Initial situation The massive amount of articles touching Talent Management (TM) and the focus on the Talent has increased since McKinsey & Company first coined the term in the late 1990s in their report “The War for Talent”. Still, there is little consensus in literature on the actual value of implementing TM architecture and the corresponding activities driving value in business companies. Structure The thesis strives to uncover definitions of the three terms Talent Management, Talent and Value. Completed on a comprehensive literature research we seek to find the value of Talent Management. The thesis composition consists of six chapters: All together, the chapters and their logical sequence firstly offer clarity of topic, problem and purpose. Secondary, the theoretical background provides familiarity to central concepts and definitions, building a theoretical foundation for the thesis. Thirdly, the methodological decisions for the research is presented and discussed. Chapter 4 illustrates the findings from the data collection and content coding, which is further discussed, applied for theoretical- and practical implications. Finally, a total summary and conclusion to provide the RQ with an answer is presented. Research Outcome Based on research findings we developed a definition for talent, found an appropriate definition for TM and value (Use value & Exchange value), tested the correlation between TM practices, and finally constructed a general TM-Model and a “Causes & Effects”-framework connecting (value creating) TM activities and value generation in terms of financial-, organizational- and HR outcome. The framework suggests a connection between TM and the added value. The outcome is discussed in regards to theoretical- and practical implications.
|Educations||MSocSc in Service Management, (Graduate Programme) Final Thesis|
|Number of pages||137|