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1

Advancing Leadership Pipeline Through the Development of High-Potential Employees

100%
Winiarska-Januszewicz A. A., Winiarski J.
Journal of Intercultural Management
|
2014
|
vol. 6
|
issue 1
17-25
EN
Per latest research of Corporate Executive Board - Corporate Leadership Council organization (CLC) in HiPo Program Operations and Outcomes Survey, highpotential employees are defined as twice as valuable to an organization and three times more likely to succeed as future leaders. However, the number of high potentials has declined 48% over last 5-10 years. Talent management (TM) represents organization’s effort to attract, develop and retain skilled and valuable employees. Its goal is to make sure that organization has all capabilities and commitment needed for current and future organization success. An organization’s talent pool, specifically management talent, is often referred to as leadership pipeline. Leadership pipeline is managed with a help of various systems, processes and organization structure. The pipeline changes as the organization needs change and is influenced by many inside and outside influencers. The goal overall is to make sure that organization can identify who “is ready now” and who is “on track” for larger leaderships roles. Managing this identification and making sure talent pool is aligned with organization needs is in today’s economy the greatest challenge for talent management. Employees within the leadership pipe - mangers and leaders need to be managed with strategy that measures employees’ performance and ability along with aspiration and engagement. TM needs to ensure that the criteria used to identify pipeline members are consistently applied across the workforce and clearly communicated with them about their status and associated responsibilities, as they are the pool of future organizational leaders. Talent management strategy for high potentials often fails as organizations select the wrong criteria to identify leadership pipeline members. Confusing performance with potential, lack of due diligence, vague criteria and questionable accuracy are among many challenges that are present while building organization talent pool.
2
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Talent manažment ako prostriedok rozvoja kreativity podniku

80%
Balogová B.
Społeczeństwo i Edukacja. Międzynarodowe Studia Humanistyczne
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2017
|
issue 2(25)
15-19
EN
The contribution is based on the assumption that talent management is seen in the context of employee performance management as a set of activities, tools and processes aimed at identifying, motivating, stabilizing and developing the organization’s talents and securing their potential to effectively perform tasks in line with future trends needs . Such a better understanding of employee competence brings benefits in the form of a competitive advantage in relation to the external environment. The result is building a knowledge-based business climate and developing creativity.
3
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Zarządzanie talentami w kulturze i sztuce

61%
Ingram T.
Studia Ekonomiczne
|
2016
|
vol. 256
46-55
PL
Zasoby ludzkie odgrywają szczególną rolę w organizacjach kultury i sztuki, decydując częstokroć o ich szeroko pojmowanym sukcesie. Właściwe zarządzanie tym najcenniejszym zasobem staje się zatem podstawowym zadaniem dla osób odpowiedzialnych za ich funkcjonowanie. Niemniej, literatura nie dostarcza niezbędnego wsparcia procesów zarządzania zasobami ludzkimi w tego typu organizacjach, a sama teoria ZZL nie wydaje się najlepiej odpowiadać specyfice organizacji kultury i sztuki. Opierając się na analizach literatury, w artykule podjęto próbę przedstawienia autorskiej koncepcji wykorzystania zarządzania talentami w organizacjach kultury i sztuki. Wynikiem analiz jest konceptualny model zarządzania talentami we wzmiankowanych organizacjach.
EN
Human resources play important role in art and culture organizations. Therefore, appropriate management of human resources becomes a fundamental challenge for managers of these institutions. However, literature does not support managers with appropriate theories on how to manage human resources in such organizations and the HRM theory itself does not fit their specificity. On the basis of literature review I suggest a conception of employment of talent management theory in art and culture organizations. The result is the conceptual model of talent management in abovementioned institutions.
4
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Przydatność nowoczesnych metod selekcji pracowników z perspektywy programów zarządzania talentami

61%
Ingram T.
Studia Ekonomiczne
|
2014
|
vol. 183 cz 1
97-105
EN
Talent management has become a vivid issue in contemporary literature but it reportedly lacks strong empirical support. The aim of the paper is to assess the usefulness of selection methods for the purposes of talent management programs. In the paper I analyze employee selection literature in search of methods appropriate for talent management programs needs. On the basis of abovementioned analysis and qualitative research I formulate recommendation for employment of selection methods adequate for the purposes of talent management programs and particularly for selection procedures.
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