Bachelor 2020/2021

Managing Talent

Type: Compulsory course (Business Administration)

Area of studies: Management

Delivered by: Department of Organisational Behaviour and Human Resource Management

Where: Graduate School of Business

When: 3 year, 3, 4 module

Mode of studies: offline

Instructors: Stanislav Kiselev, Olga Mondrus

Language: English

ECTS credits: 4

Contact hours: 40

Course Syllabus

Abstract

Talent management as an innovative approach to employee management is attracting more and more attention both in foreign and Russian companies. Until now, scientists and practitioners have studied this phenomenon as a whole, trying to find benchmarks and pursuing the goal of defining universal concepts. Several practitioners and academics have taken a distinctive path, outlining the fundamental differences between talent management, existing workforce, and HR systems. However, given the significant uncertainty of the external environment, variations of economic conditions and access to talents for different industries, it is worth talking about talent management in a specific context, given the conditions that affect the formation of a talent management system. Thus, an important component of the talent management course is the search and systematisation of external and internal factors that affect the company's activities at different levels. In addition to the areas mentioned above, one of the most important talent management issues is HR analytics and approaches to building models for defining talents in an organisation, managing talent performance, using analytics in attracting, developing, deploying and maintaining talent management practices. Students will learn how to identify talent in business, develop a talent management system, how to define and evaluate talent management strategy and its connection of a company's strategy, and find an appropriate way to develop a core set of talent management practices based on a number of factors which influence talent management. The course is based on the case studies and examples on talent management implementation based on actual data sets and results of recent research. Some of the tasks, which will be given to students, are in progress in the companies and have not finished yet. Thus the companies' representatives will evaulate the results of students' work on case studies and their applicability to the context of their companies.

Learning Objectives

• The goal of the course is to form systemic view on talent management. A systematic approach will allow the students of the course to • build necessary skills and form competences, based on which students will have the opportunity to see a holistic approach to managing people and changes in organisations; • understand the contextual dependence of changes and talent management in organisations; • evaluate and built capabilities for sustaining change.

Expected Learning Outcomes

• describes main historical aspects of talent management
• differentiates and compares historical, economic, country, sectoral aspects of talent management
• reveals the main components of talent mangement system
• identifies the discrepancies in positioning and perception of the talent management components in the organisation
• argues for (causal) connections between factors of global, country, sectoral, organisational and individual context and the talent mangement system of an organisation.
• illustrates the connections between factors identified, the strategy of the company and the talent management system
• develops talent management strategy for the organisation chosen
• defends the talent management strategic plan for the organisation chosen
• recognises trends in global talent management
• transforms global talent practices into local practices
• applies methods of personal development

Course Contents

• The historical development of talent management
  Overview of different approaches to talent in science (pedagogy, psychology, psychophysiology), the formation of understanding of talent in business and the emergence of the concept of talent in practice (business, management). The prerequisites of the emergence of talent management, the first approaches to talent management, the evolution from the search for benchmarks and an exclusive approach to contextualisation and inclusiveness in talent management, environmental factors that lead to the formation of such an approach to employee management.
• Definition of talent in business. Talent management system
  The company’s mission, philosophy, value system, and corporate culture, the basis of talent determinations in business and in a certain organisation. Identification of the components of talent definitions. Business strategy of the company and its connection to the formation of a model of talent management system. The talent management system model defined by the main dichotomous pairs. The link between the definition of talent and the structure of the talent management system. Corporate social responsibility, sustainability and ethics of talent management.
• Factors shaping the talent management system, the talent management system configuration
  Sectoral labour markets, factors affecting the formation of unique conditions in a labour market, drivers that can lead to a specific request for talented employees in a certain industry. Segments of industries, the configuration of the talent management system in companies.
• Talent management practices in organisations
  Practices of talent management in organisations: attraction, selection, development, assignment, motivation, evaluation, retention. Build a continuous process of supplying the organisation with talents
• Global talent management
  Globalisation of business, features of cross-cultural communications, identification of talented employees, building global channels for talent development, transformation of talent management practices from (global) local to (local) global and glocal.
• Individual level of talent development
  Approaches to personal development

Assessment Elements

• Cases
• Projects
• Essay
• Exam

Interim Assessment

• Interim assessment (4 module)
  0.25 * Cases + 0.25 * Essay + 0.25 * Exam + 0.25 * Projects

Bibliography

Recommended Core Bibliography

• Collings, D.G., Mellahi, K., and Cascio, W. F. 2017. The Oxford Handbook of Talent Management // Eds. By Collings, D.G., Mellahi, K., and Cascio, Oxford University Press.
• Karin A. King, & Vlad Vaiman. (2019). Enabling effective talent management through a macro-contingent approach: A framework for research and practice. Business Research Quarterly, (3), 194. https://doi.org/10.1016/j.brq.2019.04.005

Recommended Additional Bibliography

• Björkman, I., Ehrnrooth, M., Mäkelä, K., Smale, A., & Sumelius, J. (2013). Talent or Not? Employee Reactions to Talent Identification. Human Resource Management, 52(2), 195–214. https://doi.org/10.1002/hrm.21525
• De Boeck, G., Meyers, M. C., & Dries, N. (2018). Employee reactions to talent management: Assumptions versus evidence. Journal of Organizational Behavior, 39(2), 199–213. https://doi.org/10.1002/job.2254
• Latukha, M. (2015). Talent management in Russian companies: domestic challenges and international experience. International Journal of Human Resource Management, 26(8), 1051–1075. https://doi.org/10.1080/09585192.2014.922598
• Nijs, S., Gallardo-Gallardo, E., Dries, N., & Sels, L. (2014). A multidisciplinary review into the definition, operationalization, and measurement of talent. Journal of World Business, (2), 180. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsrep&AN=edsrep.a.eee.worbus.v49y2014i2p180.191