Kulturowe aspekty zarządzania talentami

• Autorzy: Joanna Tabor

Warianty tytułu

Cultural Aspects of Talent Management

• Języki publikacji: PL

Abstrakty

Celem artykułu jest charakterystyka procesu zarządzania talentami (ZT) przez pryzmat jego powiązań z kulturą organizacyjną oraz podkreślenie znaczenia aspektów kulturowych w procesie planowania i wdrażania procesu ZT dla zatrzymywania talentów w organizacjach. (abstrakt oryginalny)

EN

The article aims at analyzing connections between talent management (TM) process and organizational culture and at underlying the meaning of cultural aspects in the process of planning and implementing TM as well as retaining talents in organization. The first part of the article is devoted to such issues as defining talent and building organizational culture that is attractive for talents. Environmental factors and values which attract talents to certain regions, places and cultures and which improve talent development have been presented. The idea of talent mindset and its meaning for the effectiveness of TM processes have been characterized. The process of building employee values proposition and the image of organization appealing for talents have been analyzed. The results of research on managing talents in multinational company (France and UK) showing how different understanding of talent can influence the success of TM programme have been presented. The second part of the article characterizes such issues as deploying talents and managing talents in organizations. The problem of adapting talents to existing organizational culture, especially to values shared by other employees as well as conflicts which can stem from the cultural clashes have been presented. The results of research on employee relations in Polish organizations, in which individual achievements, innovations and distinguishing oneself over others are often treated as a threat for hierarchy and networks and as such are rejected by the group have been discussed. Particular attention has also been paid to management styles for it is often underlined that the effectiveness of TM process depends on the approval of managers. What's more, a particular role is played by middle managers who are responsible for supporting, motivating and permanently seeking for talents. The third part presents aspects of retaining talents in organizations. Implementation of TM processes is linked with the necessity to increase number of trainings, additional studies and development programmes. Knowledge is generated and transferred among employees during teamwork and through such activities as learning-by-doing. All those sub-processes support the process of creating culture of learning organization - an environment which is attractive for talents and encourages them to develop an also to retain in the organization. In addition, the activities of building knowledge networks and connections between talents of similar interests have been underlined as a way of strengthening their engagement. The last part of the article is a summary of discussed issues in the context of practical business implementations. Cultural aspects which should be of particular concern for TM managers have been listed. Examples of good practices have also been presented. (original abstract)

Słowa kluczowe

PL

Zarządzanie talentami; Kultura organizacyjna

EN

Talent management; Organisational culture

• Czasopismo: Współczesne Zarządzanie
• Rocznik: 2010
• Numer: nr 1
• Strony: 136--148

Twórcy

autor

Joanna Tabor

• Szkoła Główna Handlowa w Warszawie

Bibliografia

• 1. Boussebaa M., Morgan G., (2008), Managing talent across national borders: the challenges faced by an international retail group, "Critical Perspectives on International Business", no. 1.
• 2. Buchelt B., (2008), Strategiczne aspekty zarządzania talentami, [w:] A. Pocztowski (red.), Zarządzanie talentami w organizacji, Wolters Kluwer, Warszawa.
• 3. Davenport T.H., (2007), Zarządzanie pracownikami wiedzy, Wolters Kluwer, Kraków.
• 4. Florida R., (2005), The flight of the creative class, Harper Business, Nowy Jork.
• 5. Gakovic A., Yardley K., (2007), Global talent management at HBSC, "Organization Development Journal", vol. 25, no. 2.
• 6. Garrow W., Hirsh W., (2008), Talent management: Issues of focus and fit, "Public Personnel Management", vol. 36, no. 4, Winter.
• 7. Goffee R., Jones G., (2007), How to manage the most talented, "Harvard Business Review", no. 3.
• 8. Groysberg B., Nanda A., Nohria N., (2008), Duże ryzyko zatrudniania gwiazd, "Harvard Business Review Polska", nr 59, styczeń.
• 9. Hryniewicz J.T., (2007), Stosunki pracy w polskich organizacjach, Scholar, Warszawa.
• 10. Karwiński M., (2008), Retencja pracowników utalentowanych, [w:] A. Pocztowski (red.), Zarządzanie talentami w organizacji, Wolters Kluwer, Warszawa.
• 11. Kuc B.R., Moczydłowska J.M., (2009), Zachowania organizacyjne. Podręcznik akademicki, Difin, Warszawa.
• 12. Michaels E., Handfield-Jones H., Axelrod B., (2001), The war for talent, Harvard Business School Press, Boston, Massachusetts.
• 13. Rampersad H.K., (2008), The way to a high-performance culture with the Total Performance Scorecard, "Strategic Change", John Wiley & Sons Ltd.
• 14. Ready D.A., Conger J.A., (2008), Przekształć firmę w fabrykę talentów, "Harvard Business Review Polska", nr 67, wrzesień 2008.
• 15. Rodriguez R., (2008), Learning's Impact on Talent Flow, "Chief Learning Officer", no. 4.