Diploma thesis is focused on Talent Management in telecommunication company. The main aim of this thesis is to analyze talent programs in this company and find a solution for detected mistakes in programs. Diploma thesis is divided to theoretical and practical parts. In the theoretical part there is an explanation of basic concepts of talent management, its evolution and importance. There is also a definition of components of Talent Management and its negatives and positives. The theoretical part is finished with analysis of legal regulations in the Czech and Slovak Republic. In the practical part there is an analysis of talent programs, which is based on semistructured interviews with employees of the company, internship in there and internal documents and questionaries. In the last chapter there is an identification of mistakes in programs and based on this there is a proposal of solution for the company.

This research stems from the need by organisations to retain their key talent in the context of the change in the psychological contract manifesting in the emergence of boundaryless careers. Employees have ceased to be loyal to one organisation and this has marginalised employers as they still need to retain their key talent as a source of competitive advantage. Most organisations have segmented their workforce to develop talent pools of high potential employees to meet the organisation’s current and future critical skills needs. Hence, this study investigates the impact of inclusion in the talent pool on the psychological contract. Various instruments in the literature study were used to measure the psychological contract of employees in the talent pools in comparison to those not in talent pools. These include the transactional and relational psychological contract instrument by Millward and Hopkins (1998), organisational citizenship behaviour by Coyle-Shapiro (2002), trust by Robinson and Rousseau (1994) and turnover intention by Blomme et al. (2010). The study presents findings from 195 employees from three different organisations, about 50% of whom were in talent pools. The study shows that both groups of employees in and outside talent pools consider their psychological contract with their employers as less transactional. Although being part of the talent pool has a positive impact on the relational psychological contract and organisational commitment, it does not necessarily translate into trust and the intention to stay with organisations. Employees in talent pools are not different to those not in talent pools with regard to trust and the turnover intention. The report offers insights aimed at managers to understand the psychological contracts of their employees within the talent pools to avoid unnecessary violations and to explore new value propositions that are aligned to those contracts. Copyright / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted

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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.

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.

Магистерская диссертация состоит из введения, двух глав, заключения, библиографического списка, приложений. В теоретической части представлены основные понятия, теории рекрутинга. В практической части описывается общая характеристика исследуемой организации, проведено исследование рекрутинговых процессов для создания кадрового резерва на предприятии. На основе полученных данных разработана программа оптимизации рекрутинговых процессов. В заключении подведены итоги в соответствии с поставленными задачами. / The master's thesis consists of an introduction, two chapters, a conclusion, a bibliographic list, and appendices. The theoretical part presents the basic concepts, the theory of recruiting. The practical part describes the general characteristics of the organization under study, a study of recruiting processes to create a personnel reserve at the enterprise was carried out. Based on the data obtained, a program for optimizing recruiting processes was developed. In conclusion, the results are summarized in accordance with the tasks set.

本研究是以人力資源發展理論與趨勢為基礎，並參考業界的作法，探討中華郵政如何建構人才發展體系，提升人力素質，強化企業競爭力。 人才發展體系可歸納出功能及執行二個構面，其中功能構面包含訓練體系、訓練藍圖、職涯發展路徑及人才庫；執行構面包含學程學分制、學習管理、個人發展計畫及訓用合一等。而推展人才發展體系關鍵成功因素有三，一是擁有成熟訓練經驗的統籌單位；二是單位合作分工，與實務緊密結合；三是透過資訊科技整合運用。 在建置的步驟上依序為分析組織人力與人才需求；分析訓練與發展需求；規劃訓練體系架構及訓練學習藍圖；針對個人及組織發展建構員工職涯發展資訊與路徑及人才庫機制；以資訊系統將各項作業做系統性整合；透過個人發展計畫及學程學分制度強化人才培育效能。 建置人才發展體系所產生的效益如下： 1.建置訓練體系及訓練藍圖：從公司角度，依員工職務性質規劃學習內容，提升訓練成效；從員工角度，主動規劃個人年度學習，獲得期望的工作技能與成長；從主管角度，緊密結合育才與用才，提升部門績效；從訓練規劃角度，有效簡化作業與縮短流程。 2.建置職涯發展資訊與路徑：對公司，能支援組織的發展與活化人力資源；對員工，能有清楚的發展方向，提昇工作的動力與滿足感；對主管，能有效發揮部屬的潛力並增加人力配置的彈性。 3.建置人才庫：對公司，有計畫的培育關鍵人才，有效支援組織中長期之策略性發展；對有高潛力的員工，能感受到有很好的職涯發展，更願竭盡所能為公司打拼。 / The research is based on theory and trends about development of human resources. Referring to actual practice in the field, the research will discuss how to construct people development systems, to enhance quality of human resources and to strengthen enterprise competitiveness in Chunghwa Post. People development systems can be concluded into functional and executive dimensions. The former includes training system, training map, career development path and talent pool, and the later contains program and credit system, learning management, individual development program & combination of training and employing. To promote people development systems successfully, there are several critical factors. Except owning an overall planning department with mature training experience, every department should work together and combine the work closely with practical experience following by integration of information technology. Building steps for the system following with analysis of manpower and talent needs, analysis of training development needs, plan for training structure and learning map, construction of staff’s career development path and talent pool mechanism in connection with personal and organizational development, integration of every operation by information system, and reinforcement personnel training performance through personal development plans and program & credit system. Generated benefits from the above steps are as below: A.Buildup of training structure and learning map: from the company’s angle, it enhances training effectiveness if the learning program designed by staff’s duties; from the staff’s point of view, they will obtain the desired working skills and growth through its annual personal learning programs; from the supervisor’s point of view, it closely connects talent use and cultivation, enhancing sector performance; considering the training plan, it simplifies operations and shorten process. B. Buildup of career development information and path: for the company, it supports organizational development and activated human resources; for the staff, it provides clear directions, as well as promoting work motivation and satisfaction; for the supervised, it effectively develops the staff’s potential and increase flexibility of placement. C. Buildup of talent pool: for the company, it cultivates key personnel, efficiently supporting medium-and-long-term strategic development, for the high-potential staff, it feels good career development, pushing them willing to work as hard as they can to the company.

The goal of this master thesis is to summarise the theoretical knowledge and subsequently analyse the so-called Assessment Centre, a modern methodology used for recruitment of employees out of a larger pool of applicants. A unified approach to the recruitment process has been developed based on the results of this analysis The analysis includes a detailed insight into the preparation and the course of the Assessment Centre, a competency assessment of the committee members, assessment of the job description, job requirements and selection criteria and an analysis of satisfaction of the applicants themselves. The analysis was conducted on two workplaces of the Insurance Company "XY", with each of them having a different approach towards the assessment centre. Free as well as partially standardised observations were used as a methodological background for the assessment centre analysis. The assessment of satisfaction of the AC participants was conducted with the help of questionnaires.

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