Abstract: Talent management in today’s modern organizations has become data-driven due to a demand for objective human resource decision making and development of analytics technologies. HR managers have been faced with some obstacles in exploiting data and information to obtain their effective talent management decisions. These include process-based data and records; insufficient human capital-related measures and metrics; lack of capabilities in data modeling in strategic manners; and, time consuming to add up numbers and make decisions. This paper proposes a framework of talent management through integration of talent value chain and human capital analytics approaches. It encompasses key data, measures, and metrics regarding strategic talent management decisions along the organizational and talent value chain. Moreover, specific predictive and prescriptive models incorporating these data and information are recommended to help managers in understanding the state of talent, gaps in managing talent and the organization, and the ways to develop optimized talent strategies.
Abstract: The aim of this study was to investigate the current and ideal situations of the process of talent identification in Iranian football from the point of view of Iranian instructors of the Asian Football Confederation (AFC). This research was a descriptive-analytical study; in data collection phase a questionnaire was used, whose face validity was confirmed by experts of Physical Education and Sports Science. The reliability of questionnaire was estimated through the use of Cronbach's alpha method (0.91). This study involved 122 participants of Iranian instructors of the AFC who were selected based on stratified random sampling method. Descriptive statistics were used to describe the variables and inferential statistics (Chi-square) were used to test the hypotheses of the study at significant level (p ≤ 0.05). The results of Chi-square test related to the point of view of Iranian instructors of the AFC showed that the grass-roots scientific method was the best way to identify football players (0.001), less than 10 years old were the best ages for talent identification (0.001), the Football Federation was revealed to be the most important organization in talent identification (0.002), clubs were shown to be the most important institution in developing talents (0.001), trained scouts of Football Federation were demonstrated to be the best and most appropriate group for talent identification (0.001), and being referred by the football academy coaches was shown to be the best way to attract talented football players in Iran (0.001). It was also found that there was a huge difference between the current and ideal situation of the process of talent identification in Iranian football from the point of view of Iranian instructors of the AFC. Hence, it is recommended that the policy makers of talent identification for Iranian football provide a comprehensive, clear and systematic model of talent identification and development processes for the clubs and football teams, so that the talent identification process helps to nurture football talents more efficiently.
Abstract: Rapid growth of Information Technologies (IT) has
had huge influence on enterprises, and it has contributed to its
promotion and increasingly extensive use in enterprises. Information
Technologies have to a large extent determined the processes taking
place in an enterprise; what is more, IT development has brought the
need to adopt a brand new approach to human resources management
in an enterprise. The use of IT in human resource management
(HRM) is of high importance due to the growing role of information
and information technologies. The aim of this paper is to evaluate the
use of information technologies in human resources management in
enterprises. These practices will be presented in the following areas:
recruitment and selection, development and training, employee
assessment, motivation, talent management, personnel service.
Results of conducted survey show diversity of solutions applied in
particular areas of human resource management. In the future, further
development in this area should be expected, as well as integration of
individual HRM areas, growing mobile-enabled HR processes and
their transfer into the cloud. Presented IT solutions applied in HRM
are highly innovative, which is of great significance due to their
possible implementation in other enterprises.
Abstract: This paper aims to present a framework for the
organizational knowledge management, which seeks to deploy a
standardized structure for the integrated management of knowledge is
a common language based on domains, processes and global
indicators inspired by the COBIT framework 5 (ISACA, 2012),
which supports the integration of three technologies, enterprise
information architecture (EIA), the business process modeling (BPM)
and service-oriented architecture (SOA). The Gomak Framework is a
management platform that seeks to integrate the information
technology infrastructure, the structure of applications, information
infrastructure, and business logic and business model to support a
sound strategy of organizational knowledge management, low
process-based approach and concurrent engineering. Concurrent
engineering (CE) is a systematic approach to integrated product
development that respond to customer expectations, involving all
perspectives in parallel, from the beginning of the product life cycle.
(European Space Agency, 2000).
Abstract: Human Resource (HR) applications can be used to
provide fair and consistent decisions, and to improve the
effectiveness of decision making processes. Besides that, among
the challenge for HR professionals is to manage organization
talents, especially to ensure the right person for the right job at the
right time. For that reason, in this article, we attempt to describe
the potential to implement one of the talent management tasks i.e.
identifying existing talent by predicting their performance as one of
HR application for talent management. This study suggests the
potential HR system architecture for talent forecasting by using
past experience knowledge known as Knowledge Discovery in
Database (KDD) or Data Mining. This article consists of three
main parts; the first part deals with the overview of HR
applications, the prediction techniques and application, the general
view of Data mining and the basic concept of talent management
in HRM. The second part is to understand the use of Data Mining
technique in order to solve one of the talent management tasks, and
the third part is to propose the potential HR system architecture for
talent forecasting.
Abstract: The article is aimed at bringing information on the scope and the level of use of talent management by organizations in one of the Czech Republic regions, in the Moravian-Silesian Region. On the basis of data acquired by a questionnaire survey it has been found out that organizations in the above-mentioned region are implementing the system of talent management on a small scale: this approach is used by 3.8 % of organizations only that is 9 from 237 (100 %) of the approached respondents. The main reasons why this approach is not used is either that organizations have no knowledge of it or there is lack of financial and personnel resources. In the article recommendations suggested by the author can be found for a wider application of talent management in the Czech practice.
Abstract: Knowledge management is a critical component of
competitive success in service organizations. Knowledge
management centers on creating new knowledge and utilizing
existing knowledge. While utilizing existing knowledge relates to
input and control and can lead to a reduction in costs; creating new
knowledge relates to output and growth and can lead to an increase in
revenue. Therefore managers must ensure that they can successfully
optimize the knowledge and talent in their organizations. To do this
they and must try to develop an environment that promotes the
generation, acquisition, transfer and use of valuable knowledge in
creative ways. However knowledge management is complex and
diverse. Research suggests that organizations in general and SMEs in
particular are finding it difficult to implement successful knowledge
management initiatives. Our research attempts to understand whether
organizations are adopting best practice initiatives in their
organizations. This paper presents findings from an exploratory study
of 139 SMEs operating in the tourism sector across Europe. The
goals of the survey is to assess the level of awareness of knowledge
and talent management strategies and methodologies and to
determine whether the responding companies implement best practice
knowledge management initiatives in their organizations Analysis of
the findings from the study are presented and discussed.