Since the concept was popularized by McKinsey & 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.
| Identifer | oai:union.ndltd.org:UPSALLA1/oai:DiVA.org:lnu-65033 |
| Date | January 2017 |
| Creators | Bakardjiev, Victor |
| Publisher | Linnéuniversitetet, Institutionen för psykologi (PSY) |
| Source Sets | DiVA Archive at Upsalla University |
| Language | English |
| Detected Language | English |
| Type | Student thesis, info:eu-repo/semantics/bachelorThesis, text |
| Format | application/pdf |
| Rights | info:eu-repo/semantics/openAccess |
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