Warianty tytułu
Języki publikacji
Abstrakty
Theoretical background: Talent management refers to how organizations attract, select, develop and manage talented employees. Thus, talent development is an important part of the overall process. It can be observed that there are relatively few papers focusing primarily on talent development. Meanwhile, it is a more complex and fraught activity than many HR specialist recognize, thus, it is worth paying more attention and research. Even less papers covers talent development during COVID-19 as it is a relatively new problem and research is still ongoing.
Purpose of the article: The aim of the article is to present the results of research on the conduct of development processes by companies for talented employees during the COVID-19 pandemic.
Research methods: For the analysis, literature studies were carried out and the quantitative study with the use of the author's questionnaire and CATI interview was organized in October-November 2020. The research sample included 102 purposefully selected organizations.
Main findings: Research indicates that organizations have been affected by the pandemic in terms of their personnel policies. They decided to take restrictions, but their degree was different for talents and other employees. The biggest restrictions affected training budgets, foreign trips and postgraduate/MBA studies. Organizations continued to run talent development programs in the pandemic, but their scope decreased. Changes in priorities were also noted - the importance of talent development before the pandemic was greater for respondents. During the pandemic, retaining talent and building their commitment came to the fore. The analysis also made comparisons with the results of author's own studies on subprime crisis, which show that the organization's actions in these two crisis situations have converged in many areas. In particular, it was decided to maintain developmental activities, but in exchange for more costly forms of development, talents were offered cheaper internal training, projects or job rotation. The differences include the inclusion of talent in strategic projects, "crisis headquarters", which was observed to a large extent during the subprime crisis, but did not appear in the pandemic results. It should be emphasised that the research was carried out in two different groups, which does not authorise clear conclusions, but only allows for very preliminary reflections on the behaviour of the organization in these two situations. Research results contribute to reducing the research gap in the talent development process during pandemic or crisis.
Purpose of the article: The aim of the article is to present the results of research on the conduct of development processes by companies for talented employees during the COVID-19 pandemic.
Research methods: For the analysis, literature studies were carried out and the quantitative study with the use of the author's questionnaire and CATI interview was organized in October-November 2020. The research sample included 102 purposefully selected organizations.
Main findings: Research indicates that organizations have been affected by the pandemic in terms of their personnel policies. They decided to take restrictions, but their degree was different for talents and other employees. The biggest restrictions affected training budgets, foreign trips and postgraduate/MBA studies. Organizations continued to run talent development programs in the pandemic, but their scope decreased. Changes in priorities were also noted - the importance of talent development before the pandemic was greater for respondents. During the pandemic, retaining talent and building their commitment came to the fore. The analysis also made comparisons with the results of author's own studies on subprime crisis, which show that the organization's actions in these two crisis situations have converged in many areas. In particular, it was decided to maintain developmental activities, but in exchange for more costly forms of development, talents were offered cheaper internal training, projects or job rotation. The differences include the inclusion of talent in strategic projects, "crisis headquarters", which was observed to a large extent during the subprime crisis, but did not appear in the pandemic results. It should be emphasised that the research was carried out in two different groups, which does not authorise clear conclusions, but only allows for very preliminary reflections on the behaviour of the organization in these two situations. Research results contribute to reducing the research gap in the talent development process during pandemic or crisis.
Rocznik
Tom
Numer
Strony
125--134
Opis fizyczny
Twórcy
autor
- SGH Warsaw School of Economics, Poland
Bibliografia
- Adikaram, A.S., Naotunna, N.P.G.S.I., & Priyankara, H.P.R. (2021). Battling COVID-19 with Human Resource Management Bundling. Employee Relations. https://doi.org/10.1108/ER-08-2020-0390
- Aguinis, H., & Burgi-Tian, J. (2021). Talent Management Challenges during COVID-19 and Beyond: Performance Management to the Rescue. Business Research Quarterly, 1-8. https://doi.org/10.1177/23409444211009528
- Barlow, L. (2006). Talent Development - a New Imperative? Development and Learning in Organizations, 20(3). https://doi.org/10.1108/14777280610656325
- Bennett, N., & Lemoine, J. (2014). What a Difference a Word Makes: Understanding Threats to Performance in a VUCA World. Business Horizons, 57(3), 311-317. https://doi.org/10.1016/j.bushor.2014.01.001
- Capelli, P. (2009). Talent on Demand: Managing Talent in an Age of Uncertainty. Strategic Direction, 25(3). https://doi.org/10.1108/sd.2009.05625cae.001
- Caravan, T.N., Carbery, R., & Rock, A. (2011). Mapping Talent Development: Definition, Scope and Architecture. European Journal of Training and Development, 36(1-2), 5-24. https://doi.org/10.1108/03090591211192601
- Eurostat. (2020). Impact of COVID-19 on Main GDP Aggregates Including Employment. Retrieved from https://ec.europa.eu/eurostat/statistics-explained/index.php?title=Impact_of_COVID-19_on_main_GDP_aggregates_including_employment
- Gallardo-Gallardo, E., & Thunnissen, M. (2016). Standing on the Shoulders of Giants? A Critical Review of Empirical Talent Management Research. Employee Relations, 38(1), 31-56. https://doi.org/10.1108/ER-10-2015-0194
- Govaerts, N., Kyndt, E., Dochy, F., & Baert, H. (2011). Inflence of Learning and Working Climate on the Retention of Talented Employees. Journal of Workplace Learning, 23(1), 35-55. https://doi.org/10.1108/13665621111097245
- Grant Thornton. (2020). Rynek pracy w czasie COVID-19. Retrieved from https://grantthornton.pl/wp-content/uploads/2021/01/Rynek-pracy-w-czasie-koronawirusa-w-grudniu-14-01-2021.pdf
- Gunnigle, P., Lavelle, J., & Monaghan, S. (2013). Weathering the Storm? Multinational Companies and Human Resource Management Through the Global Financial Crisis. International Journal of Manpower, 34(3), 214-231. https://doi.org/10.1108/IJM-04-2013-0078
- House of Skills. (2016). Praktyki zarządzania talentami w Polsce. Retrieved from https://www.houseofskills.pl/wp-content/uploads/2016/02/Raport-Praktyki-w-zarz%C4%85dzaniu-talentami-w-Polsce_final_01.02.2016.pdf (p. 12).
- Ingram, T. (2016). Zarządzanie talentami i pracownikami w dojrzałym wieku w kontekście wpływu na wyniki przedsiębiorstwa. Katowice: Wydawnictwo Uniwersytetu Ekonomicznego.
- IRG-SGH. (2020). Informacja sygnalna. Barometr koniunktury IRG SGH. Retrieved from https://ssl-kolegia.sgh.waw.pl/pl/KAE/struktura/IRG/koniunktura/Documents/Sygnalna_barometr_2020_q_4.pdf
- Janowski, A. (2017). Zarządzanie talentami w kontekście efektywności organizacji na przykładzie zakładów ubezpieczeń na życie. Warszawa: Difi.
- Jayathilake, H.D., Daud, D., Eaw, H.C., & Annuar, N. (2021). Employee Development and Retention of Generation-Z Employees in the Post-COVID-19 Workplace: A Conceptual Framework. Benchmarking: An International Journal. https://doi.org/10.1108/BIJ-06-2020-0311
- Michaels, E., Handfild-Jones, H., & Axelrod, B. (2001). The War for Talent. Boston: HBS Press.
- Miś, A. (red.). (2020). Zarządzanie talentami w polskich organizacjach. Architektura systemu. Warszawa: Wolters Kluwer.
- Morawski, M. (2009). Zarządzanie profesjonalistami. Warszawa: PWE.
- Naim, M.F., & Lenka, U. (2018). Development and Retention of Generation Y Employees: A Conceptual Framework. Employee Relations, 40(2), 433-455. https://doi.org/10.1108/ER-09-2016-0172
- Norman, J., Bar-Yam, Y., & Taleb, N.N. (2020). Systemic Risk of Pandemic via Novel Pathogens - Coronavirus: A Note. Retrieved from https://www.academia.edu/41743064/Systemic_Risk_of_Pandemic_via_Novel_Pathogens_Coronavirus_A_Note
- OECD. (2020). Retrieved from http://www.oecd.org/employment-outlook/2020/
- Pocztowski, A. (red.). (2016). Zarządzanie talentami w organizacji. Warszawa: Wolters Kluwer.
- Rodriguez, R. (2008). Learning's Impact on Talent Flow. Talent Management. Chief Learning Officer.
- Rószkiewicz, M. (2002). Metody ilościowe w badaniach marketingowych. Warszawa: PWN.
- Schreuder, R., & Noorman, S. (2019). Strategic Talent Development - Making the Best People in Crucial Positions Better. Strategic HR Review, 18(6), 263-267. https://doi.org/10.1108/SHR-04-2019-0034
- Scullion, H., & Collings, D.G. (2011). Global Talent Management. London: Routledge.
- Slatter, S., & Lovett, D. (1999). Corporate Recovery: Managing Companies in Distress. Washington, D.C.: Beard Books.
- Tabor, J. (2012). Zarządzanie talentami w polskich przedsiębiorstwach w czasie kryzysu. Organizacja i Kierowanie, 1(150), 145-160.
- Taleb, N.N. (2010). The Black Swan. New York: Random House Publishing Group.
Typ dokumentu
Bibliografia
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