Strategic Approach to Talent Management in the Largest Macedonian Export Companies
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Transcript of Strategic Approach to Talent Management in the Largest Macedonian Export Companies
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Strategic Approach to Talent
Management in the Largest
Macedonian Export Companies
- Master’s Thesis –
Mentor: Prof. PhD Miha Škerlavaj
Candidate: Darko Petrovski
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Agenda
1. Introduction
2. The survey
3. The results
4. Implications & Recommendations
5. Conclusions
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Introduction
TM is one of the hottest topics in HR
TM is an umbrella concept
Strategic approach
Competitive advantage
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Strategic Talent Management Approach
Creation of Human Capital centric organization with high
involvement of talents, who provide competitive advantage
Talent acquisition
and identification
Performance
management
Succession
planning
Workforce
planning
Competencies
modelling
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The Survey
1. Quantitative
100 largest MK Export Co.
2. Qualitative
Interviews with experts
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The Results
• TM not present in micro and small export companies.
• TM is not widely recognized for bringing comp. advantage.
• Responds came mainly from: a) big sized companies,
b) companies with foreign or mixed capital and/or
c) manufacturing industry.
• Most of the respondents have small or middle HR dept’.
• Experts say: having HR capacities is a precondition for TM.
• Deployment of TM practices comes from companies with
foreign or mixed capital.
• Only 5 (with foreign capital) have strategic approach to TM.
• Companies don’t ask for help in implementation of TM.
• Efforts for including TM in some HR university programs.
• HR professionals organizations have potential and interest
for awareness raising in regard to TM.
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Implications and Recommendations
• Companies have to build adequate capacities in HRM
and knowledge and competencies in TM
• Managers have to support implementation of TM
practices aligned to company objectives and foster
usage of ICT
• Companies should maintain proactive relationships
with the universities and consulting providers.
• Managers should support HR specialists to participate
in trainings, competency building and experience
exchange within professional organizations.
• Macedonian economy needs to identify, develop and
retain crucial talent for improving competitiveness.
• Universities and consultants need to catch-up with the
advanced knowledge and practices in regard to TM.
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Conclusions
• Companies need to assess their real needs and use a
systematic approach, so that the talents are attracted,
identified, recruited, developed and retained and fully
employed towards achieving sustainable strategic objectives.
• All forces (the political factors, the companies, the public
sector, the universities, the consultants and the HR experts
and professional organizations) in Macedonia need to join
their forces to raising the awareness of the advantages TM
brings, on the way to achieve competitive advantage on the
regional and global markets.
Charan & Conaty (2012)
“If firms managed their money as
carelessly as they manage their
people, most would be bankrupt.”
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