20.500.12556/DKUM-82048 Management talentov s ciljem razvoja in zadržanja zaposlenih v izbranem podjetju Developing and retaining employees in the selected company through talent management Dandanes ima management talentov vedno pomembnejšo vlogo v organizacijah, kjer se trudijo pridobiti in zadržati talentirane posameznike. Talenti veljajo za eno glavnih gonil organizacijske uspešnosti in področje managementa talentov je postalo ključno za doseganje ciljev ter učinkovitosti. Talenti v organizacijah so potrebni in pogosto predstavljajo ključno točko strategije, ki vpliva na zagotavljanje konkurenčne prednosti. Management talentov je v organizacijah potreben za uspeh, doslednosti in učinkovitost. Prav zaradi tega smo se v magistrskem delu odločili raziskati danes eno pomembnejših področij v okviru managementa človeških virov, in sicer management talentov. V teoretičnem delu smo se osredotočili na področje managementa talentov in natančno opisali različne definicije, proces in prednosti managementa talentov ter se tudi dotaknili področja globalnega managementa talentov. Na začetku opisali management človeških virov, strateški management človeških virov in management talentov in ugotovili, da gre za medsebojno povezana področja, ki delujejo v soodvisnosti. V nadaljevanju smo se osredotočili na pojem talenta, ki predstavlja pomemben člen managementa talentov in s katerim se srečujemo že od leta. Skozi obravnavo talenta smo opisali pomembne aktivnosti za prepoznavanje, privabljanje, razvoj in zadržanje talentiranih zaposlenih. Podjetja morajo pozornost posvečati tako podobi delodajalci, kot dobremu »onboarding procesu, učinkoviti komunikaciji, kot tudi zagotavljanju različnih izobraževanj in usposabljanj za razvoj ter nefinančnih in finančnih nagrad, če si želi v svoje vrste privabiti in tudi zadržati talentirane zaposlene. Nato smo obravnavali področje in različne opredelitve management talentov in spoznali, da je management talentov pomemben tako za organizacijo, kot posameznika. Za organizacijo ima številne prednosti, kot so povečanje prihodkov, zmanjšanje stroškov, bolj učinkovita proizvodnja in višja kakovost. Posamezniki, ki so prepoznani kot talenti pa so navadno vključeni tudi v različne programe razvoja in imajo številne ugodnosti. V empiričnem delu magistrskega dela smo predstavili rezultate raziskave, ki smo jo izvedli v podjetju X, ki se ukvarja z bančnimi storitvami. Podjetje ima sedež v Avstriji in zaposluje več kot 1.100 ljudi ter posluje tako v Avstriji, kot tudi v Sloveniji, na Hrvaškem in Slovaškem. V raziskavo smo vključili zaposlene, ki opravljajo delo na območju Slovenije. Z anketnim vprašalnikom smo preverili, kako zaposleni v izbranem podjetju ocenjujejo aktivnosti za razvoj in zadržanje talentiranih zaposlenih in ali je njihova ocena povezana z namero, da ostanejo v podjetju. Zanimalo nas je tudi, ali ženske boljše ocenjujejo aktivnosti za spodbujanje razvoja kot moški. To nas je zanimalo iz razloga, saj imajo v podjetju razvit program za razvoj žensk. Temeljne ugotovitve magistrskega dela so, da tisti anketirani, ki v povprečju bolje ocenjujejo aktivnosti za razvoj in zadržanje talentiranih zaposlenih, tudi izkazujejo višjo stopnjo namere ostati v podjetju. Spoznali smo tudi, da ni bilo razlik v ocenjevanju aktivnosti za spodbujanje razvoja talentov med ženskami in moškimi. Na koncu magistrskega dela smo rezultate oziroma ugotovitve komentirali in podali predloge. Nowadays, talent management plays an increasingly important role in organizations, where they try to acquire and retain talented individuals. Talents are considered one of the primary drivers of organizational performance, and talent management has become essential to achieving goals and maximizing efficiency. Talents in organizations are necessary and often represent a key point of strategy that affects the provision of competitive advantage. An organization's success, consistency, and efficiency depend on talent management. For this reason, our master's thesis focuses on one of today's most important areas within human resources management, namely talent management.Ta stran ima enako obliko in elemente kot stran v slovenskem jeziku. Napišemo prevod povzetka v angleškem ali nemškem jeziku. In the theoretical part, we focused on the field of talent management and described in detail the various definitions, processes and advantages of talent management, we also touched on the field of global talent management. In the beginning, we described human resources management, strategic human resources management, and talent management and concluded that these are interrelated areas that work interdependently. In the following, we focused on the concept of talent, which represents an important element of talent management. Through the consideration of talent, we have described important activities for identifying, attracting, developing, and retaining talented employees. Companies must pay attention to the employer image, a good onboarding process, effective communication, as well as the provision of various educational programs and training for development, as well as non-financial and financial rewards if they want to attract and retain talented employees. Then we discussed the field and different definitions of talent management and realized that talent management is important for both the organization and the individual. It has many advantages for the organization, such as increased revenue, reduced costs, more efficient production, and higher quality. Individuals who are recognized as talents are usually also included in various development programs and have many benefits. This master's thesis presents the findings of our empirical research in company X. The company is based in Austria and employs more than 1,100 people and does business in Austria as well as in Slovenia, Croatia, and Slovakia. The survey included employees working in Slovenia. By using a questionnaire, we examined how employees of the selected company evaluate activities for the development and retention of talented employees and whether their evaluations are related to plans to stay. Additionally, we wanted to know if women rated development activities higher than men. Due to the fact that a company has a variety of educational programs for women, we researched this topic. This Master's thesis shows that those who, on average, rate activities for the development and retention of talented employees better, are also more likely to stay with the company. In addition, we found no difference in how women and men rated talent development activities. As a final step in the master's thesis, we commented on the results or findings and provided suggestions Management talentov talent management človeških virov zadržanje talentov razvoj talentov človeški viri. Talent management talent human resource management talent retention talent development human resources. true true false A. Pediček Slovenski jezik Angleški jezik Magistrsko delo/naloga 2022-07-05 11:13:45 2022-10-25 09:57:24 2022-10-26 03:24:30 0000-00-00 00:00:00 2022 0 [Maribor 0 0000-00-00 NiDoloceno NiDoloceno NiDoloceno 0000-00-00 0000-00-00 0000-00-00 658.3 126971395 MAG_Pedicek_Anemari_2022.pdf MAG_Pedicek_Anemari_2022.pdf 1 14A9758894E30B60ACAC00B8A8DDED2A da6bdb1f885a100a16c5fa417633dcef46f220b4670c37b0fe8c6fddd67475cb 4de29deb-3776-11ed-83c3-00155d000105 https://dk.um.si/Dokument.php?lang=slv&id=162885 Ekonomsko-poslovna fakulteta 0 0 0