Research seminar "Talent Management"

2020/2021

Academic Year

ENG

Instruction in English

3

ECTS credits

Delivered at:

Department of Organisational Behaviour and Human Resource Management

Course type:

Compulsory course

When:

1 year, 4 module

Instructors

Mondrus, Olga

Filatova, Olga

Course Syllabus

Abstract

Talent management as a nascent people management paradigm is attracting more and more attention around the globe. Until now, scientists and practitioners have studied this phenomenon trying to find benchmarks and pursuing the goal of defining universal concepts. However, given the significant uncertainty of external environment, variations of economic conditions and access to talents in different industries and other factors, it is worth discussing talent management in connection with specific contexts which affect the formation of a talent management system in a company. Thus, an important component of the talent management course is the search and systematisation of external and internal factors which stipulate an authentic configuration of talent management in each and every company. In addition to the areas mentioned above, one of the most important talent management issues is HR analytics and approaches to building models for defining talents in an organisation, managing talent performance, using analytics in attracting, developing, deploying, retaining talents, and maintaining talent management practices. Students will learn how to identify talent in business, develop a talent management system, how to define and evaluate talent management strategy and its connection with a company's strategy, and find an appropriate way to develop a core set of talent management practices based on a number of factors which influence talent management. The course is based on the case studies and examples on actual talent management implementations and on actual data sets and results of recent research. Some of the tasks, which will be given to students, are in progress in the companies and have not finished yet. Thus the companies' representatives will evaulate the results of students' work on case studies and their applicability to the context of their companies.

Learning Objectives

• The goal of the course is to form a 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.

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
• recognises trends in global talent management
• transforms global talent practices into local practices

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. Corporate social responsibility, sustainability and ethics of talent management.
• 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
• Global talent management
  Globalisation 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 management
  analytical tools in the field of talent management, ways of operationalising of observed phenomena in the organisation.

Assessment Elements

• Cases
• Projects
• GTM Quizzes
• Exam

Interim Assessment

• Interim assessment (4 module)
  0.25 * Cases + 0.25 * Exam + 0.25 * GTM Quizzes + 0.25 * Projects

Bibliography

Recommended Core Bibliography

• 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.

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
• 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