Research Seminar "Talent Management"

2021/2022

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

Instructor

Mondrus, 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 the results of recent research.

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

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

Course Contents

• The historical development of talent management
• Definition of talent in business. Talent management system
• Factors shaping the talent management system, the talent management system configuration
• Talent management practices in organisations
• Global talent management
• HR analytics in talent management

Assessment Elements

• Individual project
• Cases and quizzes
• Team project
  Team project is an analytical part of the course which is based on a case study and data analysis. The students will be given a description of the case and data, and several tasks related to the talent management topics dicsussed. Several levels of data evaluation should be presented (descriptive, diagnostic, predictive). The criteria of assessment of individual assignments will be given and explained to the students during the seminars. The formula of the activity includes each assignment as 10 points max and further normalisation to 10 points based on the main activities (without rounding).

Interim Assessment

• 2021/2022 4th module
  0.5 * Team project + 0.25 * Individual project + 0.25 * Cases and quizzes

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.
• 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

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
• 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