Формування ефективних команд в компанії як інструмент управління персоналом

PurposeThe purpose of this paper is to enhance the readers’ understanding of the domain of talent management and employee engagement, and how the former culminates in the latter, specifically as a tool for retention of employees. The paper also attempts to probe and aid readers in understanding of the domain of talent management and employee engagement, specifically as a tool for retention of employees.Design/methodology/approachThe paper is based on secondary research in the areas of talent management practices, employee engagement and talent retention. The authors have reviewed the existing body of work on these topics in order to arrive at an analysis of the practice of talent management and employee engagement and to successively measure its impact on the retention of employees. In order to aid the endeavor to bring some clarity to and explore the trends in talent management, the authors have based this paper on a systematic review of the existing literature which seeks to examine the modern thought process and evidence. Current examples are drawn from many leading companies and their practices are emphasized for better understanding. Various drivers responsible for engaging and retaining talent are studied by reviewing the existing literature. After analyzing the existing literature, the authors have arrived at talent retention and engagement practices that may aid and assist industry practitioners and policy makers in designing and implementing successful talent management initiatives. The authors have proposed a model for arriving at improved retention from talent management practices.FindingsOne of the most effective tools in ensuring that employees stay engaged and committed to their work is talent management. This sense of engagement or commitment toward their work ensures in turn that these employees stay with the organization in the long run. As the authors have begun analyzing the costs associated with recruitment, selection and the opportunity cost related to attrition, organizations have been concentrating their talent management efforts in the direction of retention. The paper concludes that a synchronization of talent management practices and employee engagement initiatives leads to improved talent retention and proposes a model to this end.Research limitations/implicationsOwing to the fact that the paper is conceptual, the model and hypotheses the authors arrive at must be empirically tested by relevant stakeholders in the organization, specifically the stakeholders specializing in the area of talent management, in order to add further weight to the literature.Practical implicationsDerived from an extensive study of current and impending talent management strategies, the findings may aid organizations and policy makers to develop and refine talent management practices in order to engage human capital, with the ulterior aim of talent retention – a concern that plagues most contemporary organizations.Originality/valuePreempting or preventing attrition is a priority in several organizations, and more often, in some industries as a whole. The authors examine how talent management practices can contribute to the efforts in preempting or preventing attrition in organizations. Adding to the existing literature on talent management, the paper explores the areas of talent management which directly affect employee engagement and in turn make a difference in talent retention. This link connecting talent management practices with retention deserves a greater amount of investigation, which the paper explores.

Companies must be aware of increasingly intense competition, so as not to lose their quality human resources who are important assets for company growth. This study aimed to evaluate the implementation of Talent Management (TM) practices in one of the Indonesian State-Owned Enterprises (SOE), Adhi Karya Ltd. Kalimantan Construction Division V. Specifically, this study examined the effect of TM components, namely Talent Retention, Talent Attraction, Learning and Development, and Career Management on Organizational Commitment and Turnover Intention of employees at Adhi Karya Ltd. This study used Structural Equation Modeling (SEM) data analysis techniques for the final number of 107 respondents. The results showed that Talent Retention, Talent Attraction, Learning and Development, and Career Management had positive effects on Organizational Commitment. Proper TM implementation showed that the company's willingness to invest in human resource management would increase employees’ commitment to the company. This study also found that the practices of TM had adverse effects on Turnover Intention. In this case, the better the implementation of TM, the lower the Turnover Intention level. The implication for managers of SOEs is that they need to pay attention to their human resources management strategy, especially in handling potential employees.

In today's global war for corporate business talent, organisations have emphasised attraction methods. But retention of talent - particularly in the competitive IT sector - has not received much attention. The high turnover of talent is increasingly becoming a challenging issue for organisational management, especially for HR professionals. In this regard HRD strategies can play significant roles in helping organisations to win the talent war. Research in this area is scarce. This paper presents the results of an empirical study on the identification of major factors contributing to the retention of international IT talent in Singapore, one of the most vibrant economies of Asia where attraction and retention of IT talent has been an issue of high priority. Among the top five factors, opportunities for training and skills development and career development issues were identified. Implications of the findings are discussed for organisational policy decisions and for future research.

An organisational strategic plan defines an organisational direction and leads to an effective talent management planning. Planning of talents for the future of an organisation is not a onetime activity; it is a systematic continuous process. Talent Management includes Talent Attraction and Sourcing, Talent Development, Talent Retention and Succession Planning of an organisation. Organisational assessment brings out the gap between where the organisation is now and where it is expected to be in the future. This involves analysing the organisation’s strength, weakness, opportunity and threat and prioritising the corporate vision, mission and values. Based on this, there is a requirement to put in plan and map the talent requirements of today and finding future stars is the responsibility of corporate leaders in transforming the organisation’s success. This paper focuses on the Talent Management issues faced by corporates today and analysis of various possible practices to overcome the challenges for their organisational strategic transformation. This paper also suggests incorporating Talent Management in higher education courses to coach and develop and enhance the potential graduate’s competencies to meet the future organizational needs.

Organizations fight for talent, and talent management has become an integral part of human resource management. Trainee programs are a part of talent management, which allows organizations to attract primarily university graduates with high potential. Trainee programs are highly selective and require high investment. However, much of the talent successfully finishing trainee programs (i.e. trainee program graduates) leave the organization before they can return the investment to the organization. The literature on talent management is centered around the process of attraction and development of talent but stays silent about talent retention. Thus, this research identifies and explores the reasons why trainee program graduates leave organizations. The study draws on a qualitative case study of the largest car producer in the Czech Republic with an established and highly developed trainee program. Data comprises of four sources: First, the interviews with the trainee program graduates, both who remained or left the organization after finishing the trainee program. Second, extensive internal talent management documentation related to the trainee program. Third, the consultations with human resource management specialists. Fourth, field notes from employee’s non-participant observation. Grounded theory analysis was used to analyze the data. The findings reveal three overarching factors that determine the turnover of trainee program graduates: the sense of uniqueness, instantaneity, and privilege. These factors represent expectations that are set by the organization but are not achieved by the trainee program graduates. These factors uncover the underlying paradoxical nature of trainee programs, which is highlighted by two trainee program paradoxes: focus paradox and prestige paradox. The research has several theoretical contributions. In the first place, the findings expand talent management literature by identifying critical issues that may lead to talent drainage instead of talent retention. This research also contributes to generational cohort theory. Practical implications provide suggestions on how to integrate trainee programs into human resource management practices to achieve expected and desired benefits of talent management for organizations.

This study examines the impact of talent management practices on employee performance in the Mongolian banking sector, addressing the growing need for evidence-based human resource strategies in emerging economies. The study focuses on four core components of talent management: Talent attraction, talent retention, training and development, and career planning. Data were collected through a structured questionnaire from 343 employees of the State Bank of Mongolia and analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM). Measurement model assessment confirmed adequate reliability, convergent validity, and discriminant validity of the constructs. The structural model results indicate that all four talent management components have a positive and statistically significant effect on employee performance (p < 0.01). Among these, talent attraction, retention, training and development, and career planning each contribute meaningfully to improving employee performance outcomes. The findings suggest that effective implementation of comprehensive talent management practices enhances employee performance within the banking context. This study contributes to the talent management literature by providing empirical evidence from a developing country context and extending the application of established theoretical frameworks, including the Resource-Based View, AMO model, and Social Exchange Theory, to the Mongolian banking sector.

The value of talent workers, talent management and talent retention has increased in the increasing economic circumstances of the world. Talented and devoted employees are often an integral part of every company. Smart, sophisticated, digitally literate, internationally astute and operationally agile businessmen are considered talented individuals. Talent management means that organisations have access to strategic planning with the best candidates with relevant expertise placed in the right place. Therefore, the aim of this study is to develop a conceptual model that explain the relationship between talent management and employee retention. The study will be used to accumulate empirical literature by the name of talent management and talent retention in different online database sources such as Google Scholars, Springer Link, Wiley, Science Direct, JSTOR, Emerald full text, Scopus, and EBSCO HOST, etc. The review findings of the study shown that any success or loss of a company mostly depends on the activities and survival of talented employees. The study also found that the retention of employees is one of the challenges that many public and private organisations face, has become an even greater challenge facing human resources professionals because there is a luxury of choice for talented candidates in the global job skills market. At the same time, there is a lack of research emphasizing only on banking industry. The proposed conceptual model depicts the significant effect of working environment and other dimensions of talent management and its effect on employee retention in banking industry.

Orientation: Talented employees play an essential role in the service performance of local government institutions. Unfortunately, talent management remains a neglected practice within the local government, mainly because of the absence of leadership talent mindsets.Research purpose: The main focus of this research study was to determine how leadership talent mindset influences talent management and voluntary turnover intentions of employees in a Botswana local government institution.Motivation for the study: Research on the predictive relationships between leadership talent mindset, talent management and voluntary turnover intentions is yet forthcoming in the Botswana context.Research approach/design and method: The researchers followed a quantitative research approach. Data were collected from a stratified random sample of employees (N = 405) from a Botswana local government institution. A leadership talent mindset scale, talent management measurements and voluntary turnover intentions questionnaire were administered.Main findings: The results showed a weak leadership talent mindset towards talent management. A leadership talent mindset significantly predicted poor talent management practices and voluntary turnover intentions. Talent development moderated the relationship between the leadership talent mindset and voluntary turnover intentions.Practical/managerial implications: Leaders need to adopt the appropriate talent mindsets to implement those talent management practices that will retain key and competent talent in local government institutions.Contribution/value-add: This research study advances empirical knowledge on the importance of leadership in facilitating effective talent management in local government.

This chapter examines the theoretical and empirical trends associated with e-talent – the use of information technology in talent management. It explores how the concepts of talent and talent management can be attributed meanings by stakeholders within organisations and the widely proclaimed benefits of information technology for talent management. The chapter focuses on specific talent management practices – talent acquisition, talent identification, talent development and talent retention – to highlight the benefits and limitations associated with appropriating technology in strategic talent management.

The research aims to explore the potential of enhancing marketing innovation through its dimensions, namely (technological capabilities, research and development, and marketing activities), by relying on investment in talent management according to its dimensions (talent attraction, talent development, and talent retention). Asiacell's Kirkuk branch was chosen as the research field, being one of the leading telecommunications companies in Iraq. A checklist was used as a data collection tool from employees at the Kirkuk branch and analyzed based on the sub-variables and at the overall level to extract results. These results were analyzed using a set of statistical and mathematical methods and equations to reach conclusions. One of the most significant findings was that investment in talent management leads to enhancing marketing innovation, which contributes to improving the capabilities and skills of the company's employees under study. Based on these conclusions, several recommendations were proposed, the most important of which is that the company should seriously consider establishing a dedicated talent management center to attract, nurture, and provide all necessary resources and support to develop and grow their talents, particularly in the area of marketing innovation for the company's telecommunications and other services.

Talent management (TM) can contribute to improving sustainable business performance in the face of a competitive and socially responsible environment. The use of TM to improve tourism staff skills and motivation is contentious, given such jobs are seen as routine and low-paid. Indeed, the precise processes through which TM techniques support sustained performance outcomes in tourism enterprises requires examination. This paper provides empirical evidence for the impact of TM practices on sustainable organizational performance (SOP). This effect of TM on performance is mediated by green intellectual capital (GIC). The moderating role of green servant leadership (GSL) on the link between GIC and SOP is also examined. PLS-SEM was employed to analyze 327 responses collected from travel agencies employees in Egypt. The results reveal that as expected, TM practices have significant effects on GIC, which in turn significantly impacts SOP. The mediating role of GIC on the relationship between TM practices (apart from talent retention) and SOP is supported. However, the moderating role of GSL is not confirmed. These results demonstrate the importance of an inclusive approach to developing staff, leading to intellectual capital and improved organizational sustainability. The study highlights the importance of strategic workforce planning and succession management.

This study is aimed at the development of a comprehensive integrated talent management strategy tailored to the unique context of tertiary institutions in South Africa. As universities face increasing global competition, financial constraints, and the need for academic transformation, the ability to attract, develop, retain, and engage high-caliber talent has become critical to institutional sustainability and excellence. To ensure the university's survival in terms of human resources sustainability and competitiveness there was to develop integrated talent management strategy to guide the university management of the best human resources practices. The study used a random sample size of 402 people using a quantitative research approach. Principal Component Analysis (PCA) and Factor Analysis were used to identify the most important talent management practices. The findings showed that the key pillars of an integrated talent management strategy consist of talent engagement, talent development, talent deployment, performance management, and talent retention. The study's findings indicate that talent engagement, talent development, talent deployment, and talent acquisition were the most important or crucial talent management strategies.

PurposeThe purpose of this paper is to investigate the effect of talent management (TM) practices on employee performance (EP) and to explore the mediating role of employee engagement (EE) on the relationship between TM practices and EP in Malaysian private universities (MPUs).Design/methodology/approachThe paper used both descriptive and quantitative approaches, and the unit of analysis of this research consists of MPUs academic staff. The research sample consists of 314 MPUs academic staff, and a questionnaire was used to collect data from the target respondents, while partial least squares-structural equation modelling was used to evaluate the study hypotheses through bootstrapping approach.FindingsThe research outcome revealed that TM practices that comprise of talent recruitment practice (TRP), training and development practice (T&DP), compensation practice (CP) have a significant effect on EP. Furthermore, EE partially mediates the relationship between T&DP, CP and EP, while EE does not mediate the relationship between TRP and EP in MPUs.Practical implicationsThe research suggests that universities management should focus on TM practices as a tool to achieve and maintain EE and positive attitudes (EP) in relation to work.Originality/valueThe research makes substantial contributions to the literature by investigating the effect of TM practices on EP through the role of EE as mediation in MPUs. The research is one of the very few studies undertaken in MPUs. Therefore, the results of this research serve as a guide for the universities management to develop their institutional strategies and policies in a manner in which their employees’ success can be achieved and encouraged.International Journal of Business and Society.

Talent management practices is one of the greatest inspiring aspects in ultra-modern phase’s HRM practices. Although the concept “talent management practices” is growing popularity over a decade with the debating nature, it had conceptual confusions due to the ambiguity nature of the underlying concepts. Effective talent management practices involve driving of business goals successfully while having a rewarding “talent pool”. Global HR specialists discovered talent management practices related to diverse industries. There is a tendency to be a discrepancy between intended and actual talent management practices. With this view, there are four key objectives in this exploratory study. The first objective is to resolve the existing conceptual confusions to the variable “Talent Management Practices” and to establish the definitions for the underlining concepts called, “Talent” and “Talent Management”. Afterward, the second objective is to explore the different “Talent Management Practices” operated in numerous global contexts including both manufacturing and service sectors. The third objective is to establish a definition for “Talent Management Practices”. The fourth objective is to identify the key dimensions of Talent Management Practices. The archival method was adopted by the researchers. The systematic reviewing process has covered empirical research on talent, talent management and talent management practices which have been published between 1990 and 2019 in academic journals and published books.
 Global manufacturing industries namely, cement manufacturing, steel case manufacturing, coal and mining, energy, automotive and service sectors namely, healthcare, hospitality, fast food service, banking, education, telecommunication and IT services are operating numerous talent management practices in attracting, acquiring, developing and retaining high performing talents. This research study is extremely imperative for future researchers in exploring avenues for context specific talent management practices relevant to various global industries. Further, resolving of conceptual confusions could significant in determining more aspects and perspectives towards talent management and its practices.
 Keywords: Talent, Talent Management, Talent Management Practices, Global Contexts

"This study explores the relationship between talent management practices and employee retention, emphasising the mediating role of organisational well-being. The research aims to determine how strategic HR initiatives such as talent acquisition, training and development, performance management, and reward systems, enhance employee retention through improved well-being. A systematic literature review (SLR) was conducted using a five-stage PRISMA-based approach, analysing 54 peer-reviewed journal articles published between 2015 and 2025 from major databases. Bibliometric analysis using VOSviewer identified three thematic clusters: talent management, organisational well-being, and employee retention. The study aims to determine the way strategic HR practices, such as talent attraction, training and development, performance appraisal, and improve employee retention by improving organisational well-being. Keywords: Employee retention, organisational well-being, performance management, talent acquisition, talent management, training and development "