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Title:Upravljanje talentov v digitalni dobi
Authors:ID Jovičić, Marija (Author)
ID Šarotar Žižek, Simona (Mentor) More about this mentor... New window
ID Rožman, Maja (Comentor)
Files:.pdf MAG_Jovicic_Marija_2025.pdf (1,26 MB)
MD5: F6C52A529A8BCEEF69DB3BBC768AC31D
 
Language:Slovenian
Work type:Master's thesis/paper
Typology:2.09 - Master's Thesis
Organization:EPF - Faculty of Business and Economics
Abstract:Raziskava obravnava digitalizacijo v kontekstu upravljanja talentov in organizacijskega razvoja v digitalni dobi. V današnjem hitrem in dinamičnem poslovnem okolju digitalizacija oblikuje vse vidike poslovanja organizacij, vključno z menedžmentom človeških virov. V tem kontekstu postaja upravljanje talentov vse pomembnejši proces za dosego in ohranjanje konkurenčne prednosti organizacij. Digitalna orodja, kot so umetna inteligenca in sistemi za podporo odločanju, izboljšujejo preglednosti in omogočajo etično usmerjene odločitve, kar pripomore k večji natančnosti in preglednosti v organizacijskih procesih. Hkrati digitalizacija prinaša izzive, kot so povečana konkurenca pri pridobivanju talentov ter izzivi pri usklajevanju poklicnega in zasebnega življenja, kar zahteva uvedbo politik, kot je pravica do odklopa, da bi preprečili izgorelost zaposlenih. Poleg tega digitalna orodja pozitivno vplivajo na razvoj kompetenc, karierni napredek in izboljšanje zadrževanja talentov. Vendar digitalizacija prinaša tudi izzive, kot so manjša osebna interakcija in večja fluktuacija zaposlenih. Digitalizacija torej preoblikuje prakse upravljanja talentov, vendar zahteva premišljeno strategijo za obvladovanje negativnih vplivov, kot so izgorelost in težave pri usklajevanju osebnega in poklicnega življenja. Uspešna implementacija digitalnih orodij v organizacijah je mogoča le, če se upoštevajo izzivi ter oblikujejo ustrezne strategije, ki omogočajo polno izkoriščanje prednosti digitalne preobrazbe. Tako lahko organizacije v celoti izkoristijo potencial digitalnih orodij za razvoj in upravljanje talentov v dinamičnem poslovnem okolju.
Keywords:digitalizacija, upravljanje talentov, osebna blagovna znamka, nenehno učenje, etika v HR, ravnovesje med poklicnim in zasebnim življenjem.
Place of publishing:Maribor
Publisher:M. Jovičić
Year of publishing:2025
PID:20.500.12556/DKUM-91650 New window
UDC:005.96
COBISS.SI-ID:230162947 New window
Publication date in DKUM:25.03.2025
Views:114
Downloads:125
Metadata:XML DC-XML DC-RDF
Categories:EPF
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Licences

License:CC BY-NC-ND 4.0, Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International
Link:http://creativecommons.org/licenses/by-nc-nd/4.0/
Description:The most restrictive Creative Commons license. This only allows people to download and share the work for no commercial gain and for no other purposes.
Licensing start date:23.01.2025

Secondary language

Language:English
Title:Talent management in the digital age
Abstract:The research examines digitalization in the context of talent management and organizational development in the digital age. In today's fast-paced and dynamic business environment, digitalization shapes all aspects of organizational operations, including human resource management. In this context, talent management is becoming an increasingly important process for achieving and maintaining organizational competitive advantage. Digital tools, such as artificial intelligence and decision support systems, enhance transparency and enable ethically driven decisions, contributing to greater accuracy and clarity in organizational processes. At the same time, digitalization brings challenges, such as increased competition for acquiring talent and difficulties in balancing work and personal life, necessitating the implementation of policies like the right to disconnect to prevent employee burnout. Furthermore, digital tools positively influence the development of competencies, career advancement, and improved talent retention. However, digitalization also presents challenges, such as reduced personal interaction and higher employee turnover. Therefore, while digitalization reshapes talent management practices, it necessitates a thoughtful approach to addressing negative consequences, such as burnout and work-life balance issues. Successful integration of digital tools into organizational processes requires recognizing these challenges and implementing effective strategies that maximize the benefits of digital transformation. By doing so, organizations can fully leverage digital tools to enhance talent management and thrive in an ever-changing business landscape.
Keywords:Digitalization, talent management, personal branding, continuous learning, ethics in HR, work-life balance.


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