The Role of Talent Management in Knowledge-Based Organizations
Krzysztof Jurek
Jagiellonian University in Kraków, Doctoral School in the Social Scienceshttps://orcid.org/0000-0003-4154-6416
Résumé
The aim of this article is to theoretically analyze the specifics of talent management in knowledge-
-based organizations, with particular emphasis on the factors that determine the effectiveness of this process. The author aims to demonstrate the importance of a strategic approach to identifying, developing, and retaining high-potential employees, as well as to characterize selected talent management models in the context of knowledge organizations. Talent management is a complex and strategic process centered on high-potential human resources. It encompasses both the identification and development of individuals distinguished by special abilities, as well as the design and implementation of organizational processes aimed at their effective acquisition, deployment, retention and further support in their development. The approach also takes into account the necessity of forming long-term relationships with talented individuals - both at the stage before and after the formal establishment of cooperation - as well as taking care of favorable conditions for their functioning within the organization or in a partnership relationship. The article is theoretical in nature and its main purpose is to show the specifics of talent management in the conditions of knowledge-based organizations. It presents the essence of this type of organization and discusses selected models of talent management. Attention was also paid to factors that can significantly limit the effectiveness of the process in question. Among the barriers identified as key are the following: unfavorable employer image in the labor market, trust deficit in intra-organizational relations, limiting the space for cooperation and knowledge exchange between talented employees and the organizational environment, lack of systemic recognition of individual competencies, low level of involvement of top management in talent development issues, creating an atmosphere of employment insecurity, tolerating the presence of people lacking key competencies.
Mots-clés :
talent management, knowledge-based organizations, human capital, employer brandingRéférences
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Jagiellonian University in Kraków, Doctoral School in the Social Sciences
https://orcid.org/0000-0003-4154-6416
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