- The goal of the course is to form systemic view on talent management. A systematic approach will allow the students of the course to • build necessary skills and form competences, based on which students will have the opportunity to see a holistic approach to managing people and changes in organisations; • understand the contextual dependence of changes and talent management in organisations; • evaluate and built capabilities for sustaining change.
- 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.
- develops mathematical models of talent management processes
- transforms global talent practices into local practices
- recognises trends in global talent management
- defends the talent management strategic plan for the organisation chosen
- develops talent management strategy for the organisation chosen
- illustrates the connections between factors identified, the strategy of the company and the talent management system
- The historical development of talent managementOverview 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 systemThe 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. Corporate social responsibility, sustainability and ethics of talent management.
- Factors shaping the talent management system, the talent management system configurationSectoral 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 organisationsPractices of talent management in organisations: attraction, selection, development, assignment, motivation, evaluation, retention. Build a continuous process of supplying the organisation with talents
- Global talent managementGlobalisation of business, features of cross-cultural communications, identification of talented employees, building global channels for talent development, transformation of talent management practices from (global) local to (local) global and glocal.
- HR analytics in talent managementanalytical tools in the field of talent management, mathematical, ways of operationalising of observed phenomena in the organisation.
- Interim assessment (3 module)0.25 * Cases + 0.25 * Essay + 0.25 * Exam + 0.25 * Projects
- 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
- 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
- Jooss, S. (2018). Global Talent Management The Identification Process of Pivotal Talent in Multinational Hotel Corporations. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsbas&AN=edsbas.D5CA3B70
- 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