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DEVELOPMENT PROGRAMS IN TALENT MANAGEMENT POLITICS AS A WAY TO ATTRACT GRADUATES (Programy rozwojowe w ramach polityki zarzadzania talentami w organizacji jako sposób na pozyskanie utalentowanych absolwentów)

100%
Klosiewicz E.
e-mentor
|
2010
|
issue 3(35)
25-31
EN
Nowadays organizations are forced to more conscious management of the possessed resources, especially since people in the era of knowledge-based economy are not only manpower, but they are the most important factor of achieving organization's competitive advantage. This article presents the growing importance of the process of talent management in organizations as well as the need for development programs for graduates and university students. The paper analyzes the results of the survey which aimed at the determination of students approach to the talent management, the need for self-development and participation in student programs, as well as their general attitudes toward work and learning.
2
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'CRISIS' TALENT MANAGEMENT

100%
Lewandowska N.
Zarządzanie Zasobami Ludzkimi
|
2009
|
issue 5(70)
51-54
EN
Managing changes become a fundamental part of every manager's work. The article presents how Eli Lilly - innovative pharmaceutical company, manages changes. The authoress presents 3 phases of such process: preparation, communication, support. She emphasizes importance of trainings and individual approach in accordance with highest standards and company's values.
3

Wprowadzenie do teorii zarzadzania talentami

100%
Mikula B.
Zeszyty Naukowe Uniwersytetu Ekonomicznego w Krakowie
|
2012
|
issue 880
111-124
EN
The paper presents the evolution of the approach to leadership and management of human resources in an enterprise. It describes the new structure of employees working for an organisation in a knowledge-based economy then precisely characterises knowledge employees, staff and partners taking part in the process of value creation. It also presents the genesis and issue of talent management together with its basic tasks.
4

ORGANIZATIONAL PERFORMANCE: ARE THE PHASES OF THE TALENT MANAGEMENT PROCESS EQUALLY IMPORTANT?

80%
Lančarič D., Savov R., Chebeň J.
Ekonomický časopis (Journal of Economics)
|
2021
|
vol. 69
|
issue 10
1038 – 1061
EN
This study aims to assess whether the individual phases of the talent management process are equally important with respect to overall organizational performance. We analyse 381 business organizations in Slovakia. Authors use a linear regression model and ANOVA to evaluate the impact of the phases of the talent management process on the development of organizational performance of an organization and focus group approach to explain the differences in the individual phases of a talent management process. The results revealed that not all talent management phases equally influence the economic situation of the organization. The final two phases (development and retention) significantly influence the progress of the organizational performance while the initial phases (strategy, identification, and assessment) seem to have no impact on organizational performance. Financial efficiency should prioritize Retention, and only after focus on Development of talents. Remaining resources should be invested into Strategy, Assessment, and Identification of talented people.
5
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EMPLOYEE EDUCATION AT THE TIME OF CRISIS (Ksztalcenie pracowników w kryzysie - czy traca najlepsi?)

80%
Tabor J.
e-mentor
|
2010
|
issue 1(33)
60-65
EN
The aim of the article is to summarize the changes, which occurred in the realm of employee education as a result of the latest financial crisis. Particular attention has been devoted to the situation of the employees with the greatest potential, so called 'talents'. The analysis concerns also the prognoses for 2010 and the following years as well as the directions of actions in this realm.
6
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TALENT MANAGEMENT IN THE MORAVIAN-SILESIAN ORGANIZATIONS

61%
Horvathova P.
Zarządzanie Zasobami Ludzkimi
|
2011
|
issue 5(82)
29-48
EN
This article is aimed at providing information on the scope and the level of use of talent management by organizations in a part of the Czech Republic - the Moravian-Silesian Region. On the basis of data acquired thanks to a questionnaire survey, it has been discovered that organizations in this region are implementing talent management systems on a small scale. Such an approach is used by 3.8% of organizations, which is nine out of 237 (100%) of the approached respondents. The main reasons why this approach is not used is either that organizations have no knowledge of it or there exists a lack of financial and personnel resources. Recommendations suggested by the author for the wider application of talent management in Czech practice can be found in the article.
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