Talented Employees in Russian and Foreign Companies

2013 ◽  
pp. 147-156 ◽  
Author(s):  
M. Latukha ◽  
T. Tsukanova
Keyword(s):  
Management Practices ◽  
Management Practice ◽  
Talent Management ◽  
Foreign Companies ◽  
Study Results ◽  
Practice Development

The study investigates talent management practices in Russian and foreign companies. The inquiry of Russian and foreign companies (working in Russia) showed that perceived and dedicated talent management practices contribute to better companies performance. The study results can be used in talent management practice development.

scholarly journals Influence of Talent Management Practices on Turnover Intent among Research Scientists at the National Museums of Kenya (NMK), Nairobi.

2019 ◽  
Vol 8 (1) ◽  
pp. 1-19
Author(s):  
Nicholas Ochieng' Ojwang'
Keyword(s):  
Employee Engagement ◽  
Social Exchange ◽  
Employee Turnover ◽  
Management Practices ◽  
Talent Management ◽  
Turnover Intent ◽  
Extensive Literature ◽  
Study Results ◽  
National Museums ◽  
Research Scientists

Human talent represents a source of competitive advantage. Yet the very people organisations would want to retain are the ones most likely to leave. What determines employee turnover is a vital question to organisations facing business continuity challenges. Through the prism of the Human Capital and Social Exchange theories, this study aimed at examining the influence of Talent Management practices on turnover intent among Research Scientists at the National Museums of Kenya, Nairobi. Data was collected by means of a structured questionnaire formulated based on extensive literature review. The study targeted 128 employees designated as Research Scientists at the time of conducting this study. Results indicate very high levels of engagement among Research Scientists at NMK. Though respondents understand how their performance is evaluated, the link between pay and performance appears unclear to them. Ample learning and growth opportunities do exist but identification of training needs is not methodical. The study also revealed a clear dissatisfaction with the total compensation package. Although majority of respondents believed that advancement opportunities existed, they were less confident regarding existence of equal opportunity for such advancement. Regression analysis of results indicated that of the six independent variables studied, only employee engagement had significant relationship with employee turnover intent. The study concludes that employee engagement is a critical factor in keeping employees in the organisation. It is recommended that NMK develops effective retention strategies to ensure that Research Scientists remain engaged and committed. An integrated rewards scheme incorporating non-financial factors, career development and work-life balance should form part of the strategy. In addition, a formalised induction program as well as a systematic learning and development scheme with individualised plans needs to be put in place.

scholarly journals Development of Lean Approaching Sustainability Tools (LAST) Matrix for Achieving Integrated Lean and Sustainable Construction

2021 ◽  
Vol 21 (3) ◽  
Author(s):  
Mughees Aslam ◽  
Zhili Gao ◽  
Gary Smith
Keyword(s):  
Construction Management ◽  
Management Practices ◽  
Management Practice ◽  
Three Dimensions ◽  
Sustainable Construction ◽  
Study Results ◽  
Metadata Analysis ◽  
Traditional Construction ◽  
Tools And Techniques ◽  
Selection Of

Challenges exist across the three dimensions of construction sustainability (economic; social and environmental) due to low productivity, waste, safety, and environmental hazards attributed to existing construction management practices.  Lean construction (LC) has been widely accepted as a robust philosophy to enable sustainable construction (SC) practices. However, the existing literature is more inclined toward defining the integration between LC and sustainability through LC practices and techniques. Little research tackles the challenges of achieving sustainable goals within the current practices. Therefore, this paper aims to present a strategy that can help the construction industry overcome the challenges of SC in the traditional construction management practice by using LC. The challenges of SC are identified through a systematic literature review approach with metadata analysis. Compared with LC principles, tools and techniques, the strategy focused on identifying (1) the power and potential of LC principles and (2) the best LC practices/techniques that help in overcoming these SC challenges. The study results showed 20 out of 32 challenges identified can be overcome by using LC integrated with SC. Finally, a Lean Approaching Sustainability Tools (LAST) matrix is developed to provide guidelines to the construction stakeholders for the selection of LC practices/tools/techniques in overcoming the top 15 most important challenges.

Development of the Recruiting Process According to Talent Management Conception (a Telecommunication Company Experiense)

2018 ◽  
Vol 7 (5) ◽  
pp. 56-60
Author(s):  
М. Коробкина ◽  
M. Korobkina ◽  
Л. Ширяева ◽  
L. Shiryaeva
Keyword(s):  
Management Practices ◽  
Training Evaluation ◽  
Talent Management ◽  
Innovative Technology ◽  
Foreign Companies ◽  
Personnel Planning ◽  
Definition Of ◽  
Further Development ◽  
Modern Sense

Recruiting is one of the key elements of the work of the HR department of any organization, since the effectiveness of the company depends on the quality of the selected personnel. In the modern sense, recruiting and hiring should be implemented in close interaction with such areas as personnel planning, adaptation, training, evaluation of the results and potential of employees, as well as planning their further development and grows. The innovative technology that unites these areas is talent management. The introduction of talent management practices in Russian organizations demonstrates the understanding of the importance of this process. The article reveals the definition of talent management, gives examples of the application of this technology in Russian and foreign companies, and also examines the process of transforming the recruiting function into talent management in a telecommunication organization.

scholarly journals Talent Management Practices on Employee Turnover Intention

2021 ◽  
Vol 14 (3) ◽  
pp. 248
Author(s):  
Wehelmina Rumawas
Keyword(s):  
Employee Engagement ◽  
Generation Y ◽  
Organizational Support ◽  
Turnover Intention ◽  
Perceived Organizational Support ◽  
Management Practices ◽  
Management Practice ◽  
Sampling Technique ◽  
Talent Management ◽  
The Impact

Human resource managers need to play critical roles to overcome the talented and younger employees' turnover intention in an organization. This study aims to determine the causal relationship between talent management practice, perceived organizational support, and employee engagement and the impact on the turnover intention of Generation Y employees. A convenience sampling technique was used for this research. The study surveyed 182 Generation Y employees. The data collected were initially analyzed using the PLS-SEM method with the smartPLS-3 software. The results showed that talent management practice has a significant effect on perceived organizational support and employee engagement. It is also inferred that talent management practice, perceived organizational support, and employee engagement has a significant negative effect on turnover intention. This study also confirms that perceived organizational support has a significant positive effect on employee engagement. Additionally, this study discovered that perceived organizational support and employee engagement operate as mediators between talent management practices and turnover intention.

scholarly journals The Role of Talent Management in the Relationships between Employee Engagement: A Study of GLCs

2018 ◽  
Vol 150 ◽  
pp. 05060 ◽  
Author(s):  
Afdzal Aizat Ramli ◽  
Aerni Isa ◽  
Nur Lyana Baharin ◽  
Hazril Izwar Ibrahim
Keyword(s):  
Employee Engagement ◽  
Management Practices ◽  
Management Practice ◽  
Talent Management ◽  
Partial Least Square ◽  
Least Square ◽  
Business Competitiveness ◽  
High Level ◽  
The Relationship

Talent management practice is crucial in relating the potential talent. The GLCs need to have a potential talent in order to continue the value creation for business competitiveness. Moreover, talent that possesses high level of commitment and engagement will add value in the organization. This study aims to examine the relationship between talent management practices and employee engagement of employees at GLCs. The sample included 230 employees, which were selected randomly. For this study the method for data collection uses a structured questionnaire and were analyzed using partial least square. The hypothesis in this study is accepted whereby on the empirical evidences, it proves the relationship between talent management practices and employee engagement‥

scholarly journals Talent Management: An Emerging Focus on the Banking Sector of South Africa

2021 ◽  
Vol 8 (6) ◽  
pp. 1
Author(s):  
Abhinanda . ◽  
Sandeep Muralidharan
Keyword(s):  
Human Resource ◽  
Quantitative Data ◽  
Management Practices ◽  
Banking Sector ◽  
Management Practice ◽  
Talent Management ◽  
Retention Rates ◽  
Chi Square ◽  
Recruitment And Selection ◽  
The Impact

An organisation's talent management practice is a human resource strategy aimed at identifying, developing, deploying and retaining talented and high-potential staff. Talent management is primarily among the human resource practices of employee development. By identifying and enhancing the skills of employees, it not only increases their efficiency, but also results in higher job satisfaction, increased motivation, and elevated retention rates of staff.The purpose of this research was to look into the impact of talent management on South Africa's banking sector, with reference to the retention of employees. Those included in the study were randomly selected managers and staff from FNB, ABSA and Nedbank. The study's goal was to investigate if targeted talent management influences the retention of employees within the organisation.This study used a descriptive research design. To obtain quantitative data, the researcher applied a questionnaire. Descriptive statistics were used to analyse the quantitative data produced from Cronbach alpha, Z-test and Chi-square tests. The research disclosed that the primary talent methods are motivation, regular training and employee development.However, succession planning, career mentoring, recruitment, and selection - as talent management techniques have a direct relationship with employee retention. Based on the study’s findings, it is recommended that the organisation should develop effective talent management practices aimed at increasing the retention of employees.

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