7th workshop on talent management
The past decade has seen rapid advances in the field of talent management in emerging markets. Despite talent management being a new term in the vocabulary business in this region, the vast majority of leading local-owned firms and MNCs implement talent management programs. However, much uncertainty still exists about how talents are attracted and selected in various industries in emerging markets. This paper compares talent acquisition practices of different talent categories in two large groups of companies in Russia: industrial and knowledge-intensive ones. A qualitative approach was chosen to conduct this exploratory study. Data were collected using semi-structured interviews with 20 HR-experts from 13 industries from both MNCs and Russian-owned companies. Findings from the study show that knowledge-intensive companies use successfully both internal and external talent pools, while the vast majority of industrial firms put the highest priority on internal talent pools. We also introduce three types of selection systems: systems focusing on a single set of practices; systems with differentiated selection practices and systems with individual set of practices for each position. Interestingly, industrial companies tend to apply single set of selection practices to all talent categories, while knowledge-intensive firms select talents using differentiated practices or individual set of practices. Overall, this study sheds new light on talent acquisition practices applied in industrial and knowledge-intensive companies.
This book explores the implications of talent management in four practical settings across the globe. Focusing on countries in the Asia-Pacific region, Central and Eastern Europe, Latin America and within the Commonwealth of Independent States (CIS), the authors illustrate how multinational corporations (MNCs) can benefit from talent management practices and as a result, develop a strategy of organizational leadership. Offering empirical examples from each region, this book examines how economic and cultural contexts influence talent management. Talent Management in Global Organizations discusses successful cases in different cross-cultural settings, and aims to inspire companies around the world to develop and implement talent management practices effectively.
Purpose. The purpose of the paper is to identify the external and internal factors which lead to the formation of talent retention practices in organizations operating in the territory of Russia. The research involves 21 companies — representatives of eight industries and five countries. Methodology. The research is based on a mixed methodology. In addition to theoretical analysis and identification of external and internal factors that influence the formation of talent retention practices, the authors conduct a multiple case study to evaluate an organizational context of talent retention practices in the companies. To analyze the data, both qualitative and quantitative methods are used. Findings. As the results of the research, it is shown that with respect to the talent retention practices, the role of the innovative component in an organization’s business model or the role of the stability of the results lead to the formation of two clusters of talent management system configurations. Companies which focus on creating an innovative product / service demonstrate the talent-centered talent management system configurations with blurred, fuzzy boundaries. In such organizations, the talent retention practice is not distinguished as a separate one and does not have clear boundaries but manifests itself through the other talent management practices. Companies that focus on the implementation of integrated solutions and products restricted by sectoral, state and other standards, the talent management system configurations are outlined, with predetermined performance indicators. In organizations of this type, a clearer identification of the boundaries of talent retention practices might be observed, as well as toolkit and criteria by which organization’s leaders determine and identify talents and the principles of their retention. Value of results. As part of the research, the authors for the first time have introduced a numerical scale for analyzing and interpreting the talent management system configuration. The scale made it possible to distinguish two clusters of the organizations from the point of formation of talent retention practices. The further usage the scale provides grounds for preliminary analysis of the talent management system configuration in the company, makes it possible to determine practices connected to each other, and to identify areas for the further development of talent management in the organization.
Purpose is to find the key measures and individual differences of business leaders’ motivation for the prospective career planning. Approach. This article presents the results of the study carried out using a sample of a financial organization business leaders with the aim to identify the key scales of the motivational space that determine labor activity. The research analysed a sample of 670 business leaders, middle and line managers from financial organizations, and used a motivational task procedure (Strizhova, Gusev, 2013), which reconstructs motivational space. The conditions for the solution of a motivational task are realized by Motivation Map method. Diagnostic procedure places a list of motivation objects in a two-dimensional graph space of evaluation scales. Findings. It was found that middle and line managers have differences in their motivation. Money and family welfare are more important for line managers, status and professional and personal development are more important for middle managers, pleasure and inspiration from work has more probability for successes for middle managers, then how career growth has more probability for successes for line managers, interesting job allowing for maximum personal potential realization is more difficult for middle managers, helpfulness to others is more external for middle managers. As a result of multidimensional scaling of the data obtained, empirical scales of labour activity for line and middle managers’ motivational space were also obtained. The results of the research can be used by hr manager and organizational psychologist, interested in executive coaching and talent pool development. Value of the results. The results can be used in prospective planning of the career development.
Smoking is a problem, bringing signifi cant social and economic costs to Russiansociety. However, ratifi cation of the World health organization Framework conventionon tobacco control makes it possible to improve Russian legislation accordingto the international standards. So, I describe some measures that should be taken bythe Russian authorities in the nearest future, and I examine their effi ciency. By studyingthe international evidence I analyze the impact of the smoke-free areas, advertisementand sponsorship bans, tax increases, etc. on the prevalence of smoking, cigaretteconsumption and some other indicators. I also investigate the obstacles confrontingthe Russian authorities when they introduce new policy measures and the public attitudetowards these measures. I conclude that there is a number of easy-to-implementanti-smoking activities that need no fi nancial resources but only a political will.
One of the most important indicators of company's success is the increase of its value. The article investigates traditional methods of company's value assessment and the evidence that the application of these methods is incorrect in the new stage of economy. So it is necessary to create a new method of valuation based on the new main sources of company's success that is its intellectual capital.
портовый менеджмент, показатели деятельности, анализ эффективности, система учета, распределение издержек, методы анализа деятельности портовой системы
At present many industries reveal tendency for setting up of vertically integrated companies (VIC) the structure of which unites all technological processes. This tendency proved its efficiency in oil industry where coordination of all successive stages of technological process, namely, oil prospecting and production -oil transportation - oil processing - oil chemistry - oil products and oil chemicals marketing, is necessary. The article considers specific features of introduction of "personnel management" module at enterprises of oil and gas industry.
vertically integrated companies; personnel management