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The Development of Key Positions in Crises on the Example of the COVID-19 Pandemic

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Tabor-Błażewicz J.

Annales Universitatis Mariae Curie-Skłodowska, sectio H – Oeconomia

2021

vol. 55

issue 2

125-134

Theoretical background: Talent management refers to how organizations attract, select, develop and manage talented employees. Thus, talent development is an important part of the overall process. It can be observed that there are relatively few papers focusing primarily on talent development. Meanwhile, it is a more complex and fraught activity than many HR specialist recognize, thus, it is worth paying more attention and research. Even less papers covers talent development during COVID-19 as it is a relatively new problem and research is still ongoing.Purpose of the article: The aim of the article is to present the results of research on the conduct of development processes by companies for talented employees during the COVID-19 pandemic.Research methods: For the analysis, literature studies were carried out and the quantitative study with the use of the author’s questionnaire and CATI interview was organized in October–November 2020. The research sample included 102 purposefully selected organizations.Main findings: Research indicates that organizations have been affected by the pandemic in terms of their personnel policies. They decided to take restrictions, but their degree was different for talents and other employees. The biggest restrictions affected training budgets, foreign trips and postgraduate/MBA studies. Organizations continued to run talent development programs in the pandemic, but their scope decreased. Changes in priorities were also noted – the importance of talent development before the pandemic was greater for respondents. During the pandemic, retaining talent and building their commitment came to the fore. The analysis also made comparisons with the results of author’s own studies on subprime crisis, which show that the organization’s actions in these two crisis situations have converged in many areas. In particular, it was decided to maintain developmental activities, but in exchange for more costly forms of development, talents were offered cheaper internal training, projects or job rotation. The differences include the inclusion of talent in strategic projects, “crisis headquarters”, which was observed to a large extent during the subprime crisis, but did not appear in the pandemic results. It should be emphasised that the research was carried out in two different groups, which does not authorise clear conclusions, but only allows for very preliminary reflections on the behaviour of the organization in these two situations. Research results contribute to reducing the research gap in the talent development process during pandemic or crisis.

Postrzeganie koncepcji zielonego HR przez menedżerów i pracowników działów personalnych

100%

Tabor-Błażewicz J.

Studia i Prace Kolegium Zarządzania i Finansów

2024

issue 196

137-148

The article presents the concept of green HRM and the results of research conducted on a group of 142 employees on the essence, importance, benefits, and challenges related to this concept. A vast majority did not know the concept of green HRM, which leads to the conclusion that the knowledge of the subject is at a very low level, both in the group of HR employees and in other positions. The importance of green HRM in the company is assessed by 66% of the respondents as high, while 34% as medium. In many companies (40%) this topic has not been discussed at all, in 21% talks on its implementation have started. Of the companies that have implemented the measures, 17% describe them as the minimum level, 21% as the medium level, and 14% can boast of an advanced level. The most frequently mentioned benefits include contributing to the improvement of the environment and obtaining a better image of the company. The biggest challenges are low priority of activities of this type, lack of people responsible for activities, and lack of time to carry out these activities.

W artykule zaprezentowano koncepcję zielonego HR (green HR) oraz wyniki badań prowadzonych na grupie 142 pracowników dotyczących istoty, znaczenia, korzyści i wyzwań związanych z tą koncepcją. Zdecydowana większość nie znała pojęcia zielonego HR, co prowadzi do wniosku, że wiedza na ten temat jest na bardzo niskim poziomie, zarówno w grupie pracowników HR, jak i na innych stanowiskach. Znaczenie zielonego HR w przedsiębiorstwie 66% respondentów oceniło jako duże, zaś 34% jako średnie. W wielu firmach (40%) w ogóle nie podjęto tego tematu, w 21% rozpoczęto rozmowy nad wdrożeniem. Spośród firm, które wdrożyły działania, 17% określa je jako poziom minimalny, 21% jako średni, zaś 14% może pochwalić się poziomem zaawansowanym. Do najczęściej wymienianych korzyści należą przyczynienie się do poprawy środowiska oraz uzyskanie lepszego wizerunku firmy. Największe wyzwania to z kolei: niski priorytet działań tego typu, brak osób odpowiedzialnych za działania oraz brak czasu na realizowanie owych działań.

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1 Annales Universitatis Mariae Curie-Skłodowska, sectio H – Oeconomia

1 Studia i Prace Kolegium Zarządzania i Finansów

2 Tabor-Błażewicz J.

1 2024

1 2021

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The Development of Key Positions in Crises on the Example of the COVID-19 Pandemic

Postrzeganie koncepcji zielonego HR przez menedżerów i pracowników działów personalnych