<p>Talent management has been a heating-up topic in recent years. It has a positive effect on the ability to create a compelling, productive, and valued enterprise for all stakeholders — employees, customers, business partners and investors. Moreover, talent management facilitated talent flexibility and enables the rapid growth of the business, ensuring rapid alignment with the requirements established by business leaders as the company evolved. Meanwhile, the importance for a company to attract and retain a high-quality workforce is moving into the boardroom agenda, more and more attention is pain on this acute topic.</p><p>In this thesis, we are doing the research on how to build up a talent factory within the company – how to recruit the most outstanding people to meet the business needs, how to maximize the potential of employees, how to put the right people in the right position and finally how to keep the best people in the company. In order to achieve it, we conducted our research from different methodologies (literatures, case studies, interviews) to find the answer our research question: is talent management a science or an art in order to build up a talent factory? At the end, we came out of our own understanding about the talent management and the accommodations of building up a talent factory.</p>

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This master’s thesis is focused on Talent management. First part is devoted to theoretical knowledge which includes description of basic terms like „talent”, „Talent management” or „motivation”. The practical part which uses these findings is processed in collaboration with a selected company interested in talent management implementation.

OF DIPLOMA THESIS Analysis of talent management in the company Karma s.r.o. The diploma thesis deals with the topic "Analysis of talent management in a selected organization", while the research took place in the company Karma, s.r.o. The aim of the work is to identify talent management in this company with the determination of recommended steps to improve the current situation, respectively. elimination of deficiencies. Due to the fact that this company providing communication and information services focuses on IT specialists, the connection of talent management in this company is crucial, among other things, in connection with the current state of the labor market and the current shortage of IT specialists. The research questions of this thesis are the following: How does talent management work in Karma? What recommendations can be given to Karma to improve the functioning of talent management? The research took place both in the form of a questionnaire survey and in the form of interviews. Ten respondents from the Human Resources Management Department took part in the questionnaire survey, and eleven respondents across the company were interviewed. The research was conducted through interviews mainly by middle management and project managers focusing on IT projects with longer experience...

I dagens kunskapsekonomi är medarbetarnas kompetenser och kunskaper viktiga konkurrensfaktorer för kunskapsföretagen. I och med detta har konkurrensen om medarbetarna ökat och det ligger i företagens intresse att behålla sina medarbetare. I detta sammanhang har begreppet Talent Management fått en viktig betydelse. Många tidigare Talent Management-studier har utgått från ett ledningsperspektiv, denna studie utgår dock både från ett lednings-och medarbetarperspektiv. Syftet med studien har varit att undersöka de Talent Management- strategier som ett stort teknik- och konsultföretag använder sig av för att behålla och utveckla sina medarbetare. Vi har vidare syftat till att undersöka huruvida dessa strategier tillgodoser de faktorer som medarbetarna finner motiverande i valet att arbeta kvar på företaget. För att besvara syftet och våra forskningsfrågor har vi genomfört sju kvalitativa intervjuer med medarbetare från olika divisioner på ett teknik- och konsultföretag i Sverige. I vår analys av den insamlade empirin kopplar vi sedan vårt resultat till de aktuella strategierna som behandlas i vår teoretiska referensram. I det resultat vi fått framkommer att företaget bland annat använder sig av strategier som sociala aktiviteter, förmånsprogram, medarbetarsamtal samt utbildningar för att behålla och utveckla sina medarbetare. Vårt resultat visar även att de faktorer som motiverar medarbetarna att arbeta kvar på företaget är: meningsfullt arbete, utvecklingsmöjligheter och sociala faktorer. / In today’s knowledge based economy, the employees’ competencies and knowledge are important competitive factors for knowledge based companies. Due to this, the competition between employers for employees has increased, and it lies in the companies interest to keep key employees. In this context, the notion of Talent Management has become increasingly important. Many previous Talent Management studies have had a management perspective. This study is based on both a management perspective as well as an employee perspective. The purpose of the study has been to examine the Talent Management strategies that a large technology and consultancy company uses in order to keep and develop its employees. Furthermore, we have aimed to examine whether these strategies satisfy the factors that the employees deem motivational in their choice to remain within the company. In order to achieve the purpose and our research questions, we have performed seven qualitative interviews with employees from different divisions at a technology and consultancy company in Sweden. In our analysis of the gathered information, we relate our results to relevant strategies in our theoretical frame of reference. Our findings indicate that the company uses strategies such as social activities, benefit programs, performance reviews and education to keep and develop its employees. Our findings also indicate that the factors that motivate the employees to stay within the company are: meaningful work, development opportunities and social factors.

<p>This study examined the relationship of talent management practices to employee job-related outcomes in the Indian manufacturing setting. Talent management practices included talent acquisition, talent development, talent engagement, and talent retention. Employee job-related outcomes of this study included intent to stay, job engagement, affective commitment, job satisfaction, and employee competency. This study used the social exchange theory and resource based view as the theoretical underpinning for the proposed TM model. The role of organizational culture as a moderator was also examined in the study.</p> <p>The sample of the study consisted of 992 full time employees working in one of largest textiles and paper manufacturing organization of India with facilities located in two Indian states. Data is collected online through a questionnaire composed of several existing survey instruments. Response rate for the survey was high (62.98 percent). The primary method of data analysis was structural equation modeling.</p> <p>Overall, the findings of the analysis showed a number of significant relationships among talent management practices and employee job-related outcomes. There were strong positive relationships between talent acquisition and affective commitment, talent engagement and job satisfaction, talent engagement and affective commitment, and talent retention and employee competency. The findings showed that organizational culture is significantly related to talent management and employee job-related outcomes. However, the organizational culture does moderate the relationship of talent management and employee job-related outcomes. The overall relationship between talent management and employee job-related outcome was found significant and positive.</p> <p>The findings of this study identified a number of implications for the Indian manufacturing organizations. The study also provides a framework of talent management practices for future research.</p>

Companies in the North of Sweden are expressing big difficulties to acquire the right competency and the right people to fill voids in their organization. The purpose of this research paper was to gain an understanding of how companies in the north work with selected contributing factors, affecting their ability to attract talent. Starting off we gained perspective on how companies define talent and which talent management approach they implement. From there we learned to which extent they prioritize people fitting into the company’s identity/values and work with communicating with talents by displaying themselves as an attractive employer. Our attempt was to uncover any underlying behavior or beliefs within this region contributing to why this region, in particular, is experiencing difficulties in attracting talent. To reach these understandings, we conducted a case study holding six in-depth interviews with different companies in various locations within the region “Norrland”. By using the thematic analysis method, we concluded that businesses have attitudes regarding the nature of talent and how it should be managed which limits their view of who is considered as a competent potential employee. Moreover, we found that the majority of businesses operating the north to a relatively high extent prioritize their relationship with their employees. However, they do not work to a high extent with the creation of a strong employer brand, possibly contributing to the situation as it is perceived in the north.

Bakgrund: I dagens kunskapsbaserade ekonomi är de mänskliga resurserna en viktig tillgång för att öka konkurrensfördelarna och för att få ett försprång på marknaden. Talent Management är ett koncept som handlar om att attrahera, utveckla och behålla talanger, och som anses vara konceptet som underlättar arbetet med vad som efterfrågas på marknaden. Tidigare forskning visar på att tvetydigheten kring begreppet talang gör det svårt för företag av avgöra vad som ska hanteras samt att det inte finns ett bästa sätt att utforma Talent Management arbetet. Tillverkningsindustrin utgör en viktig del av svensk ekonomi och undergår en teknisk utveckling, vilken gör att arbetet med talanger är extra viktigt. Syfte: Syftet med studien är att undersöka hur företag inom tillverkningsindustrin arbetar med Talent Management samt öka förståelsen för vad som format företagens arbetssätt. Metod: Med en deduktiv ansats har tidigare teorier analyserats mot studiens insamlade empiriska material. Bolander m.fl. (2017) fyra förhållningssätt till Talent Management har använts för att kartlägga hur företagen arbetar med konceptet. Strategilitteratur samt nyinstitutionell teori har använts för att få en djupare förståelse kring vad som format företagens arbetssätt. En fallstudie genomfördes i tillverkningsindustrin, och för att besvara studiens syfte har kvalitativa intervjuer med åtta respondenter inom tre olika tillverkningsindustrier genomförts. Resultat: Studiens resultat visar att tillverkningsindustrin huvudsakligen arbetar utefter ett humanistiskt förhållningssätt, där utveckling är nyckelpraxis. Talang anses vara utvecklingsbar vilket korrelerar med förhållningssättet. Det visar också tendenser av de exkluderande förhållningssätten då alla indivder inte får ta del av talangprogammen. Medarbetarna ges även en viss autonomitet för sin egen utveckling, vilket visar drag av det entreprenöriella förhållningsssättet. Resultatet visar följdakligen att samtliga studerade företag vill vara attraktiva arbetsgivare, men erbjuder samtidigt liknande möjligheter, vilket gör att de inte är särskilt strategiska i hanteringen av talanger. De använder således inte Talent Management arbetet inom affärsstrategin. / Background: In today's knowledge-based economy, the human capital is an important asset to increase an organisation’s competitive advantage and to gain an edge in the market. Talent Management is a concept about attracting, developing and retaining talents, and is considered to be the concept that facilitates the work on what is demanded in the market. Previous research shows that the ambiguity surrounding the concept of talent, makes it difficult for companies to decide what to handle, and that there is no ‘best practice’ to design the work. The manufacturing industry is an important part of the Swedish economy and is currently undergoing a technological development, which makes work with talented people even more important. Purpose: The purpose of this paper is to examine how companies in the manufacturing industry work with Talent Management, and to develop a deeper understanding of what have shaped the organisations’ working methods. Methodology: With a deductive approach, previous theories have been analysed with the study’s collected empirical data. Bolander et al. (2017) four types of Talent Management have been used to map how organisations’ work with the concept. Strategy literature as well as neoinstitutional theory have been used to gain a deeper understanding of what have shaped the way the organisations work. A case study in the manufacturing industry was conducted, and to answer the purpose of this paper, qualitative interviews were conducted with eight organisational representatives in three different organisations. Findings: The study’s results show that the manufacturing industry works according to a humanistic type, where development is a key practice. Talent is considered to be acquired, which correlates with the humanistic type. The results also shows tendencies of the exclusive types, where not all individuals may participate in the different talent programs. Employees are also given some autonomy for their development, which shows features of the entrepreneurial type. The result further shows that all studied organisations want to be attractive employers, but at the same time they offer similar opportunities, which implies that they are not very strategic in managing talent. Thus, the Talent Management work do not cooperate within the business strategy.

This thesis deals with talent management. Its aim is to identify the best practices in talent management based on secondary and primary research of selected talent management programs. The theory is focused on definition of strategic HR management and especially talent management as one of its priorities. It is followed by explanation of the basic concepts of talent (such as high-potential, high performing and key employees) and talent management. Further descriptions of talent management process as well as TM challenges are included. The practical part is divided into two main sections. The first one is related to research in four companies and evaluation of their current talent management programs. Due to the fact that Generation Y is still more and more included in talent pool, the second part covers description of work life from its point of view. The final section contains a summary and the best practices.

Retaining and developing high potential managers as part of a leadership pipeline is a critical aspect for business, and understanding not only the strengths these managers bring, but also how they derail and how interventions could be tailored to avoid derailment, or at least lessen the impact, is imperative for sustainable growth. The aim of the research is to highlight differences, if any, between gender and generations, in order to ascertain whether unique developmental programmes or derailment interventions would be required based on an individual's gender and age.