The gig economy can be described as a temporary work-environment where an independent workforce uses platforms to find and draw income from work. In 2016, 20-30% of US and Europe’s population took part in some kind of independent work, and the amount of selfemployed in Sweden is growing. However, at what rate it grows differs depending on how these workers are defined. Within the gig economy, the fastest growing areas of work are in knowledge intensive- and creative environments such as consulting. Using gig consultants provides companies access to top talent within IT, which is required in many businesses and industries where digitalisation is disrupting their ways of working. One of these industries is manufacturing, where e.g. servitisation and Industry 4.0 makes the companies more digital and connected. The purpose of this thesis was to understand how manufacturing companies handle their external talent management and demand for consultant hires within IT, both now and in the future as the amount of gig consultants increases. This was done by conducting interviews with representatives from five Swedish manufacturing companies within automotive and machinery. The interviewees had different roles, but were or had been responsible for hiring consultants within IT. The empirics gained from the interviews were combined with theory, mainly on talent management and managing external talent. The main findings from the study were that in most cases, the companies do not choose between a consultant and a gig consultant, they rather look for the right competence. Gig consultants are however seen as more of experts and can specifically be hired when frontedge or niched competence is needed. On the other hand, consultants can be used when a complete solution has to be delivered as the capacity of a consultancy is higher. To ensure successful consultant hires, the IT departments work with preferred suppliers with whom they have framework agreements to access and hire talent. These suppliers include both consultancies and brokers, from where they get both regular consultants and gig consultants. In general, what defines a successful hire of a consultant is that he or she is sufficiently competent and able to quickly adapt to the company. Additionally, a successful hire is when the project or assignment is completed on time with good result. The main advantages with hiring gig consultants are that acquiring competence can be made easier and more flexible, they can also access more niched competencies. The main disadvantage is that it is unclear who takes responsibility if a gig consultant cannot deliver as they are not part of a firm who can send a replacement. However, some brokers seem to replace the gig consultant. / Gigekonomin kan beskrivas som en tillfällig arbetsmiljö där en självständig arbetsstyrka använder sig av plattformar för att hitta och tjäna pengar på sitt arbete. Under 2016 jobbade 20-30% av befolkningen i USA och Europa med någon form av självständigt arbete, och denna grupp växer i antal i Sverige. Däremot kan tillväxttakten se lite olika ut beroende på hur man definierar dessa självständiga arbetare. De snabbast växande områdena för självständigt arbete inom gigekonomin är i kunskapsintensiva och kreativa områden såsom konsultbranschen. Genom att använda sig av så kallade gigkonsulter kan företag få tillgång till topptalanger och kompetens inom IT, vilket det är ett stort behov av inom många industrier där digitaliseringen radikalt förändrar de arbetssätt som finns. En av dessa industrier är den tillverkande industrin, där bland annat servitisation och Industry 4.0 gör att företagen måste bli mer digitala och uppkopplade. Syftet med detta examensarbete var att undersöka hur tillverkande företag jobbar med extern talent management och sitt behov av extern kompetens inom IT, både nu och i framtiden eftersom antalet gigkonsulter ökar. Studien genomfördes genom intervjuer med representanter från fem svenska tillverkande företag med inriktning mot fordon och maskiner. De personer som intervjuades hade olika roller inom företagen, men jobbar med eller har erfarenhet av att hyra in konsulter inom IT. Den empiri som intervjuerna gav kombinerades med teori, huvudsakligen inom talent management och hur man jobbar med extern inhyrning av kompetens. De viktigaste upptäckterna från studien var att företagen i de flesta fall inte väljer mellan en konsult och en gigkonsult, de letar snarare efter rätt kompetens. Gigkonsulter ses dock som experter i större utsträckning och används speciellt när spetskompetens behövs. Däremot används konsulter i större utsträckning när en komplett lösning behöver levereras då ett konsultföretags kapacitet är högre eftersom de har anställda konsulter. För att lyckas med en extern inhyrning så använder företagen så kallade “preferred suppliers” som de har ramavtal med. Bland dessa finns både klassiska konsultföretag med anställda konsulter och så kallade konsultmäklare som de använder för att ta in gigkonsulter. Generellt definierar företagen en inhyrning som lyckad om personen är tillräckligt kompetent och snabbt kan anpassa sig till företaget och dess arbetssätt, och projektet eller uppdraget blir klart i tid med gott resultat. Den främsta fördelen företagen ser med gigkonsulter är att man lättare och mer flexibelt kan få tag på kompetens. Den främsta nackdelen är att det finns en osäkerhet i vem som tar ansvar om en gigkonsult inte kan leverera, eftersom de inte jobbar för en konsultfirma som kan skicka en ersättare. Vissa konsultmäklare verkar dock ordna en ersättare.

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Syfte: Syftet med uppsatsen är att öka förståelsen för hur en kommunal verksamhet på landsbygden, belägen nära en större stad, kan attrahera och behålla individer med spetskompetens. Detta då det råder kompetensbrist och demografiska förändringar. Vidare avser uppsatsen att undersöka vilka faktorer som kan påverka kompetensförsörjningen samt hur möjliga och befintliga arbetstagare uppfattar dessa. Med faktorer menas exempelvis belöningar, förmåner eller verksamhetens kommunikation med omvärlden. Teoretisk referensram: Den teoretiska referensramen bottnar i begreppen spetskompetens och kompetensförsörjning som sedan mynnar ut i faktorer som påverkar dessa. De olika områdena förklaras utifrån en modell, figur 1, och sammanfogas på så vis. Metod: Denna uppsats bygger på en kvalitativ metod. En fallstudie har genomförts ikommun X med hjälp av semistrukturerade intervjuer vars respondenter representerar en kommunal verksamhet operativt samt strategiskt. Det har genomförts sex intervjuer med ingenjörer (det operativa perspektivet) samt två intervjuer med personalkonsulter (det strategiska perspektivet). Utöver detta ligger även en dokumentkälla till grund. Slutsats: Det som krävs för att en kommunal verksamhet, belägen på landsbygden, ska kunna kompetensförsörja de positioner som kräver spetskompetens är i grund och botten en lön. Vidare finns olika uppfattningar om vad som är en attraktiv faktor. Något som är genomgående hos alla respondenter som representerar spetskompetensen är att de uppfattar inre motivation samt psykosociala belöningar som mest attraktivt. Detta kan och bör en kommunal verksamhet utveckla förståelse kring samt arbeta aktivt med. Detta kan exempelvis göras med hjälp av ett belöningspaket samt olika chefsutbildningar. / Purpose: The purpose with this paper is to gain knowledge for how a municipal organization on the countryside, located near a larger city, can attract and retain individuals with excellence, when there is a lack of competence and demographic changes. Furthermore, the paper aims to investigate what factors can affect the supply of competence and how potential and current employees perceive them. Factors include, for example, rewards, benefits or the company's communication with the outside world. Theoretical frame of reference: The theoretical frame of reference is based on the concepts of excellence and the supply of competence, which then culminate into factors that influence them. The different areas are explained on the basis of a model, figure 1, and thus joined together. Method: This paper is based on a qualitative method. A case study has been conducted at municipality X with the help of semi-structured interviews whose respondents represent a municipal organization operationally and strategically. Six interviews with engineers (the operational perspective) and two interviews with personnel consultants (the strategic perspective) have been conducted. In addition to this, a document source was also used. Conclusion: In order for a municipal organization, located on the countryside, to be able to supply competence to the positions that require excellence is basically a salary. Furthermore, there are different perceptions of what an attractive factor is. Something that is common to all respondents who represent excellence is that they perceive internal motivation as well as psychosocial rewards as the most attractive. This is something that a municipal organization can, and should develop an understanding for and work for actively. This can be done, for example, with the help of a reward package and various managerial training.

This case study examines how a company can work with employer branding and talent management in order to attract students. The study explores how these concepts can be combined in the joint activity and what the implications are of arranging such an activity. This is illustrated through the case competition Brandstorm, arranged by L’Oréal Group. The study has a qualitative approach and it is based on in-depth interviews with managers on three different organizational levels at L’Oréal. The result shows that using a case competition as a joint activity is a tool to combine employer branding and talent management. The aim of a joint activity is two folded; the case is developed by the employer branding team to create awareness and appear as an attractive employer, further targeting students in order for the talent management team to spot and recruit talents. Additionally, the study highlights the importance of communicating a consistent Employer Value Proposition (EVP) that conveys symbolic values. A case competition can also be seen as a tool for managing talents and creating of talent pools. It is further clear that collaborating with universities is preferable when targeting students, thus conveying an attractive employer brand image.

Talent management comprises an organization’s efforts to attract, select, develop and retain high-potential employees, as well as the identification of key positions in multinational companies (Stahl et al., 2012). Taiwanese talent management differs greatly compared to western practice based on the sociocultural difference between countries (Varma & Budhwar, 2013). Many dissimilarities in the HR practices between Taiwanese and western firms can be led back to the significant alteration of individualist and collectivist perspectives and characteristics. However, many talent management differences in Taiwan as opposed to Western countries can also be connected to Confucianism and to influences of Taiwanese culture – which is unique due to Taiwan’s democratic laissez-faire market economy mixed with a pinch of Chinese characteristics. For Western companies seeking FDI in Taiwan or planning to set up a subsidy it is crucial to form a deep understanding of these differences which is essential to the firm’s hiring success. This study focuses on exploring the differences between Taiwanese and Western Talent Management approaches and draws on deeper psychological research (MBTI) to analyze cultural and psychosomatic dissimilarities with regards to behavior.

Thesis (MBA (Business Management))--University of Stellenbosch, 2009. / ENGLISH ABSTRACT: This research report consists of an analysis of the impact of talent or human capital in ensuring business success and giving organisations a competitive advantage. It examines the literature, particularly recent literature and evaluates the most current thinking and practices in the area of talent management. Talent management is analysed from four perspectives, namely conventional aspects of talent management including sourcing and succession planning; leadership; and the development of talent and organisational culture. All four aspects need to be examined if we are to develop a holistic understanding of the field of talent management. Organisations that can implement advanced organisational practices in these four areas are reaping the rewards from a business profitability perspective. The report also includes the examination of a ground-breaking survey on the importance of talent for competitive advantage to companies in the late 1990s. This survey would later lead to the well-known concept of the 'war for talent'. The pertinent issue of succession planning is also covered because it is acknowledged that a failure to adequately plan for future talent requirements is the equivalent of leaving an organisation open to an enormous risk. There are clear findings that the most successful succession planning programmes are based on developing internal candidates. The latest research thinking and insights on how to manage the most productive employees or rather high-fliers in a company are also explored. There is a clear understanding that people make a definitive contribution to business success and the most talented individuals, who have the potential to contribute extensively, must not only be understood but should also be appropriately led. The availability of quality leadership is a key challenge facing organisations presently and into the future. The critical importance of leadership in modern organisations cannot be overstated. No talent management strategy is complete without paying special attention to the leadership talent within an organisation. This report therefore deals with new areas from which to source leaders in the context of a global shortage of leadership skills. It also looks at the creation of leadership brands and the benefits to a company of establishing a leadership brand. Particular attention is paid to the issue of succession planning and the leader's responsibility in this arena. The thorny and perpetual dearth and consequences of inadequate representation of women in the leadership ranks are also explored. The report also explores concepts around the development of talent. It is not sufficient for organisations to hire the best talent. Skills need to be kept sharp and relevant for companies to have sustainable success. An under-investment in the development of talent has enormous consequences for the future of an organisation. Toyota, one of the most successful companies in the world, is also analysed to evaluate the techniques that they use to create a culture of continuous learning which leads to a virtuous cycle of continuous improvement. Google is explored as a case study of the success that can be achieved when an entire organisation is designed around the concept of development and learning. The often-misunderstood and under-valued (by business leaders anyway) yet highly relevant topic of managing the organisational culture is also analysed. One critical aspect about building a winning culture is whether businesses have a culture that supports the ongoing changes facing the modern enterprise. Modern businesses need to be able to adapt faster and better to new challenges. A culture that manages change well is therefore a prerequisite to success. The most successful organisations in the world have demonstrated that there is a link between the culture that is followed by their employees and business success. We therefore examine and discuss the key components of a high performance culture. A number of case studies from businesses that have built impressive organisational cultures are also discussed. / AFRIKAANSE OPSOMMING: Hierdie navorsingsverslag bestaan uit 'n ontleding van die impak van talent of menslike kapitaal om sakesukses te verseker en organisasies 'n mededingende voordeel te gee. Dit ondersoek die literatuur, in besonder onlangse literatuur, en evalueer die jongste gedagterigtings en praktyk op die gebied van talentbestuur. Talentbestuur word uit vier perspektiewe ontleed, naamlik konvensionele aspekte van talentbestuur met insluiting van verkryging en opvolgbeplanning; leierskap; die ontwikkeling van talent en organisasiekultuur. Al vier aspekte moet ondersoek word as ons 'n holistiese begrip wil ontwikkel van die veld van talentbestuur. Organisasies wat gevorderde organisasiepraktyke op hierdie vier gebiede kan implementeer, pluk die vrugte uit die oogpunt van winsgewendheid vir hulle besigheid. Die verslag omvat ook die ontleding van 'n vernuwende oorsig oor die belangrikheid van talent vir 'n mededingende voordeel vir maatskappye in die laat 1990's. Hierdie oorsig sou later lei tot die welbekende konsep van die 'oorlog vir talent'. Die pertinente vraagstuk van opvolgbeplanning word ook gedek omdat daar aanvaar word dat 'n gebrek aan voldoende beplanning vir toekomstige talentvereistes dieselfde is as om 'n organisasie bloot te stel aan enorme risiko. Daar is duidelike bevindings dat die suksesvolste opvolgbeplanningsprogramme gebaseer is op die ontwikkeling van interne kandidate. Die nuutste navorsingsmenings en -insigte oor die bestuur van die produktiefste werknemers oftewel hoogvlieers in 'n maatskappy word ook ondersoek. Daar word duidelik begryp dat mense 'n bepalende bydrae maak tot sakesukses en dat die talentvolste individue, wat die potensiaal het om omvattende bydraes te maak, nie net met begrip behandel moet word nie maar ook toepaslike leiding moet ontvang. Die beskikbaarheid van goeie gehalte leierskap is 'n sleuteluitdaging waarvoor organisasies tans en in die toekoms te staan gaan kom. Die kritieke belangrikheid van leierskap in moderne organisasies kan nie oorbeklemtoon word nie. Geen talentbestuurstrategie is volledig sonder dat spesiale aandag gegee word aan die leierskapstalent binne 'n organisasie nie. Hierdie verslag behandel dus nuwe areas vir die verkryging van leiers in die konteks van 'n wereldwye tekort aan leierskapsvaardighede. Dit kyk ook na die skepping van leierskapshandelsmerke en die voordele wat die daarstelling van 'n leierskapshandelsmerk vir 'n maatskappy inhou. Daar word veral aandag gegee aan die kwessie van opvolgbeplanning en die leier se verantwoordelikheid in hierdie arena. Die moeilike en voortdurende tekort aan vroue in leierskapsgeledere en die gevolge van hierdie ontoereikende verteenwoordiging word ook ondersoek. Die verslag ondersoek ook begrippe rondom die ontwikkeling van talent. Dit is nie voldoende vir organisasies om die beste talent aan te stel nie. Vaardighede moet opgeskerp word en toepaslik bly vir maatskappye om volhoubare sukses te behaal. 'n Onderbelegging in die ontwikkeling van talent het enorme gevolge vir die toekoms van 'n organisasie. Toyota, een van die suksesvolste maatskappye ter wereld, word ook ontleed om die tegnieke te evalueer wat hulle gebruik om 'n kultuur van volgehoue leer te skep, wat lei tot 'n voortreflike siklus van deurlopende verbetering. Google word ondersoek as 'n gevalstudie van die sukses wat behaal kan word wanneer 'n totale organisasie ontwerp word rondom die konsep van ontwikkeling en leer. Die hoogs relevante onderwerp van die bestuur van organisasiekultuur word ook ontleed. Dit word dikwels misverstaan en onderwaardeer - deur sakeleiers in elk geval. Een kritieke aspek van die opbou van 'n wenkultuur is of besighede 'n kultuur het wat ondersteuning bied aan die voortgesette veranderinge waarvoor die moderne onderneming te staan kom. Moderne besighede moet vinniger en beter by nuwe uitdagings kan aanpas. 'n Kultuur wat verandering goed bestuur, is dus 'n voorwaarde vir sukses. Die suksesvolste organisasies in die wereld het aangetoon dat daar 'n skakel is tussen die kultuur wat deur hulle werknemers gevolg word en sakesukses. Ons ondersoek en bespreek dus die sleutelkomponente van 'n hoeprestasiekultuur. 'n Aantal gevalstudies van besighede wat indrukwekkende organisasiekulture opgebou het, word ook bespreek.

Thesis (MBA)--University of Stellenbosch, 2010. / This study was driven by a need that was identified within a sectoral training authority in South Africa to modify its talent management strategy in order to better deliver on its mandate. The need to modify its talent management strategy was identified as a result of a review of the Sector Education and Training Authorities (Setas) on their functioning and management commissioned by The National Economic Development and Labour Council (Nedlac). The aim was to identify critical challenges affecting their ability to deliver on their mandate and to develop recommendations to improve operational efficiency and effectiveness The review exercise was completed and report submitted to the office of the presidency. The report notes that due to the largely negative publicity Setas have received, their ability to source, attract and retain talent for effective and efficient functioning is severely restricted. It also highlights the fact that high attrition rates have resulted in a lack of institutional knowledge and understanding of the purpose of the skills development legislation and policies. It further recommends that an audit of current Seta human resources procedures be conducted, as well as the development of standard competency profiles for senior managers to inform recruitment, performance management, training and development, assessment of current capacity and the development of a generic induction programme. It concludes by recommending the implementation of various interventions to support Seta management, including executive coaching, mentoring and other organisational development support. This study was therefore focused on two parts: the development of a broad talent framework based on the latest literature on the subject of talent management, and secondly, the evaluation of the training authority's current talent management practice based on employee perceptions. The initial part of this study describes the development of a talent management evaluation with a broad talent management framework addressing the themes of planning, development and training, performance management, reward management as well as the related sub- themes. This objective was achieved by means of a literature search supported by input from industry practitioners. The questionnaire consists of 35 statements subdivided into eight categories contextualised under different talent management sub themes. The sample consisted of 44 employees, six of which were at management level and 38 were at non managerial level. Thirty-five questionnaires were returned of which three could not be used. The questionnaire was then administered to examine the perceptions of the 35 employees who provided usable feedback on the training authority‟s performance, based on eight themes of talent management practices. The empirical results revealed that the training authority did not have strategies to ensure that there is a pool of talent to draw from in order to meet current and future needs. Concerns were raised on the training authority's ability to retain talented employees within the organisation. Issues relating to the creation and modification of roles and job descriptions to help individuals realise their career aspirations were raised. Employees were also concerned about the training authority's inability to provide resources for the support of individuals' career plans. Employees further raised transparency issues on expected behaviour, development and factors identifying individual's potential as major concerns. Reward and compensation were found to have a weak link to performance and market offering. Managers were found to have limited flexibility in distributing their pay budget.

<p>This essay ventilates the relatively new phenomenon employer branding. Due to societal changes, such as demographical and financial changes, the labour market in Sweden has changed. It is evident that an increasing number of organisations need to put more of an effort in their methods of attracting talent and retaining competence within the organisation. By a case study based on five interviews, the purpose of the study was to compare literature and practice to see how well they compare as well as how employer branding bring about different aspects of the effect. There was also an ambition to highlight aspects of employer branding considered important to have in mind when undertaking an employer branding exercise. The results reveal several themes and aspects of employer branding, among which one finds individual development, the importance of communication and the importance of cooperation.</p>

Since the concept was popularized by McKinsey &amp; Company in the late 1990s, talent management initiatives have been pushed with urgency to the forefront of organizational priorities, and businesses have exerted considerable effort in locating and developing the upper echelon talent pools. Much emphasis has been put on the need to identify and attract top talent, focus has shifted away from developing ordinary talent into extra-ordinary talent through broad human resource development initiatives. This research examines a global training initiative implemented in a multi-national corporation, and sets out to identify the primary impediments to its effectiveness. After a literature review, and a focus group, six factors were identified as crucial to this situation: accuracy, communication, feedback, motivation, organizational support, and time. A survey was then disseminated to the relevant organizational members to identify which of these six issues was the most pressing. Based on the results, the author concludes by extrapolating the potential organizational implications, as well as providing some accommodating solutions.

The thesis deals with recruitment and development of students and graduates in relation to the talent management concept. It focuses on interpretation of talent concept, development of talent management, its current approach and the importance of talent management to the organization. Attention is paid to methods of recruitment and development of students and graduates, emphasizing the specifics of this group of employees. A qualitative survey is part of this thesis. Two methods of measurement were applied in this research - studying documents (career portals of employers) and conducting interviews with representatives of HR departments of large businesses operating in Prague, focusing on whether and how employers work with students and graduates within their talent management systems, how they understand the concept of talent and which methods of recruitment and development of students and graduates they apply most frequently. Keywords talent management, , recruitment, employee training and development, , students, graduates, trainees