TALENT MANAGEMENT IN NON-PROFIT INSTITUTIONS AT THE EXAMPLE OF POLISH SCOUTING AND GUIDING ORGANISATION

2017 ◽  
Vol 18 (4) ◽  
pp. 149-169
Author(s):  
Jadwiga Bakonyi ◽  
Marta Wojtaszek
Keyword(s):  
Human Resources ◽  
Human Resources Management ◽  
Talent Management ◽  
Survey Method ◽  
Non Profit ◽  
Resources Management ◽  
Second Stage

The topic of talent management is particularly popular in the context of enterprises. However, this issue is also related to organisations, which aim not at earning or multiplying capital, but at social commodity. This article raises the issue of talent management in non – profit institutions. The research has been carried out in Polish Scouting and Guiding Organisation (Związek Harcerstwa Polskiego – ZHP) – one of the largest non – governmental organisations in Poland with over 100 years of tradition and over 100 000 members. The aim of this research was to assess the validity of talent management in Polish Scouting and Guiding Organisation as well as the means of the management and identification of tools applied in this scope. In addition, the research aims at defining the possibilities of development of this aspect of management in the context of whole institution. At the first stage of the research the human resources management documents of ZHP were analysis. At the second stage of the research the diagnostic survey method was applied, the members of the organization were evaluated for the implementation of the guidelines included in the documents analyzed at a first stage.

The dimensions and practices of talent management and its role in enhancing the efficiency and effectiveness of human resources management: A theoretical analytical study: أبعاد وممارسات إدارة المواهب ودورها في تعزيز كفاءة وفاعلية إدارة الموارد البشرية: دراسة تحليلية نظرية

2021 ◽  
Vol 5 (19) ◽  
pp. 175-156
Author(s):  
Fatima Mohammad Al- Rakhis, Maha Mohammad Al- Rakhis Fatima Mohammad Al- Rakhis, Maha Mohammad Al- Rakhis
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Analytical Study ◽  
Management Practices ◽  
Human Resources Management ◽  
Talent Management ◽  
Resources Management ◽  
Efficiency And Effectiveness

The study aimed to examine the dimensions and practices of talent management and its role in enhancing the efficiency and effectiveness of human resource management, a theoretical analytical study, and by attempting to answer the main question of the study and the sub- questions of the research problem, and by relying on the descriptive, analytical and theoretical approach of previous literature in this field through four hypotheses that were examined. The results of the study revealed that there is a relationship between talent management practices and the efficiency and effectiveness of human resources management, in addition to a relationship between talent management practices in terms of discovery, retention and development of talented people and the efficiency and effectiveness of human resources management and the validation of the four hypotheses. Talents according to a long- term strategic plan that focuses on performance indicators that increase added value and support institutional sustainability, while directing talent management practices to enhance the efficiency and effectiveness of human resource management performance.

Talent-Management As a New Direction in the Area of Human Resources Management

2015 ◽  
Vol 4 (3) ◽  
pp. 5-9 ◽  
Author(s):  
Лысенко ◽  
E. Lysenko ◽  
Ковалева ◽  
Inessa Kovaleva
Keyword(s):  
Human Resources ◽  
Personnel Management ◽  
Human Resources Management ◽  
Talent Development ◽  
Talent Management ◽  
Main Attention ◽  
Continuous Training ◽  
Work Activities ◽  
Resources Management ◽  
Individual Capacity

The article is devoted to talent management as topical aspects of personnel management. The main attention is paid to the problem of understanding the nature of talent, its species and specific features considering that it is a purely individual capacity, expressed in varying degrees of mastery of man. An attempt to describe the process of talent management in the organization, which allocated 5 steps: setting for talent, attract talent, use talent, talent development and talent evaluation. Separate focus is directed to the technological rules and compliance with the stages of creating a talent management technologies in order to build an effective talent management system, which must constantly grow and develop by providing continuous training for the organization of employment, work activities, material and non-material motivation and produce consistent profits.

Talent Management As A New Concept Of Human Resource Management: Comparative Analysis Of «Best Practices»

2019 ◽  
Vol 8 (4) ◽  
pp. 74-82 ◽  
Author(s):  
Е. Берсенева ◽  
E. Berseneva ◽  
О. Бузань ◽  
O. Buzan' ◽  
Е. Лысенко ◽  
...  
Keyword(s):  
Human Resources ◽  
Business Strategy ◽  
Management System ◽  
High Performance ◽  
Management Practices ◽  
Human Resources Management ◽  
Talent Management ◽  
Efficient Production ◽  
Resources Management ◽  
Management Concept

This article is devoted to the consideration of talent management as a new, radically different from the traditional Human resources management concept of human resources management organization. The focus is on identifying and demonstrating the benefits and effectiveness of talent management practices over legacy management recipes in traditional management. When writing the theoretical part of the article, the aim was to present talent management as a constantly improving tool and the main key to a more meaningful, human and efficient production process, which is a comprehensive system of talent management processes of the organization. In the practical part of the article an attempt is made to describe and compare (search for common and distinctive features) talent management technologies in successful and successful organizations of our time. 10 large organizations actively using and developing the talent management system are taken as the object of analysis. Among them — companies from different countries with world names and unique reputation, leaders in their sectors of the economy (production): AMGen, Apple, Coca-Cola, General Electric, Google Inc. McDonald’s Corporation, Procter&Gamble, Samsung Group, Facebook, Gazpromneft. As parameters comparative evaluation of a dedicated “talent” and “attracting talent”, “use talent”, “talent development” “assessment of talent”, “motivated talents.” The results of the study allow us to conclude that talent management is currently actively developing, and the idea that talented staff is able to lead the company to success is becoming more obvious and undeniable. Talent management involves attracting and retaining the best employees, and using their potential for corporate purposes allows you to spend fewer resources, efficiently and leads to the highest performance and high performance. Talented staff is a competitive advantage of the business, and the ability to manage it correctly is the most important factor for ensuring leadership positions in the modern market. Therefore, the talent management system should be developed in the business strategy and implemented at all levels of the organization. The results of the study show that the heads of Russian companies need to pay attention to the experience of successful organizations in the field of talent management. All of the above proves that now the widespread introduction of talent management system is necessary.

scholarly journals STRATEGIC HUMAN RESOURCES MANAGEMENT AND BUSINESS INTELLIGENCE SYSTEMS IN THE PURPOSE OF SOCIAL AND ECONOMIC DEVELOPMENT

2019 ◽  
Vol 17 (1) ◽  
Author(s):  
Helena Lajšić
Keyword(s):  
Economic Development ◽  
Information Systems ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Business Intelligence ◽  
Information Technologies ◽  
Human Resources Management ◽  
Non Profit ◽  
Resources Management

Interesting knowledge is gained by researching and re-examining how human resources management works in our region - the city. Human resource management in every business system becomes completely different from what it has been. It is no longer understood only as a mere functional activity, but as a new business philosophy to be implemented at all managerial levels. In this century, human resources are not only the key competitive advantage of any organization, but of every country. A holistic, coherent human resource management of the organization in order to ensure the maximum value added and the best positioning for the achievement of organizational strategic goals, in broad terms, leads directly to general socio-economic development and progress. One of the key functions of HRM is to spread the various components of the strategic plan to all employees in the organization. An important function of human resources management can and should be to provide information on the strategic readiness of human capital - whether and to what extent available human resources have the required knowledge, skills and motivation to support and implement an organization’s strategy. There is no efficient strategic management of human resources without the support of information technologies and information systems. The development of information technologies and information systems dramatically changes the management of human resources. The strategic readiness of information capital (IT and systems) is the most meaningful measure of the value of the information capital of the organization. The greatest availability of information capital in human resources management is measured by the level of development of online transaction processing systems, whether it is a module of an ERP system, or that it is HRIS (Human Resources Information Systems). Another technology that has even more strategic significance is BI (Business Intelligence) technology and BI decision support systems. A particular challenge is to examine the state of and opportunities for the development of human resources in profit and non-profit institutions in our narrower region. This scientific work will attempt to obtain the missing information on the content and method of human resources management in the profit and non-profit sector, observed in the context of information systems.

scholarly journals Is Generation Z changing the understanding of HR work?

2021 ◽  
Vol 1 (2) ◽  
pp. 75-94
Author(s):  
Matthias Bender
Keyword(s):  
Human Resources ◽  
Qualitative Content Analysis ◽  
Human Resources Management ◽  
Talent Management ◽  
Management Approach ◽  
Extensive Literature ◽  
Current Form ◽  
Resources Management ◽  
Generation Z ◽  
Hr Management

This article aims to determine whether and how an increased entry of Generation Z could impact HR work. To answer this, two hypotheses were formulated. Afterward, an extensive literature search was carried out on various databases, with the search results being narrowed down step by step using two selection criteria. The finally selected literature, focusing on German-speaking areas, was then evaluated through qualitative content analysis. First, it was found that the research results on Generation Z are not as uniform as one might assume from the first impression, especially since there is also a tendency in the studies to prefer to interview students. However, it seems that the individual consideration of employees and communication with them will increasingly be demanded by them and thus become the focus of HR work, regardless of whether the employee is a talent or not. This fundamental claim could lead to the fact that the considerations regarding an exclusive or inclusive Talent Management approach are no longer expedient or even rather obstructive, especially since talent management in its current form has apparently not yet arrived at many companies even after more than 20 years. Considering the definition problem of the concept of talent alone, this is not surprising. The advantage of Talent Management over HR Management is that some main tasks from HR management are linked together. However, due to the framework conditions, all employees must be considered individually, and it could make sense to rename inclusive Talent Management to Employee Management. In that case, exclusive Talent Management is understood solely as Talent Management (methodological level), and both terms could be summarized under the generic term Human Resources Management (didactic level). This would result in a hierarchy of terms in which the terms are clearly distinguished from each other. Furthermore, the sharpening of the terms and the concentrated summary of essential aspects of personnel work (see Figure 3) should also make it easier for managers who are inexperienced in personnel work to carry out Human Resources Management. This article aims to contribute to the sharpening of theoretical concepts to facilitate their practical implementation. The article is suitable for entrepreneurs, executives, HR specialists, and academics.

scholarly journals PENGARUH KEPEMIMPINAN DAN KOMUNIKASI TERHADAP MOTIVASI SERTA DAMPAKNYA PADA KINERJA PERAWAT DI RS AMN SUBANG PTPN VIII

2018 ◽  
Vol 2 (1) ◽  
pp. 35-52
Author(s):  
Dian Candra Fatihah ◽  
Nurul Darmawanti
Keyword(s):  
Data Analysis ◽  
Human Resources ◽  
Path Analysis ◽  
Performance Studies ◽  
Human Resources Management ◽  
Survey Method ◽  
Leadership Communication ◽  
Resources Management ◽  
General Management ◽  
Management Work

This study aimstoobtainempiricalevidenceabout the"Influence of Leadership and Communication Motivation Against Nursesandits Impact on Performance (Studies in Executing Unit Nurse Inpatient Hospital AMN Subang PTPNVIII)". The results ofthis studyare expected to contributeto expanding the horizons for the study ofsciencein general management, hospital management, especially in managing human resources management, especially in terms of the management work of thenursesso that they canbe used asa reference development offuture studies. This researchis expected to improve the performance of nursesin hospitals AMN Subang PTPN VIII in improvingthe performance ofnursesthat will ultimately improvehealth carein hospital AMN Subang PTPN VIII. The method use disdescriptive survey method of verification. Data collectionis to use questionnaires to the nurses who responded, ie all nurses who work in inpatient hospitalunitsAMN Subang PTPN VIII. The data collectionwas conducted inMay 2014. Techniquesof data analysis using path analysis(path analysis). The results showed that leadership, communication and motivationin the category quit ewell although there are still some short coming sand constraintson the factorsthat influence it, as well asthe performance of nursesin health careactivities. Effect of partial (individual) leadership to motivation that is equal to34.3%, the communication of the motivations of 34.4%, the motivationon the performance of 67.1%, whereas the effect together (simultaneously) leadership and communication and their impacton motivationon the performance o fnurses by 68.6% .

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