help Schindler with better understanding on their talents´ attitude.

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.

The thesis focuses on a knowledge management with the support of a talent management in an international bank and an insurance company. It analyses a talented person, their characteristics and the progress possibilities by a development program created according to an educational plan and a following evaluation. It looks for a connection between the talented person and the knowledge management, which supports their education by assigning the right meaning to the selected information in order to make it easier to share knowledge, create educational materials or offer internal courses with various trends.

This thesis deals with talent management with the topic of education of sport talented students. The introductory part defines basic terms, such as talent, natural ability, talent management and education of talented students subjected to regulation No.27/2016 (legal code) about education of students with special educational requirements and talented students. Subchapters of the theoretical part deal with specification and conditions of sport talented students' education, their support and search for. An integral part is also a subchapter defining sport psychology and its application when eliminating the dilemma of a double career. The introductory part is an initial part for the practical part, which based on the quantitate survey, describes the support and compares the possibilities of education of sport talented pupils and students at primary as well as secondary schools in the Czech Republic.

Bakgrund: Organisationers konkurrens om duktiga medarbetare har aldrig varit hårdare och med rätt arbetstagare på rätt plats kan organisationen skapa konkurrensfördelar. För att anses attraktiva måste organisationer kunna möta arbetstagares krav och erbjuda mer än bara en arbetsplats att gå till. Det pågår ett “krig” om talanger och när organisationer lyckats attrahera en talang måste de också se till att behålla den. Det finns dock en risk med att organisationen glömmer de medarbetare som inte är definierade som talang. Organisationen måste därför hitta ett hållbart sätt att attrahera, utveckla och behålla alla de rätta medarbetarna.   Syfte: Syftet med studien är att skapa förståelse för hur de valda organisationerna arbetar med Talent Management samt hur arbetet upplevs av medarbetarna. Genom detta vill vi bidra till ökad förståelse för hur medarbetarnas uppfattning av Talent Management påverkar deras inställning till arbetet.   Metod: Vi har genomfört en flerfallsstudie där två organisationer som arbetar med Talent Management har undersökts. Genom en kvalitativ forskningsmetod har vi samlat in data i form av semistrukturerade intervjuer. I intervjuerna deltog både medarbetare och de ansvariga för organisationernas arbete med Talent Management.   Slutsats: Talent Management hänger ihop med organisationens kultur och när det är väl integrerat i kulturen uppstår ett Talent Mindset. Det är organisationens Talent Mindset som ligger till grund för hur de arbetar med Talent Management. För ett framgångsrikt arbete med Talent Management måste organisationen erbjuda utvecklingsmöjligheter till alla medarbetare, inte bara till identifierade talanger. Utvecklingsmöjligheter bidrar till motivation och en positiv inställning till arbetet vilket gör att organisationer lättare behåller de rätta medarbetarna. Om organisationer arbetar med samtliga medarbetares utvecklingsmöjligheter kan de dock gynnas av att kalla strategin för något annat än Talent Management i syfte att inte kommunicera ett felaktigt fokus på talang. / Background: The competition among good employees is tougher than ever. The right people in the right place of an organization will provide the company with a competitive advantage. There is an ongoing war for talented employees, and organizations must know how to meet employee needs. When a company is able to attract a talent they also need to know how to retain it. However, there is a risk that organizations overlook the employees that have not been identified as talents. Therefore, organizations need to make sure that they have a sustainable approach to attract, develop and retain, not only talents, but all the right people.   Purpose: The purpose of this study is to investigate how the selected organizations work with Talent Management and the employee reactions to it. We aim to increase the understanding of how the employees’ reactions to Talent Management can affect their attitudes towards work.   Method: We did a case study where two organizations that work with Talent Management were investigated. We used an abductive research approach and a qualitative research method. Data was collected through semi-structured interviews. Bother the manager of the Talent Management process and the employees participated in the interviews.   Conclusion: Talent Management is related to organizational culture. Therefore, it is important to align Talent Management into the culture in order to create a Talent Mindset. The Talent Mindset is the basis for how the organization works with Talent Management. To work with Talent Management successfully, the organization needs to develop all employees. When the employees experience opportunities to develop in the organization they also feel motivated. Motivation contributes to positive attitudes and that will make it easier for organizations to retain the right people. If the organization works for all employees opportunity to develop within the organization they could benefit from calling the strategy for anything other than Talent Management, in order to not communicate a wrong focus on talent.