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  1. 5 Zarządzanie Zasobami Ludzkimi

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1
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Wyzwania związane z zarządzaniem talentami - porównanie firm rodzinnych i nierodzinnych

100%
Springer A., Hadryś-Nowak A.
e-mentor
|
2016
|
issue 3 (65)
54-59
EN
In practical terms of human resource management, the implementation of talent management (TM) is increasingly believed to be a way of building competitive advantage of the company. Despite numerous publications about TM, it was noticed that there are none considering those processes implemented in the family-owned business, especially in Polish market. The main aim of this article was to assess the major differences of TM processes between family and non-family companies. Four separate research areas were taken into account: strategy formulating, identifying and recruiting talents, assessing key employees and finally, motivating them. Collected results indicate that family businesses are doing slightly better with the implementation of TM processes than the non-family Polish companies. This difference, however, is relatively small and mainly concerns the area associated with the formulation and implementation of strategy, achieving significantly better ratings in 4 from the 9 evaluated variables. At the same time, there are no differences in terms of TM between family companies and non-family ones which are large or have a foreign capital.
2
Publication available in full text mode
Content available

Pomiar kultury organizacyjnej jako determinanty programów zarządzania talentami

80%
Ingram T.
Nauki o Zarządzaniu
|
2013
|
issue 3(16)
36-47
XX
While talent management programs are well described in the literature, little is known about factors influencing their shape. The aim of the paper is to propose a method of organizational culture measurement tool that would fit talent management programs specificity. On the basis of critical analysis of qualitative research results conducted in 2011 and 2012 regarding talent management in organizations, I identified criteria which should be met by the organizational culture measurement tool. On the basis of analysis of chosen organizational culture measurement tools confronted with previously identified criteria, I recommend the most adequate tool from the perspective of talent management programs specificity. In the final part I suggest the way of tool adaptation for Polish conditions and draw implications for theory.
3

Talent Management Practices in Polish Small and Medium Enterprises

80%
Pauli U.
Zarządzanie Zasobami Ludzkimi
|
2018
|
issue 6 (125) Talent management in different context
97-108
EN
The main goal of this paper is to present and discuss talent management (TM) in small and medium enterprises (SMEs). Despite the fact that the number of articles covering the issue is rising, the context of SMEs is still underresearched. Thus, this paper can be a valuable source of information for both researchers and practitioners interested in the subject. In the article, the data gathered from 200 Polish SMEs were used. Information covering TM practices in SMEs was obtained using structured interviews conducted with SME owners or managers.
PL
Celem tego artykułu jest zaprezentowanie praktyk zarządzania talentami (ZT), występujących w małych i średnich przedsiębiorstwach (MŚP), a następnie dokonanie ich krytycznej analizy z uwzględnieniem dostępnej wiedzy w tym obszarze. Pomimo rosnącej liczby publikacji z zakresu ZT, zarówno w Polsce, jak i na świecie, kontekst małych i przedsiębiorstw wciąż nie jest uwzględniany w wystarczającym stopniu. Z tego względu artykuł ten może stanowić źródło cennych informacji zarówno dla naukowców, jak i praktyków zarządzania. W artykule wykorzystano dane pochodzące z 200 firm działających w Polsce. Informacje pozyskano na podstawie wywiadu kwestionariuszowego, przeprowadzonego z właścicielami lub menedżerami zarządzającymi.
4
Content available remote

Methodology of Introduction and Utilization of Talent Management in the Organization

80%
Petra H.
Littera Scripta
|
2013
|
vol. 2
35-46
EN
The desire of every organization is to achieve predetermined objectives and successfully accomplish its tasks. A key element in the fulfilment of objectives stated in advance and achieving the organization's required performance efficiency are human resources, primarily talented individuals. These employees contribute, to a large extent, to the implementation of strategy and the organization's economic goals. Therefore, there is a need for the organization to pay an increased attention to them, concentrate on complex and systematic work with them and applies the system of talent management within the organization. Despite the proven benefits of talent management, the fear of its time and organizational performance often result that in the end organizations will not apply talent management in spite of making a decision on the implementation of this approach. The aim of this article is to introduce the methodology of implementation and utilization of talent management in the organization as an instrument for the implementation of this approach in practice. To meet the target of this article the analytic-synthetic cognitive process was used. By the method of synthesis from the known knowledge of this approach, a mind map of talent management was created. On its basis, practically usable and into steps structured methodology for the implementation and utilization of talent management in the organization was made by means of the methods of induction and deduction.
5
Publication available in full text mode
Content available

Who is talent? Implications of talent definitions for talent management practice

80%
Skuza A., Woldu H. G., Alborz S.
Economics and Business Review
|
2022
|
vol. 8
|
issue 4
136-162
EN
Although talent is considered imperative for gaining a competitive advantage, talent management programs’ effectiveness is unknown. It is believed that consensus on a strong theoretical underpinning for identifying talent and its general definition is yet to be achieved among academia and practitioners. This lack of integration and agreement on a single definition among scholars lead to more confusion which inhibits the advancement of talent management scholarship. The notion also requires renewed attention in the post-pandemic era because everything may not go back to normal as pre-pandemic. This study addresses the gap and focuses on reviewing the existing scholarship on talent definitions and its conceptualization in one place. The study also aims to present the potential implications of talent definition on talent management practices. Among the various implications discussed, it is argued that a single approach to talent definition makes the company vulnerable as it is not using the full potential of talent management. Finally, based on this in-depth review, the study will highlight potential critical research areas towards which the scholarship of talent may be extended.
6

Zarządzanie talentami w polskich przedsiębiorstwach w porównaniu z krajami Grupy Wyszehradzkiej

80%
Leczykiewicz T., Springer A.
Roczniki Naukowe Wyższej Szkoły Bankowej w Toruniu
|
2014
|
issue 13
129-143
EN
The paper presents a comparative analysis of talent management in enterprises of the Visegrad Group - V4 (Poland, Czech Republic, Slovakia and Hunga-ry). It is based on the results of quantitative research (survey) carried out in 2013. On a sample of 550 enterprises in the international research project "Integrated Talent Management - Challenge and Future for Organisations in the Visegrad Countries" (International Visegrad Fund Standard Grant No. 21220142, 01 / 2013-12 / 2013). The results of the study showed that the V4 countries differ from one another in terms of the level of implementation of activities related to talent management. These differences can be reported in all evaluated areas: talent management strategy formulation, identification, recruitment, evaluation, motivating and supporting the development of talents and promote their retention. Analysis of the survey results shows that Polish companies are lagging behind in terms of talent management, and a leader in this area proved to be companies operating in Hungary.
7
Content available remote

The Phenomenon of Foreign Migrations and Selected Aspects of the Development of Human Capital

80%
Zdrojewski E., Kisiel A.
Olsztyn Economic Journal
|
2017
|
vol. 12
|
issue 4
245-355
EN
Certain regions or countries attract and succeed in retaining the existing demographic potential. Others undergo stagnation or even regress, which in extreme situations can lead to depopulation. This issue is important, as it is the inhabitants of given territories that initiate and create certain activities, values and changes in their environment. Today, attracting, retaining, developing and maintaining employees present a particularly difficult challenge, with migrations making it even more difficult. The paper addresses the issues of selected aspects of the development of human capital in the face of foreign migrations with Poland as an example. Human capital is shaped by multiple factors. Itis a complex process. The aim of this paper is to show the effects of foreign migrations in the practice of human resource management. On the one hand, management theoreticians and practitioners emphasize an increasing importance in the use of human capital; on the other hand, its waste can be seen in many situations.
8
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Content available

The interdyscyplinary character of talent management

80%
Sipa M.
Zeszyty Naukowe UPH seria Administracja i Zarządzanie
|
2019
|
vol. 48
|
issue 121
31-39
EN
When looking at changes in the market, one can notice a growing interest in research on talent management. A talent shortage crisis is noticeable in many sectors and regions of world economies, thus it is necessary to focus more on that particular problem. However, talent management is a very complex issue. The main objective of the study was to determine the degree of scientists' interest in "talent management" and to identify the areas where the issue is discussed. To achieve the set objective, the Author using bibliometrics, analysed current research trends in leading scientific publications on talent management. The focus was on publications indexed in the SCOPUS and Web of Science databases.
9
Publication available in full text mode
Content available

Zarządzanie talentami – modele i podejścia badawcze

80%
Mróz J.
Nauki o Zarządzaniu
|
2015
|
issue 2(23)
93-107
EN
The problem of description of talent management (TM) has been discussed in the paper. The aim of the article is the description, the analysis and the comparison of different models of TM and the presentation the author’s own research approach of talent management. First the definitions of talent and talent management have been shown and explained. Then the TM models proposed by different authors have been compared and discussed. Finally the author’s own model of talent management has been presented.
10
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Content available

Talent management as a factor determining the process of modeling the competences of the contemporary organization

80%
Betkowski M.
Kultura Bezpieczeństwa. Nauka – Praktyka – Refleksje
|
2018
|
vol. 32(32)
47-62
EN
The evolving labor market determines the level of innovative knowledge necessary for the activities of a modern enterprise. An important factor of market competitiveness is the role of particularly talented individuals operating in specific organizational structures. Optimal targeting of their talents is an important factor in the company’s situation. Competence management thus becomes a key item in the structure and company strategy. This article presents an outline of the issue of the essence of talent management quantifying competence management and may be an introduction to the discussion about modifying the competency management model. It is also an attempt to answer the competitive variability of the market and new requirements of the environment in terms of the potential of talented and effective implementation of employee organization goals.
11

Decomposition of Talent Management Strategy

80%
Łukasiewicz G.
Zarządzanie Zasobami Ludzkimi
|
2018
|
issue 6 (125) Talent management in different context
67-81
EN
The article addresses the issue of developing a talent management strategy as well as the factors that determine its final form. One of these determinants is based on the different approaches to the concept of talent that exist. These approaches serve as the basis for analysis of the decomposition of a talent management strategy for the purpose of working out an appropriate reconfiguration of its components, so that it closely corresponds to the human resource management strategy and the business strategy of an organization. The last part of the article forwards a proposal for a three–criteria typology of talent management strategy.
PL
Artykuł poświęcony jest problemom związanym z formułowaniem strategii zarządzania talentami oraz czynnikom decydującym o jej ostatecznym kształcie. Jednym z nich są poglądy na temat istoty talentu. Na ich podstawie omówiono kwestie dotyczące dekompozycji strategii zarządzania talentami, celem której jest taka rekonfiguracja elementów składowych, która pozwala na ściślejsze jej dopasowanie do strategii zarządzania zasobami ludzkimi oraz strategii biznesowej. Ostatnia część artykułu zawiera propozycję trójkryterialnej typologii strategii zarządzania talentami.
12

ІННОВАЦІЙНА МОДЕЛЬ УПРАВЛІННЯ ТАЛАНТАМИ У ВИЩОМУ НАВЧАЛЬНОМУ ЗАКЛАДІ

70%
Бойченко М.
Педагогічні науки: теорія, історія, інноваційні технології
|
2015
|
issue 10(54)
17-24
EN
Based on the study of progressive foreign experience the innovative model of talent management in higher education institution is developed in the article, which includes task, conceptual, content, procedural, and evaluative components. The essence of the concept “talent management” in foreign scientific and educational discourse is revealed. The conceptual component contains the original provisions relating to talent management as innovative activities of higher education institutions, namely: methodological approaches, general and specific principles of staff management. In the framework of the content component the content of the talent management process at the university is disclosed, which covers the blocks-directions oriented at the formation of professional, personal and behavioral components of leadership in pedagogical personnel of higher educational establishments. The procedural component of the model provides a mapping of the systemic nature of talent management process in higher education institution. In the frames of the procedural component the stages of talent management process, which effectiveness depends on a number of organizational and pedagogical conditions, are identified, including: creating in the higher education institution the environment, which is favorable for professional development of all staff; forming organizational culture of the university; developing clear and transparent strategies to retain and encourage talent at the higher education institution. Evaluative component allows to define criteria and indicators and to determine the results of the talent management process in the higher education institution. The progressive conceptual ideas of foreign experience that can be used in the practice of Ukrainian universities are defined, namely: creation of human resources departments at every Ukrainian university; development of human resources management policies, which must include strategies for talent management; creation and implementation of programs for talent management/professional development aimed at training highly skilled workers of different levels.
13

Possibilities for Talent Management in Major League Soccer Clubs in Poland

70%
Karwiński M.
Zarządzanie Zasobami Ludzkimi
|
2018
|
issue 6 (125) Talent management in different context
109-120
EN
The article is a voice in the debate on managing soccer in Poland at the major league club level. It studies the potential of using the concept of talent management to attract talented managers to the administrative departments of Polish soccer clubs. Improvement in the quality of management in the administration of sports clubs is an attempt to address the deteriorating position of Polish club soccer in Europe. The research included interviews with people who deal professionally with Polish soccer. There is a literature review and the author’s own knowledge and experience in the field is utilized. The article’s objective is to provoke discussion on new potential development paths for Polish soccer.
PL
Artykuł jest głosem w dyskusji nad zarządzaniem piłką nożna w Polsce na poziomie klubów Ekstraklasy. Autor prowadzi rozważania nad potencjałem wykorzystania koncepcji zarządzania talentami do przyciągania utalentowanych menedżerów do działów administracyjnych polskich klubów piłkarskich. Postulat rozbudowy i poprawy jakości zarządzania w warstwie administracyjnej klubami sportowymi jest próbą odpowiedzi na pogarszającą się pozycję polskiej piłki klubowej w Europie. W przygotowaniu opracowania autor posłużył się wywiadami z ludźmi związanymi zawodowo z polską piłką, studiami literatury, oraz własnym wieloletnim doświadczeniem związanym z omawianym zagadnieniem. Artykuł ma być przyczynkiem do dyskusji nad potencjalnymi nowymi drogami rozwoju dla polskiej piłki nożnej.
14
Publication available in full text mode
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Diversity Management in Poland and Ukraine as an Answer to Demographic Changes

70%
Bojaruniec M., Florek I., Jarmoła P.
Intercultural Communication
|
2018
|
issue 4
197-228
EN
The report is the result of a research in the field of human resource management strategies to show the role of human resources in the workplace and to what extent diverse human resources can contribute to a company's benefits on the example of Poland and Ukraine. Purpose: The aim of the research has been to find out the similarities and differences in the labour market of Poland and Ukraine and the attitude towards the diversity management in both neighbouring countries. Methods: This research has been carried out using the survey method. The research was conducted among 100 young Ukrainian people chosen by the random sampling method and compared to the result of similar research made among 100 Polish entrepreneurs. Results: It has shown significant differences in the perception of diversity as a resource that influences the efficiency improvement in enterprises. Other needs of employees in Poland and Ukraine have been indicated. The results have been presented against the background of the specific economic situation in both countries described on the basis of statistical data.
15
Publication available in full text mode
Content available

Makroekonomiczne uwarunkowania zarządzania talentami

61%
Mazurkiewicz A.
Nierówności społeczne a wzrost gospodarczy
|
2013
|
issue 31
219-229
PL
W niniejszym opracowaniu podjęto próbę zaprezentowania makroekonomicznych uwarun-kowań zarządzania talentami. Umiejętność pozyskania i zatrzymania utalentowanych pracowni-ków staje się istotnym zagadnieniem uwzględniając dokonujące się zmiany demograficzne, postę-pującą globalizację oraz wzrost znaczenia aktywów niematerialnych w tworzeniu przewagi konku-rencyjnej, co dotyczy zarówno podmiotów gospodarczych, jak i gospodarek krajowych. Umiejęt-ności te weryfikuje kryzys gospodarczy i jego konsekwencje. W artykule przedstawiono przyczyny zainteresowania się zagadnieniem zarządzania talenta-mi na poziomie makroekonomicznym. Skoncentrowano się na sytuacji demograficznej, dokonano jej charakterystyki uwzględniając rynek krajowy. Ostatnia część zawiera proponowane rozwiąza-nia problemu luki talentów.
EN
The paper presents the macroeconomic determinants of talent management. Ability to attract and retain talented employees is becoming an important issue both for companies and national economies, because of the demographic changes, globalization and the growing importance of intangible assets to create competitive advantage. These skills verifies the economic crisis and its consequences. The paper discusses the reasons for interest in the issue of talent management at the macroeconomic level. It is focused on the demographic situation, in particular on domestic market. The final part contains the proposed solutions to the problem of talent gap.
16

ЗАРУБІЖНИЙ ДОСВІД УПРАВЛІННЯ ТАЛАНТАМИ У ВИЩОМУ НАВЧАЛЬНОМУ ЗАКЛАДІ: ВИТОКИ Й СУЧАСНІСТЬ

61%
Бойченко М.
Педагогічні науки: теорія, історія, інноваційні технології
|
2015
|
issue 8(52)
194-204
EN
The article is devoted to foreign experience of talent management in higher education institution as an innovative activity. In the article talent management is defined as a set of tools of personnel management, which enable organizations to attract, use effectively, and retain employees who make significant contributions to the development of the organization. The historical origins of talent management as part of development of the theory of human resources are described. It is defined that the term “talent management” began to be used in 50-ies of the XXth century that was characterized by the development of large corporations because small firms, which functioned until that time, despite small number of workers, did not have objective needs in talent management. Two models of talent management in the process of historical development are characterized, namely external and internal talent management. The factors that influence development of talent management in the sphere of higher education (increasing competition between higher education institutions; necessity of nurturing talent within the education institution; need to address staffing issues in the future; problems of recruitment and retention faced by the universities; demographic changes and changes in the external labour market; lack of qualified personnel; underutilization of the experience and capacity of current workforce) are revealed. The advantages of implementing talent management in higher education institution (reducing the cost of employing staff due to a reduction in staff turnover; effective knowledge management and knowledge transfer; provision of modern services and modern products; creation of competitive advantage; reduction of risks in employment; improvement of relations with clients (consumers of educational services); maintenance of personnel potential at the proper level) are analyzed. The strategies for talent management in higher education is defined, namely: talent management for institutional development; relationship of talent management with new projects of a higher education institution or its departments; relationship of talent management with institutional efficiency; relationship of talent management with institutional innovation.
17

ЗАРУБІЖНИЙ ДОСВІД УПРАВЛІННЯ ТАЛАНТАМИ У ВИЩОМУ НАВЧАЛЬНОМУ ЗАКЛАДІ: ВИТОКИ Й СУЧАСНІСТЬ

61%
Бойченко М.
Педагогічні науки: теорія, історія, інноваційні технології
|
2015
|
issue 7(51)
434-444
EN
The article is devoted to foreign experience of talent management in higher education institution as an innovative activity. In the article talent management is defined as a set of tools of personnel management, which enable organizations to attract, use effectively, and retain employees who make significant contributions to the development of the organization. The historical origins of talent management as part of development of the theory of human resources are described. It is defined that the term “talent management” began to be used in 50-ies of the XXth century that was characterized by the development of large corporations because small firms, which functioned until that time, despite small number of workers, did not have objective needs in talent management. Two models of talent management in the process of historical development are characterized, namely external and internal talent management. The factors that influence development of talent management in the sphere of higher education (increasing competition between higher education institutions; necessity of nurturing talent within the education institution; need to address staffing issues in the future; problems of recruitment and retention faced by the universities; demographic changes and changes in the external labour market; lack of qualified personnel; underutilization of the experience and capacity of current workforce) are revealed. The advantages of implementing talent management in higher education institution (reducing the cost of employing staff due to a reduction in staff turnover; effective knowledge management and knowledge transfer; provision of modern services and modern products; creation of competitive advantage; reduction of risks in employment; improvement of relations with clients (consumers of educational services); maintenance of personnel potential at the proper level) are analyzed. The strategies for talent management in higher education is defined, namely: talent management for institutional development; relationship of talent management with new projects of a higher education institution or its departments; relationship of talent management with institutional efficiency; relationship of talent management with institutional innovation.
18
Publication available in full text mode
Content available

Zarządzanie talentami w kontekście innowacyjności przedsiębiorstwa

61%
Sudolska A., Chodorek M.
Zeszyty Naukowe Ostrołęckiego Towarzystwa Naukowego
|
2013
|
vol. Zeszyt
|
issue XXVII
496-503
EN
Nowadays the foundation for firm’s competitiveness is its innovativeness which in fact depends on the ability to manage company’s human resources, especially those who are perceived as talents. The paper is an attempt to explain the concept called talent management in context of firm’s innovativeness. The purpose of empirical part of the paper is to explore the relation between talent management implementation and the increase of firm’s innovativeness.
PL
Współcześnie za fundament konkurencyjności firmy uważa się jej innowacyjność. Ta z kolei w znacznym stopniu uzależniona jest od umiejętności zarządzania zasobami ludzkimi przedsiębiorstwa, w szczególności pracownikami określanymi mianem talentów. Artykuł stanowi próbę przybliżenia koncepcji zarządzania talentami w kontekście innowacyjności przedsiębiorstwa. W jego części empirycznej pokazano zależności pomiędzy działaniami związanymi z wdrażaniem zarządzania talentami a wzrostem innowacyjności firmy.
19
Content available remote

The level of talent management usage at human resources management in organizations of the Moravian-Silesian Region

61%
Horvathova P., Durdova I.
Business and Economic Horizons
|
2010
|
vol. 3
|
issue 3
58-67
EN
The article is aimed at bringing information on the scope and the level of use of talent management by organizations in one of the Czech Republic regions, in the Moravian-Silesian Region. On the basis of data acquired by a questionnaire survey it has been found out that organizations in the above-mentioned region are implementing the system of talent management on a small scale: this approach is used by 3.8% of organizations only that is 9 from 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 is lack of financial and personnel resources. Recommendations suggested by the author can be found useful for a wider application of talent management in the Czech practice.
20

Individual Coaching in the Service of Retaining Talent in Private Businesses

61%
Czeglédi C., Veresné V. K.
Zarządzanie Zasobami Ludzkimi
|
2018
|
issue 6 (125) Talent management in different context
83-96
EN
Talent management (TM), a competitive advantage for businesses, plays a crucial role in human resource management. The focus of this research paper is to show how individual coaching can help retain talents in a small private company in Hungary. The paper begins with an explanation of as well as the definition of talent and talent management, summarizing talent management theoretical models and the variables needed for a successful application of talent management. According to the definitions, talent management involves attracting, retaining, managing, and developing talents. At the same time it has been found that most of the research fails to examine the size of the business as a variable in the success of talent management. This research fills a gap in TM and is designed to show a correlation between talent management and the size of the business. A questionnaire was used in this research to find out whether the size of a business determines the success of talent management. The answers were analyzed using a Likert scale. According to the results, no correlation has been found between the size of a business and the success of the implementation of talent management. This paper shows how private coaching, as a method of TM, can help a small business in retaining talents.
PL
Zarządzanie talentami (ZT) — stanowiące przewagę konkurencyjną dla firm — odgrywa kluczową rolę w zarządzaniu zasobami ludzkimi. Prezentowana praca badawcza skupia się na pokazaniu, w jaki sposób indywidualny coaching może pomoc w zatrzymaniu talentów w małej prywatnej firmie na Węgrzech. Na wstępie zawarto wyjaśnienie oraz zdefiniowano pojęcia „talent” i „zarządzanie talentam”. Dalej podsumowano teoretyczne modele zarządzania talentami oraz zmiennych potrzebnych do pomyślnego ich wdrożenia. Zgodnie z definicjami zarządzanie talentami obejmuje przyciąganie, zatrzymywanie, kierowanie i rozwijanie talentów. Jednocześnie, stwierdzono, iż większość prac badawczych nie uwzględnia rozmiaru przedsiębiorstwa jako zmiennej, jeśli chodzi o zakończone sukcesem zarządzanie talentami. Przedstawiany artykuł wypełnia tę lukę i ma na celu wykazanie korelacji pomiędzy zarządzaniem talentami a wielkością przedsiębiorstwa. W trakcie prowadzenia badań wykorzystano kwestionariusz w celu stwierdzenia, czy wielkość przedsiębiorstwa determinuje osiągnięcie sukcesu w zarządzaniu talentami. Odpowiedzi przeanalizowano z wykorzystaniem skali Likerta. Zgodnie z wynikami nie wykryto żadnej korelacji pomiędzy wielkością przedsiębiorstwa a pomyślnym wdrożeniem zarządzania talentami. Autorki pokazują, w jaki sposób osobisty, indywidualny coaching jako metoda zarządzania talentami może pomóc małym firmom w utrzymaniu tych talentów.
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