Скрытые и явные лидеры изменений в университетах. Обзор конференции "HR-тренд 2018. Партизаны перемен"
The paper deals with the features of talent attraction and selection practices in knowledge economy and traditional industries. The scientifi c interest in topic of talent supply is only growing and there is a substantial lack of empirical research in that area. This qualitative research aims to contribute to fi lling this gap by putting some propositions on the systems of talent supply in both knowledge-intensive and traditional industrial companies.
The author of the article impugns the efficiency of consideration of productivity of activity of higher schools (universities) as a criterion of their development which is connected with the polysemy of understanding of the given term, the multi-purpose nature of the organization and the distinction of the subjects of the estimation of its efficiency. Simultaneously he believes that as the problem of development of science is assigned to universities in modern Russia it is necessary for the state as the only customer of preparation of scientists to show universities this order accurately and to give full state financing.
The formulation of the task of joining the five Russian universities in the world s top hundred universities by 2020 has exacerbated the problem of choosing institutional development guidelines for universities. Since the 1990s universities exist in a dual organizational position: institutions and business organizations. The article proves the impossibility of effective existence in such a "marginal" state. The solution of the problem of the development of science and, as a consequence, entry into the list of world university leaders is possible only when choosing the benchmark for the development of the organization as an institution.
Talent management is the concept which appeared during the performance management evolution and helps managing the efficiency and success of the company in VUCA world by engaging highly effective and loyal employees.
The talent management concept highlights that the companies need not only employees who effectively fulfill their duties but also talents who can quickly adapt to changes, make those changes and a significant contribution into their company’s life and development.
Taking into account the talent management’s key role in human resource management, the efficiency and success of the company are the consequences of talent management development level, adjustment and coherence to the company’s strategy.
There are a few management milestones which directly influence the talent management efficiency and as a consequence, the company’s efficiency. These strategic questions are below: How to hire the talent? Is it better to grow or to buy the talent? How to keep and develop the talent, when there are few options for career development within the company motivating the talent to stay in the company? How should the manager react to the talent’s intention to leave the company? Should he or she prioritise the person or the task?
This case reveals how to attract, hire and manage the talents in the emergency market country when the company is changing its business strategy. It also provides us with empirical support and theoretical understanding of literature on strategic human resource management and talent management.
The case is useful for high-tech enterprises, international national corporations and large national pharmaceutical or other companies focused on the global market, in the situation of changing business strategy and the need to revise the talent management system during the global downturn, as well as for companies with different cultural bases, where the country of origin and the country of operation differ.
Institutions affect investment decisions, including investments in human capital. Hence institutions are relevant for the allocation of talent. Good market-supporting institutions attract talent to productive value-creating activities, whereas poor ones raise the appeal of rent-seeking. We propose a theoretical model that predicts that more talented individuals are particularly sensitive in their career choices to the quality of institutions, and test these predictions on a sample of around 95 countries of the world. We find a strong positive association between the quality of institutions and graduation of college and university students in science, and an even stronger negative correlation with graduation in law. Our findings are robust to various specifications of empirical models, including smaller samples of former colonies and transition countries. The quality of human capital makes the distinction between educational choices under strong and weak institutions particularly sharp. We show that the allocation of talent is an important link between institutions and growth.