Стратегия управления талантами в организациях, ориентированных на инновации

Магистратура 2026/2027

Статус: Курс по выбору (Управление в сфере науки, технологий и инноваций)

Кто читает: Департамент образовательных программ

Где читается: Институт статистических исследований и экономики знаний

Когда читается: 1-й курс, 3 модуль

Охват аудитории: для всех кампусов НИУ ВШЭ

Язык: английский

Кредиты: 3

Контактные часы: 32

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Abstract

The course bridges organizational practices with broader innovation ecosystem development, preparing graduates for leadership roles in both private innovation-driven enterprises and policy-making institutions. Teaching is based on the experience of faculty members, providing multiple perspectives on how talent management function creates value for business. The course introduces new approaches to understanding the evolving role of talent management and give participants hands‑on training with contemporary organizational tools, as well as state‑of‑the‑art knowledge about human capital development in technological and innovation contexts, talent attraction strategies, skills development initiatives, and knowledge transfer mechanisms at the intersection of business and policy. Each topic consists of presentation with theoretical framework, case study analysis with interactive discussion and practical workshop.

Learning Objectives

Understand the mission, goals, tasks and operating models of the talent management in organizations, including centers of expertise, shared services and HR business partners
Understand the role of corporate culture, internal communications and employer branding in attracting, engaging and retaining talent; be able to outline key elements of an employer value proposition
Understand basic principles talent management research and HR analytics, including collection, interpretation and visualization of HR data for managerial decision making
Know main types of organizational metrics and be able to design an organizational metrics system linked to business objectives
Understand how to work with trends in labor market: how to detect, name and validate them using different data sources (statistics, surveys, expert reports, job market data, corporate cases)
Understand the links between talent management function and ESG agenda, including human capital disclosure, diversity and inclusion, wellbeing and development of green and digital skills and design talent management interventions aligned with ESG and sustainable development goals, particularly in relation to green skills development and responsible innovation
Understand the impact of digital transformation and automation on HR processes and productivity; know basic digital HR tools and areas where AI and analytics can be applied responsibly
Be able to identify and analyze key trends in the labor market and talent management in Russia and worldwide, and to interpret their implications for companies’ strategies
Be able to analyze the relationship between talent management strategies and innovation policy at organizational, sectoral, and national levels; understand how corporate talent management contributes to innovation ecosystem development

Expected Learning Outcomes

Provide a clear working definition of Talent Management in innovation‑driven organizations
Identify typical organizational setups for the Talent Management function
Describe the end‑to‑end HR value chain
Explain the main stages of HR/Talent Management maturity
Analyse how Talent Management is linked to corporate and innovation strategy
Identify key sources of labour market and skills trends and explain their main strengths and limitations
Formulate clear, data based labour market trends for innovation driven sectors and assess their relevance for workforce, talent and STI policy decisions
Design and present basic visualisations of labour market and skills trends that communicate key messages to business and policy audiences
Explain how specific emerging and declining technologies affect labour demand, job content and the emergence of new roles in technology‑intensive sectors
Use ISCO and national occupation classifications to interpret labour‑market data and to frame competency discussions in a structured, policy‑relevant way
Outline prospective competency and skills profiles for selected tech roles and indicate their implications for corporate talent strategies and reskilling initiatives
Identify key social and human‑capital metrics commonly used in ESG reporting and explain why they matter for investors, regulators and other stakeholders
Describe how Talent Management processes (recruitment, development, engagement, wellbeing, DEI) generate data and initiatives that feed directly into the “S” pillar of ESG
Outline how organisations can align their talent strategies and HR analytics with ESG objectives, including disclosure requirements and internal performance management
Explain how corporate culture, internal communications and employer brand interact and why they are critical for attracting, engaging and retaining talent
Identify key methods and metrics for assessing culture, communications effectiveness and employer brand strength, and relate them to concrete HR and talent initiatives
Describe typical HR digital‑maturity levels and identify the roles and competencies needed to design, implement and govern digital HR solutions at each level
Select and interpret core productivity and automation metrics for HR processes, linking them to business value (time, cost, quality, employee experience)
Analyse real‑world digital HR transformation cases and extract practical insights for planning HR automation projects in innovation‑driven organisations
Distinguish between qualitative, quantitative and mixed‑methods HR research designs and select appropriate approaches for typical HR and talent management problems
Identify and categorise main internal and external HR data sources and assess their suitability and limitations for different analytical questions
Describe the main types and maturity stages of HR/people analytics
Analyse labour‑market and skills trends and assess the risks and opportunities they create for the company’s workforce and capability needs
Propose a system of HR and talent metrics that is explicitly linked to business performance and supports evidence‑based managerial decisions
Develop and present an integrated Talent Management strategy for a selected company case, linking business model, innovation strategy, key technologies and talent priorities
Work effectively in teams and communicate strategic recommendations in a clear, structured and persuasive format

Course Contents

1. The Strategic Transformation of Talent Management in Innovation-Driven Organizations
2. Identifying And Validating Labor Market Trends
3. Competencies & Skills In Technology Sectors
4. Talent Management & ESG Integration
5. Corporate Culture, Internal Communications and Employer Brand
6. Digital Transformation, Productivity & Automation In HR
7. HR Research Methodologies and Data Analytics
8. Integrated Talent Management Strategy in Innovation-Driven Organizations (workshop)

Assessment Elements

Class activities
Individual Home Tasks
Following specific classroom sessions, students will be assigned an individual task to be completed online. These tasks will be the pre-work for final workshop. Each task will be unlocked after the corresponding topic is covered in class. Students will have a strictly limited time to complete the task. Once the access window closes, the form will be locked and submissions will be impossible.
Team-based project on the selected companies’ case
The group should be no more than 3 members. Minimum 10-page presentation in the class. The presentation should provide the exact plan.

Interim Assessment

2026/2027 3rd module
0.3 * Class activities + 0.2 * Individual Home Tasks + 0.5 * Team-based project on the selected companies’ case

Bibliography

Recommended Core Bibliography

Liu, Y. (2019). Research Handbook of International Talent Management. Cheltenham, UK: Edward Elgar Publishing. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=2195053

Recommended Additional Bibliography

Sushmita Sen. (2019). Talent Management. [N.p.]: Society Publishing. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=2324514
Yu. Odegov G., M. Kulapov N., P. Karasev A., Ю. Одегов Г., М. Кулапов Н., & П. Карасев А. (2021). Talent Management – the Tendencies of Development ; Управление талантами – нужно ли оно работодателю? Vestnik NSUEM; № 4 (2020); 10-20 ; Вестник НГУЭУ; № 4 (2020. https://doi.org/10.34020/2073-6495-2020-4-010-020

Authors

CHERNOGORTSEVA Sofia Viacheslavovna

Course Syllabus