• A
  • A
  • A
  • АБB
  • АБB
  • АБB
  • А
  • А
  • А
  • А
  • А
Обычная версия сайта
Бакалавриат 2019/2020

Управление талантами

Статус: Курс по выбору (Менеджмент)
Направление: 38.03.02. Менеджмент
Когда читается: 4-й курс, 3 модуль
Формат изучения: Full time
Язык: английский
Кредиты: 3

Course Syllabus

Abstract

Talent management as an innovative approach to managing employees is gaining more and more attention in foreign as well as in Russian companies. To date, scientists and practitioners have explored this phenomenon in general trying to find benchmarks and pursuing the goal of defining universal concepts. Some practitioners and scientists took the path of delimitation outlining fundamental differences between talent management and extant personnel and human resource management systems. However, considering the significant uncertainty of external conditions, the different economic conditions of industries and access to talents, it is worth talking about the talent management system in a contextual way given the conditions that influence the formation of a talent management system. Thus, an important component of the course of talent management in organisations is the search and systematisation of external and internal factors influencing a company at different levels. In addition to the areas mentioned above, one of the most important issues of talent management is HR analytics and approaches to building models identifying talents within the organisation, managing the performance of talented employees, using analytics in the attracting, developing, deploying, retaining practices. Students taking this course will learn how to determine talent in business, the system of talent management, how to identify and evaluate the strategy of talent management, and to find appropriate way to develop the main set of talent management practices based on the range of factors which stipulate a configuration of talent management system in the organisation.
Learning Objectives

Learning Objectives

  • The goal of the course is to form systemic view on talent management and develop a systemic approach to managing talented employees. A systemic approach will allow the students of the course to 1. build necessary skills and form competences, based on which students will have the opportunity to see a holistic approach to managing people in organisations; 2. understand the contextual dependence of talent management systems in organisations; 3. assess the impact of certain factors on the formation of a talent management system
Expected Learning Outcomes

Expected Learning Outcomes

  • describes main historical aspects of talent management
  • differentiates and compares historical, economic, country, sectoral aspects of talent management
  • reveals the main components of talent mangement system
  • identifies the discrepancies in positioning and perception of the talent management components in the organisation
  • argues for (causal) connections between factors of global, country, sectoral, organisational and individual context and the talent mangement system of an organisation.
  • illustrates the connections between factors identified, the strategy of the company and the talent management system
  • develops talent management strategy for the organisation chosen
  • defends the talent management strategic plan for the organisation chosen
Course Contents

Course Contents

  • The historical development of talent management
    Overview of different approaches to talent in science (pedagogy, psychology, psychophysiology), the formation of understanding of talent in business and the emergence of the concept of talent in practice (business, management). The prerequisites of the emergence of talent management, the first approaches to talent management, the evolution from the search for benchmarks and an exclusive approach to contextualisation and inclusiveness in talent management, environmental factors that lead to the formation of such an approach to employee management.
  • Definition of talent in business. Talent management system
    The company’s mission, philosophy, value system, and corporate culture, the basis of talent determinations in business and in a certain organisation. Identification of the components of talent definitions. Business strategy of the company and its connection to the formation of a model of talent management system. The talent management system model defined by the main dichotomous pairs. The link between the definition of talent and the structure of the talent management system.
  • Factors shaping the talent management system, the talent management system configuration
    Sectoral labour markets, factors affecting the formation of unique conditions in a labour market, drivers that can lead to a specific request for talented employees in a certain industry. Segments of industries, the configuration of the talent management system in companies.
  • Talent management practices in organisations
    Practices of talent management in organisations: attraction, selection, development, assignment, motivation, evaluation, retention. Build a continuous process of supplying the organisation with talents
Assessment Elements

Assessment Elements

  • non-blocking Cases
  • non-blocking Report
  • non-blocking Project Report
  • blocking Final Essay
Interim Assessment

Interim Assessment

  • Interim assessment (3 module)
    0.2 * Cases + 0.3 * Final Essay + 0.3 * Project Report + 0.2 * Report
Bibliography

Bibliography

Recommended Core Bibliography

  • Berger, D. R., & Berger, L. A. (2011). The Talent Management Handbook : Creating a Sustainable Competitive Advantage by Selecting, Developing, and Promoting the Best People (Vol. 2nd ed). New York: McGraw-Hill Professional. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=345970
  • Cappelli, P. (2008). Talent Management for the Twenty-First Century. Harvard Business Review, 86(3), 74–81. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=bsu&AN=30028318
  • Cappelli, P. (2009). A Supply Chain Model for Talent Management. People & Strategy, 32(3), 4–7. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=bsu&AN=44933254
  • Collings, D.G., Mellahi, K., and Cascio, W. F. 2017. The Oxford Handbook of Talent Management // Eds. By Collings, D.G., Mellahi, K., and Cascio, Oxford University Press.
  • Karin A. King, & Vlad Vaiman. (2019). Enabling effective talent management through a macro-contingent approach: A framework for research and practice. Business Research Quarterly, (3), 194. https://doi.org/10.1016/j.brq.2019.04.005
  • Marina Latukha. (2016). Talent Management in Emerging Market Firms. Palgrave Macmillan. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsrep&AN=edsrep.b.pal.palbok.978.1.137.50606.1
  • Phillips, J. J., & Edwards, L. (2009). Managing Talent Retention : An ROI Approach. San Francisco: Pfeiffer. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=258552

Recommended Additional Bibliography

  • Björkman, I., Ehrnrooth, M., Mäkelä, K., Smale, A., & Sumelius, J. (2013). Talent or Not? Employee Reactions to Talent Identification. Human Resource Management, 52(2), 195–214. https://doi.org/10.1002/hrm.21525
  • De Boeck, G., Meyers, M. C., & Dries, N. (2018). Employee reactions to talent management: Assumptions versus evidence. Journal of Organizational Behavior, 39(2), 199–213. https://doi.org/10.1002/job.2254
  • Gelens, J., Hofmans, J., Dries, N., & Pepermans, R. (2014). Talent management and organisational justice: employee reactions to high potential identification. Human Resource Management Journal, 24(2), 159–175. https://doi.org/10.1111/1748-8583.12029
  • Latukha, M. (2015). Talent management in Russian companies: domestic challenges and international experience. International Journal of Human Resource Management, 26(8), 1051–1075. https://doi.org/10.1080/09585192.2014.922598
  • Marler, J. H., & Boudreau, J. W. (2017). An evidence-based review of HR Analytics. International Journal of Human Resource Management, 28(1), 3–26. https://doi.org/10.1080/09585192.2016.1244699
  • Nijs, S., Gallardo-Gallardo, E., Dries, N., & Sels, L. (2014). A multidisciplinary review into the definition, operationalization, and measurement of talent. Journal of World Business, (2), 180. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsrep&AN=edsrep.a.eee.worbus.v49y2014i2p180.191