Talent Management - Dissertation

Talents: the Key for Successful Organizations
Authors: Sara Ballesteros Rodrguez, Tutor: Dr. Pr. Philippe Daudi

n!aculada de la "uente #sco$ar, Subject: %eadership
Level and
semester:
&aster's Thesis
())*+,)
Sara Ballesteros Rodrguez and n!aculada de la
"uente #sco$ar
This thesis dissertation is dedicated to our dear fa!ily
and friends.
Sara Ballesteros Rodrguez
n!aculada de la "uente #sco$ar
Kal!ar, S-eden, &ay (),)
(
Sara Ballesteros Rodrguez and n!aculada de la "uente #sco$ar
ACKNOWLEDGMENTS
The inspiration in chosen area has $een gi.en to us fro! Dr. Philippe
Daudi, /ead of the &aster's Progra!!e in %eadership and &anage!ent
in nternational 0onte1t of %innaeus 2ni.ersity and our tutor for the
&aster. &any than3s for hi! that generously ha.e $een sharing his
3no-ledge, inspiring in e.ery possi$le -ay -ith his constructi.e
criticis!, feed$ac3s and ad.ices during all our thesis preparation. /e
helped to !aintain of the right direction in our in.estigation. 4nd also
-e -ould li3e to say than3 you to %innaeus 2ni.ersity to the grant,
-hich -e -ere a$le to go to Du$lin and to de.elop a part of this thesis.
5e can not lea.e -ithout paying attention to the contri$ution of our
fa!ilies, -ho allo- co!ing to S-eden and studying this &aster
Progra!!e that -e are 6nishing -ith this -or3.
4nd also to our friends fro! here and fro! Spain for their support and
their !oti.ation in e.ery !o!ent, -e ha.e $een feeling their $elief in
us and this feeling ga.e us forces and enthusias! to do this pro7ect.
"inally, than3s to all the class!ates $ecause as the /ead of the
Progra!!e said in the $eginning, the de.elop!ent of the courses
-ould $e di8erent -ithout the!, each of the! has !ade this
e1perience uni9ue.
Kalmar, Sweden, May 2010
:
ABSTRACT
Ta3ing into account the rapidly changing of the en.iron!ent no-adays
and the necessity of $eing di8erent $et-een organizations, this paper
tries to sho- ho- to achie.e a sustaina$le co!petiti.e ad.antage in
co!panies, through talented people using talent !anage!ent
strategies.
/ere is included all theoretical fra!e-or3 -here -e -ill e1plain our
understanding of talent !anage!ent, talented people and the
creati.ity as a talent. This fra!e-or3 gi.es us the tools needed to $e
a$le to analyse a real talent !anage!ent strategy.
During the analysis -e -ill disco.er that a talent !anage!ent strategy
has to $e 6tted -ith the corporate strategy and -ith the corporate
culture and also, that there are in6nite -ays to de.elop the talent
!anage!ent acti.ities, it depends on the organization -hich de.elops
it. "or instance -e are going to study t-o co!panies, ;erogrey and
<oogle, -hich are .ery di8erent $et-een the! $ut $oth of the! ha.e a
talent !anage!ent strategy.
=
This paper is our thesis -or3 a$out >Breeding and ?urturing Talents@,
-here the four chapters and our e!pirical 6ndings -ill $e presented,
follo-ed $y our Reference list so far. The 6rst chapter pro$le!atizes our
area of study and de6nes the goals and the i!portance of our research.
The second presents the !ethodological process that -e ha.e used.
The third chapter see3s to illustrate the !ain concepts guiding our
theoretical de.elop!ent and ho- they are lin3ed to our o$7ect of study.
The forth chapter is our e!pirical 6ndings and analysis a$out t-o
co!panies ;erogrey and <oogle. &oreo.er, the Reference list ai!s to
o8er an o.er.ie- of the theoretical fra!e-or3 and the !ost i!portant
authors that has $een selected.
TABLE OF CONTENTS
40K?O5%#D<&#?TS...............................
................................................................ :
4BSTR40T.................................................
................................................................ =
?TROD20TO?........................................
................................................................. A
,. The Research
4rea..........................................................
............................. A
(. The O$7ecti.es of the
Pro7ect......................................................
.................... *
:. The Research
Buestion ..................................................
,)
...........................
&#T/ODO%O<C .......................................
............................................................... ,(
T/#OR#T04%
"R4&#5ORK ...........................................
....................................... ,=
,. T4%#?T
&4?4<#&#?T...........................................
............................................. ,=
,.,. The 0oncept of Talent
&anage!ent............................................
........................ ,=
,.(. 5hy is Talent &anage!ent
!portantD................................................
.............. ,*
,.:. Theoretical &odel of Talent
&anage!ent............................................
................ (:
,.:.,. The denti6cation of the Pi.otal
Positions...
E.............................................
....(=
,.:.(. The De.elop!ent of the Talent
Pool..........................................................
....... (F
,.:.:. The 0reation of the /u!an Resources 4rchitecture
.....................
...................(
G
,.:.=. The #!ployee
Perfor!ance.............................................
................................ (H
,.=. The Recruit!ent of the Talent
Pool..........................................................
.......... (A
F
,.F. The De.elop!ent of the Talent
Pool..............................................
EEEE........
:)
,.G. The Retention of The Talent Pool.
E....................................................................:(
(. T4%#?T#D
P#OP%#................................................................................
.............. :F
(.,. De6nition of Talented
People.............................................................................. :F
(.(. 5hich are the Signs of the
TalentsD................................................................... :G
(.:. Self
4ctualization........................................................................
....................... :A
(.=. The #ducational
Syste!.................................................................................
... =)
:.
0R#4TITC...........................................................................
.................................. =,
:.,. De6nition of
0reati.ity..............................................................................
......... =,
:.(. 0reati.ity
Sources................................................................................
.............. =(
:.:. The Relationship $et-een 0reati.ity and
nno.ation.......................................... =(
:.=. S3ills of 0reati.e
People..................................................................................
... =:
:.F. Barriers to
0reati.ity..............................................................................
............ =:
:.G. %eadership Style to "o!ent the
0reati.ity.......................................................... =F
=. #&PR04% "?D?< 4?D
4?4%CS#S.................................................................. =G
=.,.
#!pirical Study:
;erogrey......................................................................
....... =G
=.,.,
.
Description of
;erogrey......................................................................
............ =G
=.,.(. The %ocation: The Digital
Depot..................................................................... =A
=.,.:. The 4nalysis of ;erogrey's Talent &anage!ent
Strategy................................ F,
=.,.:.,. The Recruit!ent 4cti.ities of
;erogrey..................................................... F:
=.,.:.(. The De.elop!ent 4cti.ities of
;erogrey.................................................... F=
=.,.:.:. The Retention 4cti.ities of
;erogrey......................................................... FF
4.1.3.4. The 0onclusion of the Talent &anage!ent of
;erogreyEEEEE..EE.FG
=.,.=. The Talented People and The 0reati.ity in ;erogrey FH
=.(. #!pirical Study: <oogle F*
=.(.,. Description of <oogle F*
G
=.(.(. <oogle: The Talent &anage!ent #1cellence G)
=.(.(.,. The Recruit!ent 4cti.ities of <oogle G(
=.(.(.(. The De.elop!ent 4cti.ities of <oogle G(
=.(.(.:. The Retention 4cti.ities of <oogle G=
=.(.(.=. n 0onclusion, an #1a!ple of Talent &anage!ent Strategy
GG
=.(.:. Talented People in <oogle, The <ooglers GH
=.(.=. /o- 0an They <et Their 0reati.ityD GA
=.:. 0onclusions and 0o!parisons $et-een ;erogrey and <oogle
G*
R#0O&&#?D4TO?S "OR D# "2T2R# H,
O2R #JP#R#?0# H,
R#"#R#?0# %ST H(
TABLE OF FIGURES
"igure ,. &odel of 0ollings and &ellahi (=
"igure (. &aslo-'s Pyra!id :A
H
INTRODUCTION
1. Research Area
Our thesis pro7ect is a$out the u!$rella >Breeding and ?urturing
Talents@, this the!e has a !ultitude of di8erent aspects or .ie- points.
"or this reason, -e -ill try to deli!it our study in a research 9uestion to
do it possi$le to perfor! -ith the research !ethods that -e -ill choose.
5e ha.e focused our thesis on a conceptual structure $ased on the
de.elop!ent of our understanding of talent !anage!ent and talent
people, -ith a special point dedicated to the creati.ity. 5e -ill focus our
attention on the pro$le! of co!panies e1ploiting all the i!aginati.e
potential of their e!ployees, and -e -ill pro.ide so!e ideas to sol.e it
through treating e!ployees as e1traordinary inno.ators gi.ing the!
tools to de.elop their creati.ity. n our e!pirical 6ndings and analysis
-e ha.e studied t-o co!panies, ;erogrey and <oogle, -hich use the
talent !anage!ent in a .ery di8erent -ay and that they 3no- that
their principal 3ey asset is talented people.
5e are going to -rite a$out talent manaement -hich is a
conte!porary pro$le!, $ecause -e ha.e o$ser.ed that there is a
positi.e relation $et-een talent !anage!ent process and $usiness
strategy to o$tain the success in organizations. 4ccording to the
sur.eys of Price 5aterhouse 0oopers K())*L the 0#Os consider that the
talent !anage!ent of e!ployees is a rele.ant issue to de.elop e.en in
a period of crisis and also, that can $e a source of a sustaina$le
co!petiti.e ad.antage, -here e!ployees are the 3ey assets.
n addition, -e thin3 in one 9uestion, -hy is talent !anage!ent arising
!ore and !ore no- in the organizationsD 5hen throughout all the
history, organizations al-ays ha.e tried to 6nd people -ith talents. The
ans-er to this 9uestion is that no-adays, co!panies are using talented
!anage!ent and talented people to o$tain a source of sustaina$le
co!petiti.e ad.antage for the organization. Thus, the 6r! o$tains as a
result to $e al-ays in the 6rst position if -e co!pare -ith the position
of the rest of organizations, -hich do not use or de.elop talent
!anage!ent. &oreo.er, this concept is i!portant $ecause -e are in a
conte1t characterized $y the $usiness -orld is highly co!petiti.e and
rapidly changing.
The study of talent !anage!ent is necessary, due to the lac3 of
theoretical de.elop!ent area and the de6nition of this concept and its
li!its and -e 3no- that can e1ist di8erent understanding of the talent
!anage!ent concept, $ut -e -ould li3e to present our o-n
understanding. 4ccording to 0ollings and &ellahi K())*L in a sur.ey
!ade in 2nited Kingdo! only a ()M of /u!an Resources Professionals
-or3
A
-ith a clear idea of -hat talent !anage!ent is, $ut a F,M of the! do
not ta3e into account this concept, although they 3no- that it is
signi6cant for 6r!s.
The second !ain issue of our research area that -e -ould li3e to study
is the concept of talente! "e#"le. 5ith this de6nition -e -ould li3e to
stress the di8erences $et-een talented and s"ec$al$%e! "e#"le.
Besides, -e -ould li3e to relate these characteristics of talented people
-ith our conception of a leader and also, the leadership style -hich
pro!otes the e1istence of talented people in the organizations, -hich is
the de!ocratic leadership.
n this part of our research -e -ant to note the lin3 $et-een talent
de.elop!ent and the educational syste!. The traditional educational
syste! -as .ery focus on learning theories and concepts rather that
de.eloping s3ills as creati.ity and learning $y doing, t !eans that this
syste! created specialized people !ore than talented people.
?o-adays, the society is a-are of this lac3 of talents and this is
reNected in the current educational syste! changes, one e1a!ple of
that is the BolognaOs Plan that -e -ill e1plain later. "urther!ore, -e
consider the creati.ity a .ery rele.ant talent inside talented people and
that is -hy -e are going to e1plain this talent -ith !ore detail.
n our opinion, all these opportunities can lead e!ployees to a$use
these ad.antages to de.elop their o-n interests and not to contri$ute
to ful6l the general interest of the enterprise, it !eans, the !ission and
purposes. Thus, the leader has to >control@ his or her -or3ers $ut
-ithout using authoritarian structures. This leadership style -ould
under!ine the -or3 done to encourage i!agination, -hich after all, is
one of leaderOs ai!s.
The leader hence has to see3 other -ays to e1ercise >control@, such as
o$taining that e!ployees share the leaderOs .ision. 4lternati.e !anner
co!!itted and !oti.ated the! so the leader gets the loyalty of
-or3ers. t !eans that the leader should use all s3ills that characterize
her or his position as co!!unication, inNuence, !oti.ation, and
charis!a and so on, $ut in a ne- -ay that in.ol.es the !anage!ent of
talents and the !anage!ent of creati.e !inds.
&. The O'(ect$)es #* the +r#(ect
Our pro7ect contains a nu!$er of o$7ecti.es, so!e of the! !ore
practical and others !ore acade!ic $ecause, of course, -e -ould li3e
to contri$ute -ith our study and our conclusions to the creation of
3no-ledge. 4nd also -e -ant that our pro7ect -ould $e useful in the
real $usiness -orld, for this reason, -e -ould li3e to gi.e practical
*
ad.ices to co!panies to e1ploit the full potential of e!ployees to $e
i!aginati.e people. 4lso, -ith this pro7ect -e -ant to achie.e a deep
understanding of the research topic. Our in.estigation -ill $e $ased on
6elds of hu!an resources and ad!inistration.
,. The Research -.est$#n
Our research areas are talent !anage!ent, talented people and the
creati.ity that -e ha.e !entioned a$o.e. The talent !anage!ent
helps to e1ploit all the potential that talented people ha.e and they do
not de.elop, due to !ay$e conditions in the co!pany are not suita$le,
e!ployees do not -ant or the leader do not 3no- ho- to achie.e it.
0onditions such as Ne1i$le -or3, Nuent co!!unication -ithout
$ureaucracy, casual $usiness en.iron!ent, tea! -or3, di.ersity in
tea!s, dyna!ic at!osphere, delegation of decision po-er and so forth.
This !eans that the organization o8ers plenty of de.elop!ent
opportunities to its e!ployees. 4nd also it gi.es the freedo! to thin3,
the freedo! to act, the freedo! to co!!unicate their i!aginati.e and
so!eti!es $old solutions. The o$7ecti.e of these conditions, -hich the
organizations gi.e to e!ployees, is to $rea3 -ith the grids of acting and
thin3ing that people de.elop throughout all their life in the society and
to regain the i!aginati.e and creati.e -ay of thin3ing of children and
also the self con6dence that characterize the!, $ut relying on the
3no-ledge of an adult. ?e.ertheless, these are .ery e1pensi.e actions
not only econo!ically $ut also in ter!s of ti!e, therefore the co!pany
has to ensure that >the in.est!ent@ re.erses through the high
perfor!ance of its e!ployees.
n this sense, -hat 3ind of e!ployee is hired in the recruit!ent is a
factor to ta3e into account, $ecause he or she should not only ha.e this
creati.e potential, $ut also the e!ployee !ust 3no- ho- to assu!e
responsi$ility. n addition, -hen e!ployees are -or3ing, 6r!s ha.e to
de.elop the! and also retain the!, it in.ol.es certain in.est!ents.
Therefore, they ha.e to ta3e care of this in.ersion -ith the e!ployees'
retention, $ut -e do not !ean a forced retention -e !ean a .oluntary
retention, $ecause e!ployees ha.e to $e !oti.ated and engaged -ith
the organization.
Su!!arising all of these ideas, -e -ill in.estigate the understanding of
talent !anage!ent and talented people and our research 9uestions is:
h#/ can an0 #ran$%at$#n !e)el#" a talent manaement
strate0 t# #'ta$n s."er$#r res.lts1
4nd -e !ean that this strategy is al-ays adapted to co!panies needs,
as -e -ill o$ser.e in the study of t-o co!panies, ;erogrey and <oogle.
,)
MET2ODOLOG3
The !ethodological approach that -e ha.e used is the r#.n!e!
the#r0 approach, -hich is a rocess that allows theory to emer!e out
o" the research mater#al rather than be#n! "orced out o" #t by the use o"
a redeterm#ned #dea or theory and #t #ml#es that theory #s #ml#c#t #n
the mater#al and can be drawn out by an #terat#ve rocess o" cod#n!
and comar#son K"isher et al., ())H, p.,(:L.
5e ha.e used that approach $ecause -e -ant to create 3no-ledge
a$out >Breeding and ?urturing Talents@ speci6cally a$out the talent
!anage!ent, talented people and the pro!otion of the creati.ity
a!ong e!ployees. n addition, -e -ant to gi.e a ne- .ie- point a$out
this topic.
4t 6rst -e ha.e $uilt a theoretical fra!e-or3, according to "isher
K())H, p.,(GL this tas3 is 6tting together all the concepts li3e in@ a
j#!saw u$$le@. 5e ha.e !ade it -ith the infor!ation that -e o$tained
of $oo3s, acade!ic articles to de.elop concepts, thus -e ha.e a strong
fra!e for our e!pirical studies.
Then, -e ha.e studied t-o 0ase Studies that -e ha.e related -ith the
fra!e-or3. "inally, -e ha.e rede6ned the theory ta3ing into account
the relation $et-een the theory and the e!pirical 6ndings. 4s -e ha.e
said $efore the t-o co!panies that -e ha.e analysed are ;erogrey and
<oogle. 5e ha.e chosen <oogle $ecause it is a $ig 6r! -hich has a
huge in.est!ent in talent !anage!ent and talented people. 4lso they
are really inno.ators in the 6eld of hu!an resources such as
!oti.ation, recruit!ent, de.elop!ent, retaining and !uch !ore. 5e
ha.e chosen ;erogrey, -hich is a s!all enterprise $ut they $ase their
strategy on talented people also. The o$7ecti.e is to test if the talent
!anage!ent can $e adapted to all 3ind of organizations.
4ccording to Strauss and 0or$in K())AL the grounded theory uses
9ualitati.e !ethods t# c#llect an! t# anal0se the !ata. Our topic is
!uch related -ith the hu!an $eha.iour and the hu!an understandingP
hence to in.estigate the! -e can not use 9uantitati.e !ethods.
&oreo.er, the a!$iguity of talented people does not ha.e place in this
3ind of 9uantitati.e techni9ues. The encourage!ent of the creati.ity
and the i!agination in talented e!ployees has too !any social
aspects, -hich are interrelated $et-een the!, producing the e1istence
of di8erent understanding of the realityP it !eans that this is su$7ecti.e.
The process to apply this approach co!!ences -ith the data collection.
n this stage -e ha.e done so!e $nter)$e/s, -e ha.e realized so!e
3ind of o$ser.ations and also -e ha.e loo3ed for infor!ation in se.eral
secondary sources KStrauss and 0or$in, ())AL.
n the case of ;erogrey -e had inter.ie-s and open dialogue -ith four
people: the 0#O, <uido &ea3, and also -ith three e!ployees: the
responsi$le for !ar3eting, the progra!!er and the responsi$le for
order !anage!ent and custo!er ser.ice. 4nd also -e did direct
o$ser.ations in Du$lin one of the head 9uarters of the co!pany.
n the case of <oogle, -e ha.e utilized se.eral sources of secondary
infor!ation as .ideos and photographs, -hich sho- the -or3ing
en.iron!ent and the culture and the philosophy of the 6r!, that
i!pulse the de.elop!ent of talents. n addition, -e ha.e used se.eral
acade!ic articles, thesis and $oo3s. 5e ha.e used secondary sources
$ecause <oogle is already a rele.ant co!pany in this area and -e
could 6nd a large and good 9uantity of infor!ation -ithout direct
contacting -ith the 6r!.
4ccording to Strauss and 0or$in K())AL, the analysis of the data is the
second stage -here -e ha.e interpreted the data to rede6ne concepts
that -e studied in the theoretical fra!e-or3 loo3ing at the! since a
practical point of .ie-, such as talent !anage!ent, recruit!ent,
!oti.ation, talent de.elop!ent, talented people and !uch !ore. n
these step, -e ha.e loo3ed for the infor!ation in the data cues, -hich
address us to see ho- co!panies achie.e the $reeding and nurturing of
the talents as creati.ity of their e!ployees through talent
!anage!ent.
The t-o last steps are the the#ret$cal $nterat$#n -here -e ha.e
7oined the theoretical fra!e-or3 -ith the e!pirical data to do the
analysis of t-o case studies and thus, -e ha.e o$tained the
conclusions. "inally, -e ha.e re!e4ne! the the#r0, -here concepts
that -e ha.e o$tained fro! the analysis of the data are interrelated
$et-een the! and thus, -e create 3no-ledge of our su$7ect KStrauss
and 0or$in, ())AL.
T2EORETICAL FRAMEWORK
1. TALENT MANAGEMENT
1.1. The C#nce"t #* Talent Manaement
n this part of the research -e -ill gi.e our understanding a$out -hat
talent !anage!ent is, -hich is a relati.ely ne- concept $ut its
co!ponents ha.e $een in /u!an Resources and &anage!ent
literature for a long ti!e. ?o- -e -ant to 7oin all these co!ponents to
shape a for!al de6nition of the concept.
The concept of >Talent &anage!ent@ ste!s fro! the concept of >-ar
for talent@, -hich -as 6rst used $y a group of &cKinsey consultants in
,**H. The concept reNects the change that -as $eginning in /u!an
Resources needs and practices in response to the ne- co!petiti.e and
dyna!ic en.iron!ent. >5ar for talent@ is a real -ar -hich starts
$et-een organizations to attract, de.elop, !oti.ate and retain the
talented e!ployees during the ,**)Os K0ollings and &ellahi, (),)L.
Talent &anage!ent concept has $een de.eloped during the ti!eP in it
6rst stage, it -as a concept only related -ith the /R practices as
recruit!ent and succession planning. t -as a ne- de6nition or concept
of the /R acti.ities that included the pre.ision of the future need of
-or3ers in the co!pany. 4 second stage of the concept -as related -ith
the sta8 needs and their progression into the organizationP here the
Talent &anage!ent paid !ore attention to the personal needs of the
e!ployees to achie.e their -elfare. n its third stage or conception the
!anage!ent of talented people -as included. The actual !eaning of
the concept introduce the idea of 3ey positions in the organization,
-hich ha.e to $e identi6ed 6rst and later 6lled -ith talented people,
the idea is to !ach the right person -ith the right 7o$ to achie.e a
superior perfor!ance and the !oti.ation of that e!ployee K0ollings
and &ellahi, (),)L.
4s -e can see in the article >Turning into Talent &anage!ent@ $y an
un3no-n author, there are t-o di8erent conceptions a$out -hat is
talent !anage!ent. The 6rst one is an e1clusi.e de6nition, -here the
o$7ect of the talent !anage!ent strategy -ill $e only the superior
people in the organization. The second one is an inclusi.e de6nition,
-here all e!ployees of the organization are considered talented people
and all of the! are to o$7ect of the Talent &anage!ent strategy.
?e.ertheless according to %undgren, & K())*Q(),)L, a concept can has
a nu!$er of di8erent understandings, $ecause it depends on -hat
aspect or feature the indi.idual focuses his or her attention. That is -hy
there could $e a nu!$er of di8erent de6nitions of Talent &anage!ent
and a nu!$er of di8erent -ays to de.elop it $ut all of the! has to
share the essence of the concept -hich is, in our opinion, that talent
!anage!ent is a strategy to treat organization e!ployees in the -ay
that !oti.e the! to e1ploit all the full potential of their talents to
acco!plish a superior perfor!ance for the co!pany.
5e -ill $ase our e1planation of the concept of talent !anage!ent on
the de6nition of Da.is et al, $ecause it is the !ost close to our o-n
understanding and it is e1plained in a .ery clear and organized !anner.
4ccording to Da.is et al K())HL the talent !anage!ent is the set of
acti.ities related -ith the recruit!ent, de.elop!ent and retention of
talented people -ho are a$le to achie.e a superior perfor!ance in a
particular co!pany, the talent !anage!ent acti.ities should $e
conducted through a strategy, it !eans, %a del#berate and structured
cororate aroach to real#$e the talent mana!ement KDa.is et al,
())H, p.,L. The 3ey factor of this de6nition is that -e are loo3ing for a
superior perfor!ance, it !eans, to hire people a$le to do the -or3 is
not enough, the talent !anage!ent strategy is de6ned to create a
talent pool in the organization -hich -ill gi.e to the organization a
sustaina$le co!petiti.e ad.antage $ased in its e!ployees.
5e $elie.e that no-adays T structures and tangi$le resources are
a.aila$le for all co!panies to a greater or lesser e1tent and to access
to the! is relati.ely easy through the in.ersion that is -hy they can
pro.ide a co!petiti.e ad.antage to the co!pany $ut not for a long
ti!e, sooner or later, the co!petition can !i!ic the processes or
products. t !eans that the only -ay to achie.e a sustaina$le are the
intangi$le resources as the talent of the -or3force.
Talented people are not easy to !anage, they for! a de!anding group
-hich needs the right sti!ulations to e1ploit their $ig potential, they
are high achie.ers, e.en they are a$le to run their o-n co!pany, -ho
are e1pecting a successful career in the organization, that is -hy the
co!pany has to gi.e that to their talent e!ployees if it -ants to 3eep
the! KDa.is et al ())HL.
The superior perfor!ance of the -or3ers is not acco!plished $y
chance, the talent !anage!ent re9uires an e8ort of the organization,
and this e8ort is shaped $y the in.est!ent re9uired to the acti.ities
and also the ti!e to plan the strategy and to e1ecute it. 4ccording to
Da.is et al K())HL, to see the pay$ac3 and the yield of the Talent
&anage!ent in.est!ent is a diRcult tas3, $ecause the result is hardly
9uanti6a$le, any 3ind of in.est!ent has ris3 -hich !ust $e calculated
to decide if the in.est!ent is pro6ta$le or not, the precise calculation of
the 6nancial ris3 in a Talent &anage!ent in.est!ent is i!possi$le. This
fact !a3es the 7usti6cation of the in.est!ent tough. The outco!e is to
acco!plish the e1cellence in all areas of the organization doing it !ore
e8ecti.e in the long ter!, that is a 9ualitati.e result -hich can $e seen
in the pro6t $ut it inNuence is not direct. One -ay to esti!ate the
6nancial ris3 is to loo3 for the opportunity cost of not !a3ing the Talent
&anage!ent in.est!ent, it !eans, to e1a!ine the conse9uences of
not adopting the talent !anage!ent strategy, o.erall in a long ter!.
One cost that -e should not forget is the ti!eP according to 0ollings
and &ellahi K())*L, the process of applying these acti.ities ta3es ()M
of the organizational ti!e. This ti!e that is not used in the operational
acti.ities, so, it costs capital, $ut if -e loo3 in a long ti!e, the talent
!anage!ent -ill gi.e to the organization !ore e8ecti.ely in the
process, !ore agility of the stu8 to learn fast and a cle.er -or3force
a$le to ta3e fast, ne-s and good decisions.
4ccording to Da.is et al K())HL there is t-o !odels or !entalities to run
a co!pany, 6rst the >sur.i.al !odel or !entality@ -hich is a$out to do
the tas3 good enough to deli.er it in the right !o!ent $ecause the
$usiness -orld is full of deadlines, the second one, -hich 6t !ore -ith
the essence of the talent !anage!ent is the >achie.ing !entality or
!odel@. This is a$out to do the things -ith the highest perfor!ance to
get the $est result, it !eans that the talented people 6nd the $est -ay
to get the ai!, not one -ay !ore. That is -hy the talent !anage!ent
has to $e integrated in the corporate culture and $e supported $y all
organizational !e!$ers. The culture of an organization is li3e the
personal traits of a person, it de6nes the -ay of it $eha.iour, hence, if
-e -ant a organization -hich see3s for a co!plete de.elop!ent of
their e!ployees and -hich nurture and $reed their talent, its .alues
should $e o.erall the high appreciation and respect for the indi.idual,
the $uilding of tea! spirit and leadership, the sta8 de.elop!ent,
training, coaching and !entoring. The !anage!ent style has to $e a
co!$ination of hard s3ills as the ai! of achie.ing the goals and soft
s3ills as de.eloping and !anaging people paying attention to their
necessities and the $est organizational structure, -hich has i!pact in
the talent de.elop!ent strategy, is a Nat and Ne1i$le structure to
facilitate a high le.el of traRc of ideas and to !a3e that e!ployees
ta3e s!all responsi$ilities and thus de.eloping their talent.
4ccording to Da.is et al K())HL, that strategy has to $e integrated in all
le.els or function it of the organization. That is a hard issue, according
to 0ollings and &ellahi K(),)L, the F)M of top !anagers across the
glo$al thin3 that there is a lac3 of align!ent $et-een talent
!anage!ent strategy and the corporate strategy. That is -hy, talent
!anage!ent is not only an issue of /u!an Resources Depart!ent, and
the e1ecuti.e tea! is also in.ol.ed. The e1ecuti.e tea! tas3 in the
talent !anage!ent trategy is to de6ne -hich 3ind of talents or s3ills
the organization is needing no- or it -ill need in the future. This issue
depends of the corporate strategyP the direction that the organization
-ants to follo- and the o$7ecti.e that it -ants to acco!plish de6ne the
3ind of people -ho should shape the -or3force. "or instance, if a
co!pany -ants to increase its !ar3et share, it -ill ha.e to loo3 for
people -ith special talents in sales or !ar3eting and also result see3er,
another e1a!ple is if the co!pany's goal is to de.elop ne- products or
ne- processes to in.estigate, hence the creati.ity and inno.ation are
the s3ills -hich should $e searched and the right people to do that is a
de.eloper !ind. 4nother tas3 of the e1ecuti.e tea! in the talent
!anage!ent strategy is to reNect the needs of the indi.iduals on the
organizational o$7ecti.es, thus the sta8 -ill -or3 !oti.ated and to
acco!plish the 6r! goal -ill lead to acco!plish their o-n goals.
4ccording to Da.is et al K())HL, The /R depart!ent has to de.elop all
the operational acti.ities of the Talent &anage!ent. t has to prepare
an outline -ith the re9uire!ents of the top line, de.elop a plan of
actions and pre.ision of the cost and 6nally it has to i!ple!ent that
plan. To hire a Talent &anage!ent specialist could $e .ery useful to
lead the /R professionals to carry out -ith the plan. The acti.ities that
/R depart!ent has to de.elop are related, 6rstly, -ith the recruiting of
the talent pool, it in.ol.es the identi6cation and e.aluation of talented
people -ith high potential in the organization $ut also in the e1ternal
la$our !ar3et and also to hire or to pro!ote the!. Secondly, the /P
professionals ha.e to de.elop the talent poolP it !eans to train the! in
the s3ills that the co!pany needs for the future to e1ploit their full
potential and to direct it entirely to i!pro.e the organization. The
de.elop!ent of the talented people is $reeding and nurturing their
talents and can $e conducted through training or coaching, and through
for!al or infor!al -ay of learning. 4nd 6nally, the !ost i!portant tas3
of /R professionals is the retaining of the talented pool, $ecause they
are an in.ersion. The retention is not only a$out the salary or a$out
econo!ic ad.antage. t is also a$out the !oti.ation and co!!it!ent,
-hich is achie.ed -ith creating a good en.iron!ent and culture shared
for e.ery$ody.
4ccording to Berger and Berger K())=L, the function of talent
!anage!ent professionals can $e di.ided in four di8erent tas3s. The
6rst one is the forecast, -hich is the foresight of the possi$le pro!otion
of e!ployees, according to their inco!e, their past e1perience and the
talent sho-ed, in this !anner the Talent &anage!ent professional can
see -hich e!ployees are talented people and include the! in the
talent pool. The second tas3 is to create !easure!ent scales for the
potential perfor!ance. The third one is to identify the core
co!petences that the organization needs and fostering the! in the
e!ployees, $et-een these po-ers, it is possi$le to 6nd the result
orientation, the co!!unication s3ills, the creati.ity, the inno.ation,
critical 7udge!ents, custo!er orientation, leadership, tea! -or3 and so
on. 4nd 6nally the last tas3 of the Talent &anage!ent professional is to
select a coaching guide, -ho helps the talent pool to de.elop those
co!petences and to 3eep their !oti.ation. 5e can associate these four
tas3s -ith each of the acti.ities of !anage!ent talent as de6ned
a$o.e, the t-o 6rst are !ore related -ith the recruit!ent of the talent
pool, the third one is part of the de.elop!ent of the talent pool and the
fourth one is part of the de.elop!ent and also part of the retaining of
the talent pool.
?e.ertheless -e thin3 that this e1planation of the Talent &anage!ent
is not co!plete $ecause it forgets other i!portant acti.ities as for
e1a!ple the de6nition of the 3ey positions, the training, the plan of
pro!otion of talented e!ployees and the i!portance of a good -or3
en.iron!ent.
4ccording to Da.is et al K())HL, there are three ele!ents that shape the
Talent &anage!ent StrategyP they are the recruiting, the de.elop!ent,
-hich include the nurturing and $reeding, and the retention, -hich is
a$out !oti.ation and co!!it!ent. n the follo-ing parts of the
research -e -ill e1plain -ith !ore detail each one.
n conclusion, Talent !anage!ent is a strategy -hich in.ol.es all le.els
in an organization and it is a$out recruit!ent, de.elop!ent and
retaining the !ost talented people inside the organization. The ai! of
the strategy is to create a talent pool -ith the talent potential and s3ills
that the co!pany needs or -ill need. &e!$ers of the talent pool are
a$le to achie.e a superior perfor!ance for the 6r! and thus to ha.e a
sustaina$le co!petiti.e ad.antage, that is -hy it should 6t -ith the
corporate strategy. 5ith a right Talent &anage!ent strategy the
co!pany -ill $eca!e in a learning co!pany, -here e!ployees are
>3no-ledge -or3ers@, it !eans that they ha.e the 3no-ledge re9uired
to do a .ery good 7o$, $ut also it !eans that they learn 9uic3ly and the
can apply that 3no-ledge in a practical and e8ecti.e -ay, 6nally they
ha.e the a$ility to transfer that 3no-ledge to others in a useful and
structured -ay. The organization -ill gi.e tools to e!ployees to do that
through the Talent &anage!ent acti.ities, $ecause it is a-are that the
outco!e depends largely on the co!petence of their e!ployees, so the
6r! -ill ta3e the appropriate steps to ensure their training and their
potential e1ploitation KDa.is et al, ())HL.
To su!!arize our understanding of Talent &anage!ent, -e can say
that it is a part of the corporate strategy, $ecause it is de.eloped at the
sa!e ti!e and -ith the sa!e o$7ecti.e, -hich is the acco!plish!ent of
the !ission of the organization, that is -hy the Talent &anage!ent is
not only a issue for the /R depart!ent and it has to $e integrated
-ithin all organization. The talent !anage!ent does not ha.e a 61ed
structure to de.elopP each co!pany has to de.elop their o-n -ay of
Talent &anage!ent strategy to 6t it in their o-n corporate strategy,
-ith their o-n culture and structure. 4n i!portant aspect to ta3e into
account is that the talent !anage!ent is an in.est!ent in intangi$le
resourcesP hence its possi$le results ha.e to $e analyzed $efore to start
-ith its application. The e1pected outco!es are a superior perfor!ance
of the -or3force and a sustaina$le co!petiti.e ad.antage $ased on
their talent. %ater -e -ill de.elop -ith !ore detail -hich the three
ele!ents of the talent !anage!ent are, the recruit!ent, the
de.elop!ent and the retention of the talented people.
1.&. Wh0 $s Talent Manaement Im"#rtant1
This part of our dissertation is a$out -hy Talent &anage!ent is rele.ant
for the co!panies. "or us the talent !anage!ent is also i!portant
$ecause there is a lac3 of theoretical de.elop!ent area in the
understanding of this concept and its li!its and for this reason -e
-ould li3e to study it. "irst, talent !anage!ent is a conte!porary
pro$le! for !anagers in (,
st
century, as -e ha.e o$ser.ed in the
article Talent &anage!ent &ust &esh 5ith Business <oals for PostQ
Recession Success K(),)L $y un3no-n author. 5e sa- here that the
H:M of the e1ecuti.es in 2nited States of 4!erica agree on the positi.e
relationship $et-een talent !anage!ent process and $usiness strategy
to o$tain the success of the organizations. t !eans that co!panies
recognize the i!portance of talent !anage!ent integration -ith
$usiness strategy to get the organizational e1cellence. Thus, if -e -ant
to o$tain this organizational e1cellence -e ha.e to carry out the talent
!anage!ent process. 5e should 3eep three factors to create and to
sustain the success in the 6r!, the 6rst factor is the creation of a set of
career paths, and de.elop!ent and re-ard plan for the !ost talented
people. This -ill ensure the highQ9uality in the co!pany, it !eans that
the organization -ill achie.e and !aintain its superiority. The second
factor is the identi6cation and de.elop!ent of 3ey positions, -hich are
the 7o$s critical to organizational current and future success as -e ha.e
seen $efore, and then the replace!ents if there -ill $e future .oids for
a s!all nu!$er of these 3ey or pi.otal positions. This step !aintains
the continuity in the organization. The last factor is the >seg!entation
of the talented pool into each in.est!ent category and !anaging the
in.est!ent in each category appropriately@. t !eans that the
organization should do a >classi6cation of the in.est!ent in each
e!ployee $ased on his+her actual and+or potential for adding .alue to
the co!pany@ KBerger, % 4, Dorothy R, ()):, p.:L.
&oreo.er, as -e ha.e seen in the sur.eys of Price 5aterhouse 0oopers
K())*L, the 0#Os consider that the talent !anage!ent of e!ployees is
a signi6cant issue to de.elop e.en in a period of crisis. This !eans that
the -orld-ide 0#Os agree on the in.est!ent in talented people no-
and in the future to sol.e the crisis, ta3ing into account that this period
of recession has di8erent patterns and i!pacts in each country. "or
instance, #duardo #lsztain, the President of RS4 <roupan, thin3s that
the current crisis is another in the entire crisis that 4rgentina has
su8ered and then, they do not ha.e to $e afraid of it $ecause they
3no- ho- to face it. Therefore, -e thin3 that the organizations -hich
in.est in talents -ill $e the !ar3et leaders after the do-nturn.
4nd also -e consider that Talent &anage!ent is i!portant $ecause
!ore and !ore organizations are spea3ing no- a$out it. 5e as3
the!sel.es -hy are organizations ta3ing !ore into account the talent
!anage!ent no-D 4nd the ans-er to this 9uestion is that throughout
all the history the talent !anage!ent has $een used, $ecause in all the
organization, fro! <ree3s till no-, they al-ays ha.e tried to hire or
select the $est people for their acti.ities, it !eans people -ho ha.e
talents. ?e.ertheless no- they are spea3ing !ore a$out it $ecause the
co!panies ha.e realized that the talent !anage!ent can $e a source
of sustaina$le co!petiti.e ad.antage, -hich allo-s to $e a pioneer or
in the 6rst position if they co!pare -ith organizations that do not use
talent !anage!ent, this !eans to $e a successful organization.
One argu!ent against the in.est!ent in talents could $e the !ar3eting
approach KRodrguez , ())G, p.:=L, -hich tries to sell e.erything that
has $een produced. n this -ay -e could $elie.e that the organization
does not ha.e to !anage talents, 7ust the 6r! has to con.ince
consu!ers to de!and all the products that the organization o8ers, this
acti.ity is carried out $y the !ar3eting depart!ent. ?e.ertheless, the
!ar3eting depart!ent consists of people, -ho should ha.e talents e.en
if the co!pany -ants to i!ple!ent the !ar3eting approach or not, that
is -hy the organization needs to in.est in people and in their talents,
$ecause the organization needs co!pete people -ho perfor!ance -ell
their 7o$. &oreo.er, -e should ta3e into consideration that an
organization has to satisfy the needs of consu!ers and adapt to their
$eha.iours, so they ha.e to in.est in talented people -ho can disco.er
these needs and also -ho, can push the !ar3et to inno.ate al-ays.
Then, an ade9uate talent !anage!ent can $e a sustaina$le
co!petiti.e ad.antage for 6r!s to face the recession and the radical
changes of the en.iron!ent. 4s a result co!panies should ha.e the
right tools to sur.i.e in an en.iron!ent li3e this. n a -orld -here
inno.ations are increasingly faster and faster, -here to 6nd 6elds to
inno.ate are harder and harder, -e see the i!portance of the
in.est!ent in talents, $ecause if co!panies -ant to escape of the high
co!petition of the industry no- they ha.e to in.est in talent
!anage!ent, in the full potential of people and one -ay to do it is
through the inno.ation KB7Srling, (),)L. "or this reason -e consider that
nurturing and $reeding talents is necessary for the organizations.
The $usiness -orld has also rapid changes and its !ar3et is getting
$igger, e.ery ti!e there are a larger nu!$er of co!panies in all the
countries, -hich is the glo$alization. Then there is a highly co!petition
that is -hy -e cannot $e al-ays eRcient, thus organizations should
in.est in talent !anage!ent to $e a$le to inno.ate and to $e in the
6rst positions in the !ar3et KB7Srling, (),)L.
The co!ple1ity of this en.iron!ent leads to see3 sustaina$le
co!petiti.e ad.antages for the enterprise, -hich rest less on the
product or ser.ice, $ut in intangi$le resources such as talented people,
that is -hy they are the 3ey asset in the organization. Therefore, the
leaderOs tas3 is to facilitate and pro!ote the i!aginati.e potential of
e!ployees and address it to achie.e the reno.ation of the organization.
5e consider that the !ost i!portant challenge for the organization is
the !a1i!ization of the organization's hu!an capital K&ellahi, 0ollings,
())*L. 4nd -e 3no- that a co!petiti.e ad.antage is not found, the
co!pany !ust !a3e great e8ort to !a3e it, e!po-er it and $ring it to
the !ar3etP this !eans that they need to in.est in the talent
!anage!ent to ha.e 3ey hu!an capital. n addition, not all co!panies
ha.e co!petiti.e ad.antages and -hen they ha.e the!, not all 6r!s
ha.e the potential to !aintain these ad.antages KDe 5it T &eyer,
())=L, $ecause the $ase!ent of the co!petiti.e ad.antages has to $e
the talented people as -e -ill see later.
?o-, -e -ill e1plain so!e situations in -hich the Talent &anage!ent is
an i!portant issue for the organizations:
"irst, according to Da.is et al. K())HL, Talent &anage!ent is necessary
-hen the co!panies -ould li3e to $uild -inning tea!s -hich -ill $e
for!ed $y talented people. The organization -ill use these 3inds of
tea!s to sol.e deter!inate pro$le!s or -ea3nesses in depart!ents.
"or instance, if there is a pro$le! in the "inancial Depart!ent, the
organization -ill $uild a tea! to sol.e this deter!inate pro$le! and
they are going to sol.e it, $ecause they are co!petent and e1perienced
people in this 6eld.
Second, these authors thin3 that -hen the co!pany needs to plan for
the future, it !eans that they can go ahead to the changes in the
en.iron!ent, $eco!ing in the pioneer of the !ar3et. 4lso they should
use Talent &anage!ent if they -ant to adapt -ell to these e1ternal
changes, $ecause they usually -ill consider all the possi$le situations in
their future. Thus, the organization is going to o$tain $usiness agility
and can ta3e ad.antage of the e!erging opportunities of the
en.iron!ent. n addition, an increasingly large nu!$er of 6r!s are
esta$lishing a Talent &anage!ent Depart!ent, it !eans that they -ill
need it for the future and $ecause they thin3 that this depart!ent is
i!portant for the successful of the enterprise KDa.is et al., ())HL.
s
"inally, as -e ha.e e1plained $efore, the en.iron!ent is co!ple1 and
uncertain, that is -hy the organizations ought to ha.e agility and
Ne1i$ility to adapt to the changes, such as in the costu!er $eha.iour,
in the client spending or in the ne- trends of consu!ption KDa.is et al.,
())HL. "urther!ore, -e ha.e to ta3e into account that there are t-o
3inds of change: the reacti.e and the proacti.e. The reacti.e change
happens -hen an organization !a3es changes in its practices after
so!e threat or opportunity has already occurred. t !eans that the 6r!
could not control these change $efore occurring. Proacti.e change
in.ol.es acti.ely atte!pting to !a3e alterations to the -or3
en.iron!ent or -or3 place and its practices. They are trying to a.oid a
potential future threat or to capitalize on a potential future opportunity.
This !eans that the co!pany controls the changes
K---.referencefor$usiness.co!L.
Reacti.e and proacti.e changes cause the decrease of the con6dence
$oth -ithin the enterprise and a!ong consu!ers. Thus in the co!pany
-e need a Talent &anage!ent Depart!ent for!ed $y talented people,
-hich allo-s to adapt to the changes in the en.iron!ent. "or e1a!ple
one change in the en.iron!ent of a co!pany can $e a !erger or an
ac9uisition, in this situation the organization needs to $e Ne1i$le to 7oin
the cultures and .alues of the t-o 6r!s, their processes and their
products and so forth. To o.erco!e $oth reacti.e and proacti.e
changes the organization needs to $e Ne1i$le and rapidly -or3ing, and
for this they need talent !anage!ent to $uild a -or3force a$le to face
these changes.
To su!!arise, there is a positi.e relationship $et-een $usiness
strategy and the talent !anage!ent processes, $ecause it pro!otes
the successful of the organizations. That is -hy e.en in a period of
recession, co!panies are in.esting in Talent &anage!ent, $ecause that
in.est!ent -ill usually allo- the! to $e the leaders !ar3et after the
do-nturn. Then, Talent &anage!ent can $e a source of sustaina$le
co!petiti.e ad.antage, -here talented people are the 3ey assets. n
conclusion, according to Druc3er Usuccess"ul enterr#ses create the
cond#t#ons to allow the#r emloyees to do the#r best wor&@ KThur!,
%u$lin, ())FL. t !eans that if the organizations -ant to $e successful,
they should in.est in the talent !anage!ent of their -or3ers to o$tain
so!e conditions in the co!pany such as good en.iron!ent. Thus,
these e!ployees are going to ha.e talents, than3s to the e8ort of the
co!pany and they -ill try to do their $est -or3, $ecause they -ill $e
!oti.ated and engaged -ith the organization !ission KSnell, ())FL.
1.,. The#ret$cal M#!el #* Talent Manaement
4s -e ha.e seen, Talent &anage!ent is a strategic acti.ity of the
co!pany -hich is ta3ing !ore i!portance in recent years, $ut there is
a lac3 of the theoretical de.elop!ent area in this 6eld, and also there is
not a clear de6nition a$out -hat Talent &anage!ent is.
4ccording to 0ollings and &ellahi K())*L it is possi$le to identify four
di8erent strea!s of thought a$out the !eaning of Talent &anage!ent.
The 6rst one relates talent !anage!ent -ith /u!an Resources only,
saying that it is the su$stitute of the /R strategy and li!iting the focus
on recruit!ent, leadership de.elop!ent and succession planning. The
second strea! is focused no !ore than on de.eloping talent poolsP it
!eans to !anage the progression of all e!ployees through the
positions in the organization and also this approach distinguish the
Talent &anage!ent fro! the /u!an Resources &anage!ent. The third
strea!, -hich is the !ost spread out, is focused on the !anage!ent of
talented people, saying that the entire sta8 has to $e for!ed $y .ery
talented people. These authors see so!e li!itations to this strea!,
$ecause high perfor!ers are not necessary in all organization roles,
that is -hy the great in.est!ent re9uired to recruit, de.elop and retain
that 3ind of e!ployees is not eRcient. "urther!ore, talented people
ha.e large a!$itions a$out their career, -hich are i!possi$le to ful6l
for all e!ployees in an organization $ecause there are not !anager
positions for all of the!. /ence they -ill not $e !oti.ated to i!ple!ent
their full potential and achie.e organization goals.
"or all these reasons 0ollings and &ellahi recognize a fourth strea! of
thought for talent !anage!ent, -hich is focused 6rst on identifying the
3ey positions into the organization that can pro.ide it of a sustaina$le
co!petiti.e ad.antage and then de.eloping a talent pool of high
potential and high perfor!ing talented people to 6ll those roles. These
acti.ities -ould $e supported $y a right /R architecture K0ollings and
&ellahi, ())*L.
The authors de.elop a theoretical !odel $ased on that strea! -hich
e1plains ho- their .ie- of Talent &anage!ent can pro.ide the 6r!
perfor!ance through the -or3 !oti.ation, organizational co!!it!ent
and e1tra role $eha.iour. The !odel is di.ided in three steps or tas3s,
-hich ha.e to $e done to de.elop an eRcient Talent &anage!ent
strategy. &oreo.er this strategy has to $e integrated -ith the general
strategy of the co!pany identifying talents or s3ills needed to those
3ey positions right no- $ut also the talents or s3ills that the co!pany
-ill need in the future, starting to nurture !e!$ers of talent pool in this
-ay. n the 6gure , -e can see the !odel de.eloped $y 0ollings and
&ellahi.
"ig. ,: &odel of 0ollings and &ellahi K())*L
1.,.1. The I!ent$4cat$#n #* the +$)#tal +#s$t$#ns
The 6rst steep of the !odel is the identi6cation of the pi.otal positions
in the 6r!, -hich are 7o$s -here the 9uality of -or3 is highly
dependent of the e!ployee -ho sits. To recognize that pi.otal
positions, the !anage!ent tea! has to classify the di8erent tas3s
$ased on the potential results to $e o$tained, not $ased on the inputs
re9uired to do the 7o$, $ecause in those 7o$s a high potential e!ployee
is needed to o$tain the highest output due to the result doesnOt depend
of another factors li3e T structure or the in.est on tangi$le assets. That
is -hy a pi.otal position is not necessarily a top position into the
organizationP it can $e one in the $otto! line. These 3ey or pi.otal
positions ha.e so!ething special or uni9ue -hich !a3e a di8erence
-ith other co!petitors and they are the source of sustaina$le
co!petiti.e ad.antages K0ollings and &ellahi, ())*L.
The identi6cation and de6nition of the pi.otal positions is a 3ey factor
to success in the talent !anage!ent strategy. t is the started point to
de6ne -hich 3ind of e!ployee and -hat 3ind of s3ills the 6r! needs in
order to 6nd the correct !e!$ers of the talent pool. Other reason to
identify the pi.otal positions is the e8ecti.e in.est!ent in the
-or3force. Recruiting, de.eloping and retaining talented people ha.e a
high cost. That is -hyP the 6r! has to $e sure that the in.est!ent -ill
$e reco.ered in the for! of high perfor!ance and sustaina$le
co!petiti.e ad.antages. This !odel suggests the realization of
in.est!ent in talent !anage!ent acti.ities only for the
(:
pi.otal positions and to a.oid the o.er in.est!ent in nonQpi.otal
positions, $ecause those are the in.est!ents -hich $ring .alue to the
organization. The ris3 of this in.est!ent is related -ith the diRculty
in.ol.ed in identify the right pi.otal positions and conse9uences of
doing it -rong K0ollings and &ellahi, ())*L.
1.,.&. The De)el#"ment #* the Talent +##l
The second steep or tas3s of the Talent &anage!ent Strategy,
according to the !odel of 0ollings and &ellahi K())*L, is de.eloping a
talent pool. 4 Talent Pool is a group of high potential and high
perfor!ing e!ployees -ho -ill 6ll the pi.otal positions, to create that,
/R professionals ha.e to identify the talented people inside the
organization. n addition, not all e!ployees are high perfor!ers, so not
all e!ployees -ill $e !e!$ers of the talent pool. t does not !ean that
the less perfor!ers should lea.e the organization, $ut they -ill not
occupy any pi.otal positions.
To loo3 for inside the organization is not enough to generate the talent
pool, authors recognise the potential of the e1ternal la$our !ar3et to
ha.e good candidates -ho introduce ne- tendencies and ne- -ays to
-or3. Relating -ith that issue, 0ollings and &ellahi K())*L introduce the
idea of >$oundaryless careers@, -hich is the opposite of organizational
careers and fosters the e!ployee !o$ility $et-een di8erent
co!panies, allo-ing the! to de.elop a $road range of talents. The
organizational e8ecti.eness can $e increased -ith that 3ind of career
!o.e!ents into a net-or3 of organizations -hich also help to the
talented e!ployee to $e !ore !oti.ated gi.ing the! ne- challenges
and opportunities to i!pro.e.
%astly, 0ollings and &ellahi K())*L sho- that the -ay to de.elop this
talent pool is not recruiting the $est people and then, create or 6nd a
place for the! into the organization, $ecause to ha.e the $est people
does not ensure the success, they also ha.e to $e in the right place at
the right !o!ent. /ence a talent !anage!ent strategy should $e
lin3ed -ith the general strategy of the 6r!. n conclusion the process of
de.eloping a talent pool is !ore a$out, 6rst identify the future $usiness
necessities on s3ills, capa$ilities and 3no-ledge -hich are not
presented in the organization currently and then de.elop that in
talented e!ployees of the 6r! or loo3 for the! in the e1ternal la$our
!ar3et.
1.,.,. The Creat$#n #* 2.man Res#.rces Arch$tect.re
The third and last steep or tas3 de6ned $y 0ollings and &ellahi K())*L
in their !odel is creating a di8erentiated /u!an Resources
architecture, it !eans designing a set of /u!an Resources K/RL process
or acti.ities to acco!plish the t-o other steeps of the !odel and to
i!pro.e the organisational perfor!ance and e8ecti.eness.
(=
There are t-o strea!s of thought a$out ho- designing the /R
architecture, the 6rst one is a general con6guration of /R practices
-hich 6t in all 3ind of organizations and i!pro.e all of the!, the second
one is a particular set of /R practices for each organization to align it
$etter -ith the en.iron!ent, -ith the strategy and -ith the .ision.
0ollings and &ellahi prefer this second strea! $ecause their !odel
fosters the union $et-een talent !anage!ent strategy and corporate
strategy K0ollings and &ellahi, ())*L.
The set of /u!an Resources practices are the follo-ing. "irstly, classify
the di8erent 3ind of e!ployees inside the co!pany depending on the
.alue that they $ring to the co!pany and -hether they are uni9ue,
$ecause the high in.est!ent is going to $e done in uni9ue and .alua$le
e!ployees. Secondly, to 6t the /R practices to the organizational
conte1t. The /R Depart!ent is responsi$le for see3ing talents re9uired
in the pi.otal positions de6ned $y !anage!ent tea! into the 6r! or
recruiting the! fro! the e1ternal la$our !ar3et to create the talent
pool. "inally, the last and !ay$e the !ost i!portant /R practices are
those related to retain talented e!ployees through $uilding !oti.ation
and co!!it!ent en.iron!ent of talented e!ployees into the
organization and also through gi.ing opportunities for de.elop!ent the
full potential of the talent pool. To $uild the !oti.ation the /R
architecture has to attend to the e!ployeesO interest K0ollings and
&ellahi, ())*L.
The 3ey factors to the success of the Talent &anage!ent strategy are
the talent e!ployeesO !oti.ation and co!!it!ent created. That
strategy has indirect and positi.e i!pact in the organizational
outco!es, $oth 6nancial and organizational, $ecause a good Talent
&anage!ent Strategy pro.ides to the organization the right -or3ers in
the right position and also it pro.ides the right -or3 en.iron!ent -hich
pro.o3e the high e!ployeesO perfor!ance, -hich leads to achie.e
superior outco!es and e.en a sustaina$le co!petiti.e ad.antage
K0ollings and &ellahi, ())*L.
1.,.5. The Em"l#0ee +er*#rmance
0ollings and &ellahi K())*L e1plain the e!ployee perfor!ance through
a for!ula -here the result of the e!ployee depends on the a$ility, the
!oti.ation and the opportunity of the -or3er.
PV K4, &, OL
"irst of all, the 4$ility is the e!ployeeOs potential and the talent and
3no-ledge that the -or3er has. This .aria$le is acco!plished $y the
de6nition of pi.otal positions and
(F
the selection of !e!$ers of the talent pool. Secondly, the Opportunity
is the possi$ility that the organization gi.e to the e!ployee to
contri$ute to the perfor!ance, challenging the! to i!pro.e and to
de.elop their s3ills, ta3ing into account that talented people ha.e high
aspirations a$out their gro-th -hich ha.e to $e ful6l to e1ploit all their
potential. This .aria$le is acco!plished $y placing these e!ployees in
the pi.otal positions -hich re9uire a -ider responsi$ility and ta3e
strategic decisions and also $y gi.ing the! the opportunity to ha.e a
$oundaryless careers or an organizational career. %astly, the &oti.ation
is the force, acti.ities and the en.iron!ent -hich leads the e!ployee to
-or3 .oluntarily in a certain direction and also !a3e the! feel good
-ith that -or3 and co!!itted to the co!pany. The organisational
co!!it!ent is achie.ed -hen the -or3ers are in.ol.ed and identi6ed
-ithin the organization. 4t this point .alues and the .ision of the
co!pany play a !a7or role K0ollings and &ellahi, ())*L.
n conclusion, -e agree al!ost co!pletely -ith this Talent &anage!ent
!odel de6ned $y 0ollings and &ellahi and -e -ant to $ase our
in.estigation on it $ut -e -ould li3e to discuss the issue related to -hat
happens to e!ployees -ho are not classi6ed as talented people -hich
does not !ean that they are not good e!ployees and people -ith a
nu!$er of needsP -e $elie.e that they donOt ha.e to $e out at all of the
talent !anage!ent acti.ities. The nonQtalented e!ployee does not
ha.e the aspiration to ta3e responsi$ilities and to $e pro!oted, $ut it
does not !ean that the 6r! does not ha.e to ta3e care of the!. Ta3ing
into account that this 3ind of e!ployees perfor!s the operational
acti.ities in the organization, -e can say that they !o.e the !achine
that talented people design. That is -hy, the organization has to 3eep
the! !oti.ated, of course it is not necessary to do a huge in.est!ent
$ut it is to create a good en.iron!ent, a good place to -or3, to 3eep
the! infor!ed a$out ho- the organization is going on, to gi.e the!
part of the $ene6ts or other 3ind of ad.antages. ?e.ertheless !ay$e a
good solution is to create a pi.otal position -here a talented person
plays the role of the leader of those e!ployees. That person has to
3eep the! !oti.ated, infor!ed, and also he has to organize the -or3
and to inNuence the! to achie.e the o$7ecti.e.
1.5. The Recr.$tment #* the Talent +##l
The recruit!ent of the !e!$ers of the talent pool is the 6rst tas3 of the
Talent &anage!ent Strategy. The talent pool is a group of people -ho
has special traits and -ill $e de.eloped $y the organization and is the
source of the future senior e1ecuti.es. The recruit!ent is the !o!ent
-hen the organization decides in -hich talented people, -ho are
intangi$les resources, -ill in.est. To !ini!ize the ris3 of a -rong hiring
or pro!oting, -hich can are, according to Bruzeus K(),)L, $et-een ,.F
and (
(G
ti!es the year salary of an e!ployee, the tea! !anager has to de6ne
3ey positions in the organization and -hich are talents or s3ills that
these positions re9uire. That is -hy the assess!ent of candidates has
not to $e done -ith lo-er recruit!ent standards that pro.ide people
only a$le to do a good -or3, -hich is the failure of a traditional
recruit!ent. The organization has to select a criterion for the search
and to de.elop a talent 6lter to e.aluate the potential candidates
KDa.id et al., ())HL.
The source of talented people can $e internalP it !eans people -ho are
already -or3ing into the co!pany, or e1ternal -hich is the la$our
!ar3et. 4ccording to Da.id et al. K())HL, the $est -ay to create the
talent pool is the internal source $ecause this allo-s ta3ing ad.antages
of the learning cur.e, since these e!ployees ha.e already the
3no-ledge a$out the corporate culture, and ho- the $usiness
processes -or3, thus the ti!e re9uired for the adaptation of ne-
e!ployee is not necessary, and he or she can $e incorporated directly
into the ne- position. 4nother reason to prefer the internal source !ore
than the e1ternal that the authors gi.e in their -or3 is the negati.e
e8ect in the !orale of the -or3force to hire a ne- !anager outside the
organization, $ecause it can see! that the /R professionals ha.e not
found the talent re9uired inside the organization and also, the sta8 can
see the ne- !anager as a strange. "or this reason the authors say that
the e1ternal recruit!ent has to $e !anaged carefully and it only has to
$e used -hen the talent searched is not inside the organization.
/o-e.er, -e see so!e ad.antages in attending to the e1ternal la$our
!ar3et to for! the talent pool. The organization does not ha.e to lea.e
it 7ust as the second option, other -ays they -ill loose a nu!$er of .ery
good candidates. The e1ternal source can introduce >ne- $lood@ inside
the organization, it !eans, ne- -ays to thin3 and to $eha.e -hich can
rene- the process and also it introduces a fresh approach and a ne-
3no-ledge, -hich can $e transferred to other !e!$ers of the
organization. The e1ternal pool is essential if the co!pany -ants to
pro.o3e a proacti.e change in the organization $ut it is also .ery
i!portant to $e a$le to react in a creati.e -ay to the changes in the
en.iron!ent and thus to stay ahead of co!petition.
To $e a$le of hire the right talented people for the 3ey position that -e
ha.e identi6ed $efore, the /R professionals should design a talent 6lter
or a criterion to do the selection. 4ccording to Da.is et al. K())HL, one
tool to e.aluate the candidates is the talent search !atri1, -hich sho-s
di8erent co!$inations of 9ualitati.e and 9uantitati.e ele!ents, s3ills or
traits that sho- the i!age of the e!ployee that the co!pany is loo3ing
for. This !atri1 allo-s the recruiters to focus on the characteristic that
are re9uired not on the 7o$ that has to $e done.
(H
The !atri1 de6nes si1 ele!ents or aspects to shape the i!age of the
person needed, they are e1perience, pro6le, 9uali6cation, e1pertise,
potential and 9uanti6cation. These can $e di.ided in t-o groups, the
three 6rst, e1perience, pro6le and 9uali6cation, are o$7ecti.e aspects
-hich refer to situations of the past or the present and they are easy to
!easure. The three second, e1pertise, potential and 9uanti6cation, are
su$7ecti.e aspects -hich refer to the future de.elop!ent of the person
-ho the organization is see3ing KDa.is et al., ())HL.
4ccording to Da.is et al., ())H, the e1planation of ele!ents of the
!atri1 is the follo-ing:
#1perience: they are di8erent e1periences that the re9uired
candidate !ight ha.e in tea! leadership, $udget, and pro7ect
!anage!ent and so on in the last positions.
Pro6le: they are the personality traits e1pressed in for! of
personal pro6le that are desired for the candidate, they usually
are the creati.ity, energy, the a$ility to -or3 under pressure and
a!$ition.
Buali6cation: it is the 0I, it !eans, the acade!ic or professional
achie.e!ent, international e1periences or language s3ills that
are desired for the candidate.
#le!ents a$o.e !entioned are easily de6ned and 9uanti6a$le, and also
they are easily identi6ed in the candidates 7ust loo3ing at their pro6les
or 0I, $ut the three follo-ings are !ore diRcult to identify, $ecause it
can not $e seen in a paper, the recruiter has to see3 the! through
inter.ie-ing the candidates and o$ser.ing their $eha.iour.
#1pertise: they are personal strengths, $ut this ti!e not fro! a
personal pro6le. They usually are a$ility to hand the change,
Ne1i$ility, co!!unication s3ills and so on, all of the! are s3ills or
traits of a leader.
Potential: is the le.el of responsi$ility that the candidate !ust
aspire and should $e a$le to !anage, to $e a !e!$er of the
talent pool, it has to $e at least a senior e1ecuti.e le.el.
Buanti6cation: is the le.el that the co!pany is see3ing in the
candidate on the capa$ility to $e success in operational ter!s.
The !atri1 is not only a -ay to dra- the ideal candidate through the
de6nition of so!e para!etersP it is also .ery useful for the
!anage!ent tea! to $e a-are of the current situation of the co!pany
and the potential that it has, $ut also to $e a-are of
(A
real needs that it has in ter!s of talented people to acco!plish the
goal. KDa.is et al, ())HL.
Once 3ey positions and thus the !atri1 are de6ned, the co!pany has to
start the search in the internal and e1ternal la$our sources and
co!pare the pro6le and the traits of the candidates -ith the !atri1
re9uire!ents. The enterprise -ill choose candidates -ho !ach -ith
necessities de6ned in the !atri1. But that is only the 6rst steep of the
Talent &anage!ent process. 5hen the co!pany has the !e!$ers of
the talent pool it should start -ith the de.elop!ent of the talent of
those e!ployees. n the ne1t part -e -ill e1plain ho- this de.elop!ent
is done KDa.id et al., ())HL.
To su!!arize the recruit!ent issue -e ha.e seen that the !ost
i!portant aspect of the recruit!ent of the talent pool is that the
co!pany has to 3no- -hich 3ind of talents and s3ills it needs inside the
organization $efore starting the selection process, and in our opinion,
the use of internal or e1ternal recruit!ent depend of -hat the 6r!
-ants to achie.e -ith that hire, if the !anagers -ant to start a radical
change in the direction of the co!pany or if they -ant to rene- it, the
$est option is the e1ternal sources, $ut if the organization priories are
to o$tain the $est results -ith the current operational acti.ities, the
$est option is the internal sources.
1.6. The De)el#"ment #* the Talent +##l
5hen the !e!$ers of the talent pool ha.e $een selected the
organization has to start -ith their de.elop!ent, to $eco!e the! in
perfect e!ployees for that co!pany. Ta3ing into account that al!ost all
the talent pool -ill $e !anagers of that co!pany in the future, a
training to !a3e sure that the future of the $usiness is in the $est
hands, is funda!ental KDa.is et al., ())HL.
4ccording to Da.is et al. K())HL, the !ost of the desired talent !atri1
ele!ents are present in talent pool !e!$ers, $ut others -ill $e
o$tained $y for!al or infor!al trained, e.en those talents -hich are
inherent in the e!ployee should $e de.eloped to increase the! and
achie.e their !a1i!u! potential. The ai! of this steep of the Talent
&anage!ent Strategy is to transfor! the talented people in successful
people.
4ccording to Da.is et al K())HL, the de.elop!ent is only the for!al and
the infor!al training of the talent pool $ut -e $elie.e that it does not
only in.ol.es training, $ut also it in.ol.es the nurturing and the
$reeding of the talents, -hich, are not a real training, it is !ore a$out
gi.ing the right tool to the talented people to help the! to de.elop
the!sel.es. Those tools are for e1a!ple an open !ind en.iron!ent
-ere the traRc of ideas is .ery Nuent, and -here the top !anagers are
open to listen all the ne- ideas. Other tool is a sti!ulating -or3place, it
!eans of course physically, -ith
(*
for e1a!ple, di8erent -or3 en.iron!ents, 3ind colours, clean air and
natural light, $ut also it !eans a tea! -or3 full of di.ersity, di.ersity of
professions, age di.ersity, gender di.ersity and di.ersity of cultures,
$ecause it fosters the creation of ne- ideas. 4ccording to Ste.ens
K(),)L, the .ariety or di.ersity of people in the organization is .ery
enriching, as -ell as the di.erse tea! -or3 is the $est -ay to 6nd the
solution or ne- processes, and also it helps people to de.elop
the!sel.es and to $eca!e in the people that they -ant, that !eans
the satisfaction of the e!ployee.
The step of de.elop!ent of the talent pool, according to Da.is et al.
K())HL, is the training of the talented people. t has a nu!$er of tas3s
-hich are the e.aluation of co!petences, capa$ilities and potential of
the talent pool, then, loo3ing for the talent !atri1 de6ciencies and
de.elop a training progra!!e to co.er these de6ciencies and also the
e.aluation of the result of the training. Talent &anage!ent
Professionals should design a strategy to ac9uire the co!petences to
generate superior results.
4ccording to Da.is et al. K())HL, there are t-o 3ind of de.elop!ent.
"irstly, the 3no-ledge de.elop!ent, it !eans, to e9uip the e!ployee
-ith professional and technical s3ills and corporate 3no-ledge to do a
speci6c role. The idea is to prepare the indi.idual to the ne1t role $efore
to $e pro!oted and ta3e !ore responsi$ilities, and thus they can a.oid
the lost of con6dence that this 3ind of pro!otions can pro.o3e -hen
the e!ployee is not !oti.ated. One type of this 3no-ledge
de.elop!ent, -hich is .ery usual, is -hen the 6r! pays the superior
education of a talented e!ployeeP it can $e an acade!ic career or a
specialized !aster progra!!e. That 3ind of education is usually
e1pensi.e, that is -hy the co!pany has to ensure that the in.ersion on
this e!ployee is pro6ta$le, it !eans, it has to ensure that the e!ployee
has the capacity of learning fast and of applying the 3no-ledge in a
creati.e -ay. &oreo.er, the enterprise has to $e sure that the e!ployee
is co!!itted to the co!pany and is -illing to e1ploit the 3no-ledge
gained in i!pro.ing $usiness.
4ccording to Da.is et al. K())HL, the second 3ind of de.elop!ent is
a$out personal s3ills, it !eans, the personal characteristics -hich the
talented -or3er -ill need during all his or her career. They are
leadership, insight, focus, dedication, integrity, co!!unication,
a!$ition and so on.
/o-e.er here is 9uestioned the issue if this class of traits is inherent in
a person or it can $e de.eloped -ith training. Our opinion is that
e.ery$ody has so!e traits inherent in the personality or de.eloped
during the childhood, these traits can $e de.eloped and enhanced -ith
training $ut only if they e1ist in the personality of a person, -e $elie.e
that they can not $e created fro! nothing.
:)
4ccording to Da.is et al. K())HL, the 3no-ledge de.elop!ent and the
de.elop!ent of personal s3ills can $e done through for!al or infor!al
training. The for!al training is the educational progra!s -here all the
ti!e is dedicated to learn. The infor!al training is the coaching and
!entoring arrange!ents, -here the learning is done during the -or3
ti!e. There is a di8erence $et-een coaching and !entoring, the 6rst
one, coaching is -hen an e1perienced !anager of the depart!ent
helps the talented e!ployee, sho-ing hi! or her ho- to do the -or3
and !entoring is -hen a senior e1ecuti.e or e1perienced !anager
ta3es the role of trusted ad.isers -ho guide the talented e!ployee
transferring 3no-ledge and also .alues, the !entor is the reference
point to test the ne- ideas or assu!ptions of the talented e!ployee.
4lthough the t-o types of de.elop!ent can $e !ade $y the t-o types
of training, nor!ally, the 3no-ledge de.elop!ent is done through
for!al training as courses or superior education and the de.elop!ent
of personal s3ills is done through infor!al training $ecause to de.elop
this 3ind of s3ill is not useful a lesson or a course. The personal traits
-ill rise fro! the relationship created $et-een the !entor or the coach
and the talented e!ployee.
1.7. The Retent$#n #* the Talent +##l
4ccording to Da.is et al. K())HL, the last and !ay$e the !ost i!portant
tas3 or step of the talent !anage!ent is the retention of the talented
people inside the organization. 5e $elie.e that these talented people
are in.est!ents of the organization and also the 3ey of its successP that
is -hy the co!pany should 3eep the! in the organization. The
retention should not $e enforced through contracts or deals, it has to $e
.oluntary, other-ise the e!ployee -ill $e in the organization $ut he or
she -ill not e1ploit all the potential in acco!plishing the organizational
goal.
The talented people are .ery a!$itious and they e1pect a high
de.elop!ent of their career and they de!and the help of the
organization to achie.e that de.elop!ent. /ence, they -ill stay in the
6r! only if the e!ployer gi.es the! e.ery opportunity to de.elop their
potential. So the retention is a$out !oti.ation, co!!it!ent, career
in.est!ent, career pro7ect and also re-arding, -hich does not !ean
only !oney KDa.is et al, ())HL.
The career in.est!ent progra! of a co!pany sho-s that it is ready to
in.est in its sta8 to help the! to achie.e their entire de.elop!ent and
to ac9uire ne- s3ills and 3no-ledge, if the sta8 sees that e8ort of the
co!pany, they -ill ans-er -ith a superior perfor!ance, it is li3e an
i!plicit contract $et-een organization and talented people. The
corporate in.est!ent that the enterprise can do to attract and retain
talented resources are the training, the recruit!ent process, the
internal co!!unication, /R
:,
infrastructures and in a talent !anage!ent strategy. f a 6r! does this
in.est!ent is $ecause is a enterprise -hich ta3es care of their
e!ployees and it -ill $eco!e in a !agnet for talented people -ho -ill
-ant to -or3 for that co!pany KDa.is et al, ())HL.
4ccording to Da.is et al K())HL, $uilding a corporate loyalty is a .ery
e8ecti.e -ay to retain the talent pool, $ut the loyalty in a long ter! is
not related -ith high salaries and a good 6nancial pac3age, !ay$e it
-or3s in a short ter! $ut in a long ter! the talented people are loo3ing
for so!ething !ore and also to !aintain a progra! of .ery high
salaries and e1tensi.e $ene6ts is not possi$le for a long ti!e. ho-e.er
-hen -e say that the salary is not a tool for retain the talented people,
-e do not -ant to say that it is not i!portant, the 6r! has to pay for
the talented people $ecause they are .ery .alua$le and all co!panies
-ant to hire the!, that is -hy the organization has to !aintain the
le.el of its salaries reNecting the general !ar3et conditions.
The loyalty is achie.ed -hen the 6r! $uilds a $rand soul, it !eans, the
characteristic of the organization, the real essence, the .ision, the
passion and the culture, -hich includes .alues and the -ay of
operating. This $rand soul is shared for all !e!$ers in the organization,
creating a feeling of union, it !eans, they feel that they are the part of
a -hole and that they understand co!pletely the co!pany.
"urther!ore the $rand soul can $e a good tool to attract ne- talents,
$ecause the talented people -ant to -or3 in a talented organization.
The $rand soul is an i!age or a picture of the essence of the co!pany
-hich sho-s the 6r! to the en.iron!ent KDa.is et al, ())HL.
5e -ant to note that so!eti!es an e!ployee -ill stay into the
co!pany 7ust $ecause is a speci6c 6r!, -hich has a good i!age or
$ecause it realizes a .ery interesting acti.ity -hich can gi.es hi! or her
a speci6c s3ill, 3no-ledge or e.en reputation. 5hen that happens, it is
$ecause the organization has $uilt a po-erful $rand soul. This can help
to the co!pany to attract the !ost talented people -ithout !a3ing a
great in.est!ent in the recruit!ent, de.elop!ent and o.erall in the
retention.
The ne1t tool to retain the talent pool is the pro!otion processesP they
ha.e to $e open and transparent, $ecause the pro!otion $ased on a
personal relationship destroys the !orale of their e!ployees. /o-e.er
a pro!otion process $ased on !eritocracy, it !eans -hen the
pro!otion processes is $ased on e!ployeeOs achie.e!ents and on the
potential that he or she sho-s, can increase the e!ployeeOs
co!!it!ent and also his or her self con6dence and !oti.ation. The
reason of this rise of the !oti.ation and co!!it!ent is that they see
that their e8ort is ta3en into account $y the organization and it can $e
re-arded if they sho- a superior perfor!ance. /ence, a for!al
pro!otion panel or $oard can $uild the trust of the -or3force. The
career plans are also !uch related -ith the pro!otion processes and it
can $e also a great tool to retain the talent pool, $ut the 3ey is to full
the pro!ises that the co!pany does -hen
:(
the e!ployee is hired to a.oid the disillusion!ent of the e!ployee. The
career plans sho-s to the e!ployee that this 6r! can gi.e the
de.elop!ent that he or she is loo3ing for the talent KDa.is et a.l, ())HL.
The !ost i!portant tool or aspect for retaining the talent pool is the
!oti.ation. That is the 3ey for the success in the talent !anage!ent
strategy $ecause the le.el of e8ort that the e!ployee -ill do is e9ual to
the >re-ard@, -hich is not only !oney, so the !oti.ation has to $e
sustained. The !oti.ation can $e achie.ed through all the actions
!entioned a$o.e, $ut also through others as realistic o$7ecti.e setting,
culture of continual learning, paying attention to the ideas that the
e!ployee presents and fostering the creati.ity. There are four factors
-hich foster the !oti.ation and -e can order the! in $ase on the
i!portance that talented people gi.e to the!, they are the recognition,
the opportunity, the 7o$ satisfaction and the last one is the !oney.
Therefore -e can say that the 3ey !oti.ator is the recognition, it sho-s
the necessity of all people to gain a reputation and to feel .alua$le
$ecause it reaRr! to the! -hat they are. The reason for the
recognition -ill $e situated in the 6rst place is that if a talented person
gets it, to achie.e the rest of the !oti.ation factors, they are
opportunity, 7o$ satisfaction and !oney -ill $e easier KDa.is et al.,
())HL.
::
&. TALENTED +EO+LE
4$o.e -e ha.e e1plained a$out talent !anage!ent fro! the
co!pany's !anage!ent .ie-, it !eans ho- the talent !anage!ent
treated talented people and no-, -e are going to consider talented
people fro! the e!ployees' .ie-. t !eans that -e -ould li3e to e1plain
-hat talented people is for us, the talents that e!ployees should ha.e
to $e this 3ind of people and ho- they de.elop these talents during all
their life and speci6cally in the -or3ing life.
&.1. De4n$t$#n #* Talente! +e#"le
Before starting -ith the de6nition of talent people, -e -ant to de6ne
-hat the talent is for us. 4ccording to Da.is et al. K())HL talent is a
special attitude, faculty or a high !ental a$ility. 4nother de6nition that
-e -ould li3e to e!phasize is according to 0heese, Tho!as and 0raig
K())A, p.*L >talent has become a rec#ous resource "ou!ht over by
comet#tors #n a !lobal war o" talent@. t !eans that as -e -ill e1plain
later all the organizations need talents in the indi.iduals $ecause they
are 3ey assets to o$tain added .alue. 4s -e can see also in a 9uotation
of Druc3er >'entral to h#s h#losohy was the bel#e" that h#!hly s&#lled
eole are an or!an#$at#on(s most valuable resource@
KDruc3er T &aciariello, ())FL.
?o- -ith the de6nition of talented people, -e -ould li3e to stress the
di8erences $et-een talented and specialized people, $ecause the li!its
$et-een these t-o concepts are not clearly de6ned. 5e consider that
specialized people are -ho ha.e a .ast 3no-ledge a$out a precise
acti.ity or su$7ectP they are professionals in their 6eld, -hile talented
people should ha.e another personal features. They are a s!all group
-ho has de!onstrated superior achie.e!ents, has inspired others and
-ho e!$odies the core co!petencies and .alues of the co!pany
KBerger T Dorothy, ()):L. &oreo.er, talented people are al-ays socially
and e!otionally co!petent. "or e1a!ple they can -or3 eRciently and
e8ecti.ely in a tea! if -e co!pare the! -ith specialized people, the
last ones so!eti!es can -or3 -ell in a tea! group $ut not al-ays,
$ecause talented people ha.e a set of talents that specialized people
usually do not ha.e the!. t is the sa!e that as -e ha.e seen in class,
a leader can or could al-ays $e an e1pert, $ut an e1pert al-ays can not
$e a leader, it !eans that talented people can $e al-ays specialized
people, $ut specialized people al-ays can not $e talented people. Thus,
-e thin3 that an organization al-ays needs talented people and -e are
going to argue this concept -ith a 9uotation of Bill <ates, >ta&e our
twenty best eole away "rom us and ) can tell you that M#croso"t would
be an un#mortant comany@ KBerger, Dorothy, ()):, p.=L, it !eans
that a co!pany consist of people, -ho ha.e talents $ut they need a
s!all group of people -ith !ore s3ills or talents to achie.e the goals of
the
:=
organization and -ithout the! the organization can not achie.e the!.
Therefore, the 6r!s should identify, select, de.elop and retain these
talented people KBerger, Dorothy, ()):L.
To su!!arise talented people are a group of indi.iduals, -ho has
de!onstrated superior achie.e!ents, has inspired others and -ho
e!$odies the .alues of the organization KBerger T Dorothy, ()):L and
-ho has personal features, -hich allo- the! to ha.e socially and
e!otionally co!petence. Then, the co!pany needs to 3no- -hich the
signs of the talents in the people are to 6nd talented people.
&.&. Wh$ch are the S$ns #* the Talents1
/ere, according to Da.is et al. K())HL, -e -ill draft so!e features to
6nd talents in the indi.iduals, for this reason co!panies should loo3 for
the! to o$tain talented people.
"irst, the capa$ility in the role, it !eans that a person -ho has this
a$ility can deli.er his+her -or3 or acti.ity -ith superior results in any
allocated role. This is the di8erence $et-een talented and specialized
people, $ecause the last one can o$tain good results $ut only in their
role, -hile talented people can o$tain superior outco!es in all the roles.
Talented people so!eti!es use a structured approach to sol.e the
pro$le!s that could appear in their roles. This approach consists of the
nature .alue of the achie.e!ent, the identi6cation of its 3ey points,
-hich so!eti!es can $e organised in a perfor!ance !atri1. Then, they
deter!inate in a plan ho- to achie.e the solution of pro$le!s and
6nally, they i!ple!ent the plan.
Second, the a$ility to handle change, it !eans that people -ith talents
see the changes as opportunities and not as threats, -hich are
!o!ents to de!onstrate their co!petencies and capa$ilities to
e!$race the changes and to i!pro.e the organization. They are a$le to
o.erco!e $ad situations and learning .alua$le lessons, it !eans they
can !anage the failures KDa.is et al., ())HL.
Third, the capacity for learning, talented people are a$le to learn ne-
s3ills and to !anage the! constantly. These indi.iduals are curious,
$ecause they are al-ays loo3ing for ne- -ays to sol.e pro$le!s or
doing thingsP it !eans that they are al-ays e1panding their 3no-ledge.
n addition, they can apply their 3no-ledge to deter!inate pro$le!s
9uic3ly and also, they ha.e the a$ility to a$sor$ rapidly the ne-
concepts KDa.is et al., ())HL.
"inally, they ha.e the personality of a leader. The leader is a person
-ho has the po-er to inNuence in the people to do as he+she -ants,
and also he+she facilitates the success of all their acti.ities and -ho
plays !any roles. 4ccording to 0aroselli K()))L,
:F
these roles can $e .isionary, pro$le!Qsol.er and reason a$ility, tea!Q
$uilder, !anager, co!!unicator, po-er distri$utor, liaison, planner and
so forth.
5e $elie.e that as a .isionary, a leader has a clear idea of hi!+her
o$7ecti.e for the future. 4s a pro$le!Qsol.er a leader !ust ha.e a
$alance $et-een creati.ity and 3no-ledge. But a leader is nothing
-ithout good follo-ers, so a .ery i!portant role is to $e tea!Q$uilder,
in this process the leader achie.es that the tea! !e!$ers are
co!!itted to -or3ing together, the -ay is sharing the .ision, in.ol.ing
-hole tea! and persuading the !e!$ers to e!$race it, letting the!
3no- -hat is e1pected of the!. One .ery i!portant issue is that into
the tea! there are di8erent personalities, and its co!$ination can $e
.ery diRcult, a leader has to understand the personalities of tea!
!e!$ers and he or she has to align the di8erent tas3 -ith di8erent
personalities !a3ing the $est co!$inations. The $est tea! is a di.erse
tea!, -ith creati.e and logical people, and -here conNicts are a tool to
6nd the solution. Of course a leader has to de.elop the !anager tas3,
$ut also !anage hi!self to a.oid the stress, -e !ean, a.oid the
!ental, e!otional and physical e1haustion. 4nd also, a leader has to
!anage the follo-ersO e!otions, it is the e!otional intelligence, the
s3ill is to trans!it energy to !oti.ate and create a feeling of unity
-ithin the 6r!. "inally, -e consider that the for!al and infor!al
co!!unication is one of the !ost i!portant s3ills of a leaderP a good
co!!unication talent allo-s the leader to !a3e clear his or her .ision,
transferring energy to the sta8 to perfor! their -or3 and !oti.ate
the!, persuading people and capture their attention. The
co!!unication generates personal relationship in the -or3place.
4ll the opportunities, that the co!pany gi.es to e!ployees for training,
de.eloping, and !uch !ore, can deal e!ployees to a$use these
ad.antages to de.elop their o-n interests and not to contri$ute to
follo- the general interest of the enterprise, it !eans, the !ission and
purposes. Thus, the leader has to >control@ his or her -or3ers $ut
-ithout using authoritarian structures. This leadership style -ould
under!ine the -or3 done to encourage for e1a!ple the i!agination
and the !oti.ation of the e!ployees. 4ccording to &intz$erg K())*L the
!oti.ation and the co!!it!ent of e!ployees are .ery signi6cant
aspects to contri$ute to the generation of ideas for the i!pro.e!ent of
the 6r!, ta3ing into account all the .ie-s of -or3ers.
The leader hence has to see3 other -ays to e1ercise >control@, such as
o$taining that e!ployees share the leaderOs .ision. 4lternati.e !anner
co!!itted and !oti.ated the! so the leader o$tains the loyalty of
-or3ers. t !eans that the leader should use all s3ills that characterize
her or his position as co!!unication, inNuence, !oti.ation, charis!a
and so on, $ut in a ne- -ay that in.ol.e the !anage!ent of talents.
:G
Su!!arising our ideas, -e -ould li3e to stress that there are di8erent
-ays of the !anifestation of the talents and for us the !ost i!portant
are: the continuous acco!plish!ent of superior results, the
!anage!ent of the e1ternal changes, the capacity of learning
constantly and the personality s3ills. Then -hen co!panies can see
these 3inds of signs in people -e could say that they are talented
people.
&.,. Sel* Act.al$%at$#n
4n i!portant concept for our thesis is &aslo-Os Pyra!id of needs,
-hich -e ha.e used as a source of psychology. t is a rele.ant concept
for the talent !anage!ent, $ecause the potential de.elop!ent of
indi.iduals is a necessity to acco!plish the self actualization. 4n
organization -ith talent !anage!ent strategy helps to their e!ployees
to co.er that need, for this reason -hen a 6r! is planning its talent
!anage!ent strategy has to $e a-are of that necessity and also it can
align e!ployeesO interests -ith co!panyOs interest to create added
.alue. t is a theory proposed $y 4$raha! &aslo- in his -or3: 4 Theory
of /u!an &oti.ation K,*=:L. &aslo- for!ulated in his theory a
hierarchy of hu!an needs and he argues that as the !ost $asic needs
!et K$otto! of the pyra!idL, hu!an needs and desires de.elop high
Ktop of the pyra!idL as -e can see in the follo-ing 6gure.
"ig.(.: 4n interpretation of &aslo-'s hierarchy of needs K&aslo-, ,*H)L.
The !ain idea is that the higher needs occupy our attention only -hen
they ha.e satis6ed the lo-er needs of the pyra!id. t !eans that
e.eryone is $orn -ith the percei.ed need to e1perience selfQ
actualization, -hich is de.eloped if the indi.idual has satis6ed the other
needs of the pyra!id, for this reason, indi.iduals ha.e the
:H
desire to de.elop their full potential, to $eco!e !ore and !ore -hat
one is. "or instance, one person !ay ha.e the strong desire to $eco!e
an ideal parent and in another it !ay $e e1pressed in $eing the $est in
his+her 7o$ or $eing the $est athlete.
Therefore, according &aslo- K,**AL e.eryone needs to nurture and
de.elop their talents to o$tain the selfQactualization such as learning,
creati.ity, fairness, responsi$ility and 7ustice, $ecause they are in the
personOs nature. The argu!ents of this author are i!portant $ecause it
raises issues as responsi$ility Kestee!L and the necessity of personal
de.elop!ent KselfQactualizationL. ?e.ertheless at the sa!e ti!e -e
should ta3e into consideration that there are di8erences $et-een selfQ
actualized person's needs and the personality traits.
?e.ertheless, inside talented people as -e ha.e considered $efore
there are se.eral categories. 5e thin3 that all indi.iduals ha.e talents
$ut there are so!e indi.iduals -ho ha.e !ore talents than others, for
this reason the organization needs to 3no- -ho the !ost talented
people are to in.est !ore in the! than in the rest. t !eans that the
co!panies should in.est in the appropriate people the appropriate
a!ount of resources, $ecause this 3ind of practises to identify, select,
de.elop and retain talented people are e1tre!ely e1pensi.e and they
should spend !ore capital in the people -ho -ill gi.e !ore added .alue
to the co!pany. n addition, these actions are .ery e1pensi.e actions in
ter!s of ti!e alsoP therefore the co!pany has to ensure that >the
in.est!ent@ re.erses through the high perfor!ance of its e!ployees.
To conclude, all hu!ans are $orn -ith the need of selfQactualization, this
!eans that people ha.e the desire to de.elop their full potential to
$eco!e -hat they -ant in their life. Therefore, the desires to ha.e
talents and to $eco!e talented people are inside the person's nature.
?e.ertheless, co!panies are conscious of that not all people get the
sa!e perfor!ance $ecause they ha.e di8erent 3ind of talents, that is
-hy they need to 3no- -ho the !ost .alua$le e!ployees are to in.est
!ore capital in the! -ithout -asting the !oney.
:A
&.5. The E!.cat$#nal S0stem
n this part of our research -e -ant to e!phasize the lin3 $et-een
talent de.elop!ent and the education syste!. The traditional
educational syste!, $oth at the school and at the uni.ersity, -as not
focus on de.eloping the full potential of people. This syste! -as .ery
focus on learning theories and concepts rather that de.eloping s3ills as
creati.ity, oratory, tea! -or3ing and learning $y doing, it !eans that
this syste! created specialized people !ore than talented people. 5e
3no- that it is di8erent in the di.erse countries, $ut -e are ta3ing into
account the traditional school so!e years ago in Spain for e1a!ple.
?o-adays, the society is a-are of this lac3 of talents and this is
reNected in the current educational syste! changes, one e1a!ple of
that is the BolognaOs Plan. t is a deal $et-een di8erent &inisters of
#ducation of #urope to create the #uropean /igher #ducation 4rea,
-hich tries to do a con.ergence process of 2ni.ersity studies
throughout #urope. "or instance, fro! no- all the 2ni.ersity degrees
-ill last four years in the -hole #urope, for this reason, all $achelors -ill
ha.e the sa!e .alue in the di8erent countries of #2 -hich -ill allo-s
the free circulation of 3no-ledge. Then, -ith these shifts, #uropean
2nion tries to change the -ay to learn of the students gi.ing the! !ore
freedo! to thin3, !ore freedo! to act, !ore freedo! to co!!unicate
their i!aginati.e and so!eti!es $old solutions of pro$le!s. #1ploiting
all the potential of the students and also, teaching and gi.ing the!
e1cellent conditions to apply in their future 7o$s. 0onditions such as
Ne1i$le -or3, Nuent .er$al and nonQ.er$al co!!unication, tea! -or3,
di.ersity in tea!s, practical -or3, oral e1a!inations, !ore
presentations and so forth. This !eans that the school and the
2ni.ersity -ill o8er fro! no- plenty of de.elop!ent opportunities to its
students to foster talents as creati.ity and i!agination
K---.9uees$olonia.esL.
To su!!arise, the traditional educational syste! -as fo!enting
specialized people $ut no- the society is a-are of the i!portance to $e
a talented people and for this, the actual educational syste! are trying
to pro!ote actions to foster the appearance of talents as creati.ity in
the students and one of this initiati.es can $e the e1a!ple of Bologna's
Plan.
4lso, -e ha.e seen the i!portance of talented people for the co!pany
$efore, $ecause they are the 3ey assets and no- -e -ould li3e to
consider inside the talents of these indi.iduals, that for us one of the
!ost rele.ant talents is the creati.ity.
:*
,. CREATI8IT3
The speci6c topic that -e -ill research in this part of our thesis is the
nurturing of talents as creati.ity and i!agination, e1ploiting all the
potential that people ha.e and they do not de.elop due to !ay$e
conditions in the co!pany are not suita$le, e!ployees do not -ant to
do it or the leader does not 3no- ho- to achie.e it. 0onditions such as
Nuent co!!unication -ithout $ureaucracy, Ne1i$ility, casual $usiness
en.iron!ent, tea! -or3, di.ersity in tea!s, dyna!ic at!osphere,
delegation of decision po-er and so forth. This !eans that the
organization o8ers plenty of de.elop!ent opportunities to its
e!ployees to de.elop and train their talents. The o$7ecti.e of all of
these conditions, is to $rea3 -ith grids of acting and thin3ing that
people de.elop throughout all their life in the society and to gain the
i!aginati.e and creati.e -ay of thin3ing of children and also the self
con6dence that characterize the!, $ut relying on the 3no-ledge of an
adult. But no-, let us start -ith the concept of creati.ity.
,.1. De4n$t$#n #* Creat$)$t0
4ccording to %u!sdaine T Bin3s K())HL the -ord creati.ity has t-o
origins, %atin and <ree3. n %atin, creati.ity co!es fro! >creare@ to
!a3e and in <ree3, creati.ity is deri.ed fro! >3reinein@ to ful6l. The
6rst .ie- !eans that creati.ity ena$les us to create so!ething ne-,
the de.elop!ent of ne- products or+and processes -hich -ill displace
old .ersions. n the second .ie- !eans that creati.ity allo-s the use of
our i!agination to create ne- horizons of -hat -e do and -hat -e
$elie.e a$out our full potential, the ful6lling of our indi.idual $ases.
4nother de6nition that -e -ant to ta3e into account is according to
?ilsson K(),)L that the creati.ity is the a$ility to use the i!agination to
transcend traditional ideas, rules, patterns, relationships, or the li3e,
and to create !eaningful ne- ideas, for!s and !ethods. n the talent
!anage!ent acti.ities to treat 3ey e!ployees as e1traordinary
inno.ators is funda!ental gi.ing the! tools to de.elop their creati.ity.
n the search of talented people, leaders ha.e to loo3 for
entrepreneurial !inds. t !eans that talented indi.iduals should ha.e
entrepreneurial !inds, $ut not in the sense of creating a ne- $usiness,
$ut in the sense that the entrepreneurs are creators, e!pathizers,
pattern recognizers and !eaning !a3ers K?ilsson, (),)L. Then, if
co!panies need people -ith talents as creati.ity, they should 3no- the
sources of the creati.ity to i!ple!ent the! in their e!ployees.
=)
,.&. Creat$)$t0 S#.rces
"or!erly, it -as $elie.ed that creati.ity could co!e fro! sources such
as the di.ine inspiration, serendipity, contri.ed luc3 or deter!inis!, $ut
no-adays -e -ill use that the creati.ity co!es fro! the learning
processes. 4ny-ay, according to %u!sdaine T Bin3s K())HL, -e are
going to e1plain traditional and ne- sources of creati.ity in the
follo-ing lines.
"irst, the di.ine inspiration .ie- !eans that the creati.ity is deri.ed
fro! <od or higherQorder thin3ing. Second, the serendipity .ie- !eans
that the creati.ity is the accidental outco!e of a fortuitous coincidence
of thoughts and e.ents. Third, the contri.ed luc3 .ie- !eans that the
creati.ity is a natural result fro! greater conditions. "orth, the
deter!inis! .ie- !eans that the creati.ity is forced .ia deter!inis! to
sol.e a particular pro$le!, so creati.ity has to occur.
"inally, the learning processes are the .ie- that -e -ill utilize as the
source of creati.ity. t !eans that the high le.els of creati.ity co!e
fro! the application of so!e processes, -hich inNuence in our -ay of
thin3ing and $eha.ing. Thus, they teach us to $e !ore creati.e.
,.,. The Relat$#nsh$" 'et/een Creat$)$t0 an! Inn#)at$#n
4ccording to %u!sdaine T &artin K())HL the /err!ann Do!inance
nstru!ent has four specialized thin3ing clusters in the $rain. One of
the! Kthe upper rightL is related -ith the creati.e thin3ing capa$ilities
such as .isual s3ills, $ig pictures, ta3ing ris3s, $eing spontaneous and
!uch !ore K---.athenaonline.co!L. The creator, /err!ann sa- that
the creati.ity is a dyna!ic acti.ity that in.ol.es conscious and
su$conscious !ental processing in generating and idea and !a3ing
so!ething happens as a resultP $ut the creati.ity does not occur in
isolation, it needs the person's !ind, ideas and in.entions. &oreo.er,
-e usually use the creati.ity for sol.ing pro$le!s in di8erent -ays, $ut
also it is necessary for the inno.ation. The organizations so!eti!es
utilize the -ords creati.ity and inno.ation -ith the sa!e !eaning.
?e.ertheless, there are so!e di8erences $et-een these t-o concepts.
5e 3no- already -hat creati.ity is and no- -e -ill e1plain the concept
of inno.ation that is the practical application of the creati.ity in an
organization, -hich usually re9uires a tea!. To allo- the inno.ation, the
good co!!unication of ideas in all the directions is necessary and
crucial inside the co!panies. 4nother di8erence $et-een these
concepts is that creati.ity is usually in the $eginning of the process to
create so!ething and the inno.ation happens !uch later. nno.ation is
!uch safe $ecause it is -hen the product or process is esta$lished.
&anagers often prefer to use the -ord inno.ation instead of creati.ity,
=,
$ecause so!eti!es creati.ity has so!e negati.e connotations such as
the possi$ility of failing K%u!sdaine T Bin3s, ())HL.
To conclude the creati.ity and the inno.ation do not ha.e the sa!e
!eaning. The creati.ity ena$les us to !a3e so!ething ne- and the
inno.ation is the practical -ay of the creati.ity, it !eans that the
inno.ation is the ne1t step of the creati.ity.
,.5. S9$lls #* Creat$)e +e#"le
They are curious, $ecause they are al-ays in.enting ne- -ays of doing
things or sol.ing pro$le!s or i!pro.ing e1isting products or ser.ices.
"or this, they need to $e updated, o$ser.ing ne- and traditional trends,
co!paring the! and loo3ing for all the opportunities that they can 6nd
in the en.iron!ent. They are people -ho ha.e realized that to $e
successful in a pro7ect, 6rstly they should $e passionate in their -or3,
they should ta3e ris3s so they do not ha.e to $e afraid of !a3ing
!ista3es and also, they ha.e to i!pro.e it -ith s!all and continuous
steps. They use the creati.e thin3ing to sol.e conNicts and also they
3no- the i!portance to ac9uire and to ha.e this 3ind of s3ills to
success in the rapidly changing and inno.ati.e -orld in these ti!es
K%u!sdaine T Bin3s, ())HL.
/ere -e can thin3 that is easy to $e a creati.e person $ut so!eti!es
there are so!e $arriers to the creati.ity.
,.6. Barr$ers t# Creat$)$t0
4ll hu!ans 3no- that -e are $orn -ith the talent of the creati.ity, $ut
-hen -e are in the school or at ho!e or in our daily li.e -e usually
esta$lish so!e $arriers to our creati.ity. 4ccording to %u!sdaine T
Bin3s K())HL, -e -ill e1plain three types of $arriers to this talent: false
assu!ptions, learned ha$its and e!otions.
"irst, -e consider false assu!ptions: the $elief that the nor!al
$eha.iour is that people are not creati.e and the attitude of playing for
children is fri.olous. The 6rst is not true, $ecause it is de!onstrated
that all hu!ans ha.e a huge potential to $e creati.e, $ut -e do not
3no- and -e do not use it. The second assu!ption is false also and it is
i!posed in the $usiness sector, in the schools and also $et-een the
parents. The play is a .ery signi6cant aspect for our cogniti.e
de.elop!ent, then, children ha.e to play in their li.es. Bet-een the
$usiness -orld, -e ha.e seen in so!e #uropean nitiati.es such us
>0reati.ity, nno.ation, People. 4 selection of #uropean good practices@
and in the &anifesto of >#uropean 4!$assadors for 0reati.ity and
nno.ation@ K())*L that the organizations are trying to pro!ote the
learning through creati.ity. To get this, organizations are in.esting in
ne- -ays of learning processes
=(
for their e!ployees, $ecause all the people ha.e the right to use their
creati.ity talent. These initiati.es consider that creati.ity and
inno.ation can !o.e organizations for-ard to-ard prosperity, $ut
organizations need to ta3e responsi$ility for ho- they are used. Today,
they !ust $e !o$ilised in fa.our of a fair society -ith respect for
nature and for the health and -ellQ$eing of people -orld-ide. Then, to
create a !ore creati.e and inno.ati.e #urope, they present these
initiati.es, -hich set out their priorities and their reco!!endations to
6nd a -ay out of the current stale!ate in this period of crisis
Kec.europa.euL.
n addition, -e sa- in this docu!ent that the di.ersity is an i!portant
concept that has to $e applied in the organizations, due to the sharing
of 3no-ledge $et-een groups of di8erent cultures Nourishes the
creati.ity, $ecause they contain di8erent understandings of the sa!e
concept.
Second, the learned ha$its are other $arriers to the creati.ity. 5hen -e
are doing a test -e usually thin3 that there is only one right ans-er, $ut
it depends on the for!ulation of the 9uestion or the criteria to respond
the 9uestion, it !eans that can $e !ore correct solutions. "or this
reason -e should loo3 for alternati.es to co!pare -ith -hich -e thin3
is >the right ans-er@ to 3no- -hich the $est is. "or e1a!ple, -hen
children do not 3no- ho- they can do so!ething they are al-ays trying
to in.ent ne- -ays of doing, $ut adults insist that the 3ids ha.e to learn
the sa!e -ay of doing things that all of the society. 4nother ha$it is
-hen -e loo3 at a pro$le! in isolation. Before trying to 6nd ans-ers for
a pro$le!, -e should ta3e into account if this pro$le! for!s part of a
larger pro$le!, in this case -e can not consider the pro$le! alone, and
it !eans that the conte1t is i!portant. Thus, talented people should
ha.e a -ide point of .ie- $ecause if not it -ill $e a $arrier to creati.e
thin3ing, $eco!ing specialized people or e1perts instead of people -ith
talents. The last ha$it that -e consider a $arrier to the creati.ity is
-hen -e follo- the rules. 4re al-ays the rules really necessary or
helpfulD 5e $elie.e that the rules are necessary in the co!pany to
control the e!ployees, the results and so on, ne.ertheless they do not
ha.e to i!pede the creati.e thin3ing, and then rules are necessary
-hen they ha.e a right purpose to e1ist. These 3inds of ha$it $arriers
can $e sol.ed if -e consider the di8erent -ays to sol.e the pro$le!, if
-e loo3 for the! in a huge conte1t and if -e analyse the purpose of the
rules K%u!sdaine T Bin3s, ())HL.
"inally, the third $arriers to the creati.ity can $e the e!otions. 5e are
going to spea3 a$out t-o types of e!otions or attitudes: negati.e
thin3ing and ris3Qa.oidance. The negati.e thin3ing is $ased on paying
our attention only in the $ad personal s3ills rather in good features. The
ris3Qa.oidance !eans that all people ha.e the fear of failure, -hich
i!pedes the creati.e thin3ing. To $rea3 -ith these e!otional $arriers,
co!panies should encourage their e!ployees -ith positi.e feed$ac3s
-hen they gi.e
=:
creati.e ideas and also, e!ployees should 3no- that the failure is
another step to learn and to i!pro.e e.ery day and to o$tain a future
success K%u!sdaine T Bin3s, ())HL.
To su!!arize, there are so!e $arriers to creati.ity fro! people in the
school, parents till in the $usiness sector. These $arriers are the feeling
that people are not creati.e, the $elief that there is only one right
ans-er to sol.e the conNicts, to analyze the pro$le!s isolated and the
negati.e thin3ing and ris3Qa.oidance $et-een !uch !ore. Then,
co!panies ha.e to o.erco!e this 3ind of $arriers to foster the
creati.ity of their e!ployees $ecause they need it due to they are
talented people.
,.7. Lea!ersh$" St0le t# F#ment the Creat$)$t0
4ccording 5oods K())FL, the de!ocratic leadership is one style of
leadership -here creati.ity and i!agination of e!ployees are
encouraged. This leadership style is one of the !ost i!portant 3ey
concepts related -ith talent !anage!ent to 3no- ho- leaders deal
-ith 3ey -or3ers, it !eans -ith talented people, $ecause here the
co!!unication in all the directions is .ery i!portant , -hich allo-s the
i!pro.e!ent of the co!pany, their products or ser.ices, their
processes and also of the de.elop!ent of e!ployees. ?e.ertheless, a
leader has to !anage his or her e!ployees, that is -hy he or she
should retain these creati.e and dyna!ics !inds, for this reason one of
our 9uestions is ho- they do that, to ans-er this -e ha.e deepen later
in the cases of <oogle and ;erogrey. These organizations sti!ulate the
$reeding and the nurturing of creati.ity. On the one hand, -e ha.e
studied the case of <oogle loo3ing for the infor!ation $y nternet in the
se.eral in.estigations or docu!ents -ritten a$out this co!pany,
se.eral acade!ic articles and so!e thesis. On the other hand, -e ha.e
studied the case of ;erogrey, -hich is $eco!ing $igger and $igger. n
this part of our in.estigation -e ha.e included our e!pirical studies
that -e ha.e o$tained of ;erogrey, $ecause -e .isited its head9uarter
in Du$lin KrelandL and -e did so!e inter.ie-s -ith the 0#O of the 6r!
and also -ith three e!ployees as -e -ill sho- no-.
==
5. EM+IRICAL FINDINGS AND ANAL3SIS
Our e!pirical 6nding and analysis are a$out t-o co!panies, -hich are
;erogrey and <oogle. They are .ery di8erent organizations $ut $oth are
related -ith our thesis of $reeding and nurturing talents. They are
di8erent $ecause ;erogrey is a s!all co!pany -ith () e!ployees,
-hile <oogle is a huge co!pany -ith !ore than ,).))) e!ployees
-orld-ide K---.google.co!+corporate+e1ecs.ht!lL. ?e.ertheless they
are si!ilar $ecause $oth, <oogle and ;erogrey $ase their operational
acti.ities on the inno.ation and the de.elop!ent of ne- technologies
that is -hy, they depend co!pletely of the perfor!ance of the
-or3force. They are de.eloping a talent !anage!ent strategy, each
one in a di8erent scale according -ith the size of the $usinessP ho-e.er
$oth co!panies apply that strategy to contract the $est indi.iduals,
and this !eans talented people. They are constantly recruiting,
training, de.eloping and retaining that 3ind of people, -ho are
dyna!ics, youth, hard -or3ing, curious, passionate in their -or3 and
!uch !ore. Our ai! is to de!onstrate that to ha.e a good talent
!anage!ent strategy has nothing to do -ith the size of the co!pany
and that each organization can de.elop it according -ith their
necessities.
Our e!pirical -or3 is $ased on pri!ary and secondary sources. n
;erogrey, -e did so!e inter.ie-s -ith three e!ployees and the 0#O of
the co!pany and in <oogle -e o$tained the infor!ation $y nternet
and acade!ic articles. t !eans that -e ha.e used pri!ary sources in
the case of ;erogrey such as inter.ie-s and dialogues and -e ha.e
utilized secondary sources such as acade!ic articles, -e$ pages, thesis
and $oo3s in the case of <oogle and also, in the case of ;erogrey.
5.1. Em"$r$cal St.!0: ;EROGRE3
5.1.1. Descr$"t$#n #* ;er#re0
The co!pany ;erogrey is a young co!pany dedicated to perfor! the eQ
co!!erce of their custo!ers. They $uild and run online stores for
corporations all o.er the -orld. ;erogrey o8ers to 6r!s the -hole set of
technologies and ser.ices needed to carry out #Qco!!erce and indeed
carries out #Qco!!erce in their place: ser.ers, syste!s, -arehouses,
pay!ents, returns, frauds, legal, contact center, pro!otion, and so
forth. They ha.e $ranches in taly, Spain, reland and the 2nited States
of 4!erica. ;erogrey is a partner for a large nu!$er of organizations
operating internationally in di8erent !ar3ets. Their approach $rings
ser.ices and technology together to sol.e all pro$le!s that the set up
of the online channel could create.
5e -ill e1plain the !ain acti.ities of ;erogrey, its situation of the
Du$lin's oRce and 6nally, the relationship $et-een ;erogrey and $oth
the talent !anage!ent and
=F
talented people. %et us start -ith the four pillars of ;erogrey to e1plain
its !ain acti.ities, -hich are #Q0o!!erce Technologies, Data 4nalysis,
#Qselling operations and their %ogistics.
1< E=C#mmerce techn#l#$es
;erogrey de.elops its o-n #Qco!!erce engine to !a1i!ise online sales
on stores of co!panies. Their co!plete #Qco!!erce platfor! is $uilt $y
a tea! of international soft-are de.elopers !anaged $y their head
engineers. ;erogrey technology is international and dra-s on the
e1perience gained during years of #Qco!!erce acti.ity in co!ple1
!ar3ets such as #urope and the 2S4. 0ultural and operational aspects
such as di8erent currencies, !ultiQlingual descriptions, localization of
contents and of partners are crucial for the international success of an
#Qstore. Their e1perience -ith co!panies -or3ing in !any product and
ser.ice sectors and on pro7ects of s!all to large di!ensions pushed
their de.elopers to design a Ne1i$le syste! a$le to host and retail
products and ser.ices -ith and -ithout options, to ship fro! !any
-arehouse, to channel sales into selected !ar3ets at speci6c sales
conditions and so on.
The !ost i!portant of the #Qstore -ith ;erogrey -ill $e $ased on their
proprietary technology. The organization that hires this ser.e, spea3s
directly -ith -ho! created the technology and daily de.elops it, it
guaranties a fast and e8ecti.e future Ne1i$ility if the online !ar3et
changes.
&< Data anal0s$s
The direct #Qco!!erce on the 6nal consu!er is a source of data on
preferences, ha$its, and characteristics of the typical client of the $rand
or of the product. t produces a dataQset in constant e.olution useful for
!any types of seg!entation and analysis.
;erogrey has to !anage the dates such as the history of orders and the
de!and e1pansion path, -hich are property of the costu!ers and
-hich can $e o$ser.e directly $y the clients in real ti!e in e.ery
!o!ent.
&oreo.er, they are responsi$le for the reporting for the Sales &anager
or the &ar3eting Depart!ent of the organizations. ;erogrey o8ers
speci6c instru!ents to control the outco!es of the #Qco!!erce acti.ity
and to analyse the!. "or e1a!ple: ?u!$er of .isits, a.erage duration
of sessions, nu!$er of ful6lled orders, chosen pay!ent !ethods and
!uch !ore.
,< E=sell$n: #"erat$#ns
=G
;erogrey pro.ides co!!ercial and technical ser.ices to-ards the
acti.ation of #Qco!!erce pro7ects selling to costu!ers and to partners.
4fter the assess!ent the o$7ecti.es of the enterprise -hich hires the #Q
co!!erce, ;erogrey ta3es care of all technological aspects connected
to the online store. Depending on the co!panyOs goals, ;erogrey can
do all #Qco!!erce operations or 7ust a part of the!. ;erogrey -ill do
e.erything that direction of the organization does not -ant to do, -ho
chooses all strategic aspects.
5< L#$st$cs
The logistic is the last i!portant pillar for ;erogrey to guarantee its
successful. ?or!ally, consu!ers' e1pectations are !uch higher than
those of professional custo!ers that is -hy the co!panies need to
chec3 constantly their online operations if they -ant their success
dura$le in ti!e. So!eti!es, !ost custo!ers $y nternet $uy as they
follo- an i!!ediate i!pulse and i!!ediately they -ant to $e infor!ed
on their order ful6l!ent status. The deli.ery and the infor!ation !ust
No- fast, -hile their store ser.ice !ust $e transparent as far as
possi$le, it !eans that ;erogrey ta3es care of their users.
5.1.&. The L#cat$#n: The D$$tal De"#t
The head9uarter of ;erogrey, -hich -e ha.e .isited, is in the South of
Du$lin city. t is located in The Digital Depot, in the hearth of Digital
/u$, -hich is an international centre of e1cellence for digital !edia
6r!s, research and learning. t -as de.eloped as a 7oint initiati.e of
Du$lin 0ity 0ouncil, #nterprise reland and The Digital /u$
De.elop!ent 4gency. They ha.e adapted the $uilding of a factory of
,*F) to !a3e this centre, -here they !aintain the original e1terior,
together -ith so!e of the original internal features. This -as a huge
in.est!ent !ade to create an inno.ati.e and high speci6cation
en.iron!ent for digital 6r!s in reland K---.digitaldepot.ieL.
Pic.,: Iie- of the adapted $uilding of The Digital Depot
K---.digitaldepot.ieL.
The Digital Depot $rand is increasingly recognized $eyond reland, due
to the acco!plish!ents of the digital content and technology
co!panies doing $usiness fro!
=H
there and also it is allo-ing their fast gro-ing. These enterprises are
part of a net-or3 of appro1i!ately ,)) and their core areas are:
entertain!ent, education, corporate and pu$lic ser.ice sectors inside
this industry. The pro6le of these 6r!s is s!all and li3eQ!inded digital
!edia enterprises and so!e e1a!ples of the! are 4!azon, Bally-ire
&edia %td, 0a!$ridge 4ni!ation Syste!s and ;erogrey, to na!e a fe-.
The Digital /u$ allo-s the! the shared utilization of so!e facilities for
all the co!panies located there and -hen these 6r!s gro-, they do not
ha.e to !o.e out. So!e of these facilities are: a !odern 0T
infrastructure, par3ing, !ail $o1es, !eeting roo!s, cafeteria,
net-or3ing e.ents, fullyQfurnished oRce space and !uch !ore, as -e
can see in the follo-ing pictures K---.property.ieL:
Pic.(: One of the !eeting roo! shared K---.property.ieL.
Pic.:: 0afeteria and corridor of Digital Depot K---.property.ieL.
=A
t !eans that The Digital Depot contri$utes to 6r!s -ith support
ser.ices that they need -hen they -ant to start their $usiness, -hich
pro!otes the $irth of entrepreneurship, fro! the point of .ie- of
running their o-n $usiness till the $irth of entrepreneurial, inno.ati.e
and for-ardQthin3ing !inds in the e!ployees of these enterprises. 5e
ha.e also se.eral e1a!ples in Spain of this 3ind of centre to sti!ulate
this en.iron!ent in deter!inate regions of our country, $ut in this case
-hen 6r!s gro- they ha.e to !o.e out
Kdescargas.cer.antes.irtual.co!L.
Our opinion of this centre is that they encourage spaces to !eet the
de!ands of the digital sector, -ith Ne1i$le arrange!ents for the
co!panies, shared facilities as -e ha.e !entioned a$o.e including a
fully 6tted presentation roo!, a cafeteria pro.iding a central social area
-ithin the $uilding -here people fro! co!panies can !eet infor!ally
and e1change ideas. 5e used a !eeting roo! $ut also -e did t-o
inter.ie-s in the cafeteria, -hich allo-s us to o$ser.e the en.iron!ent,
-hich -as casual, infor!al, highQtech and youth -or3ing en.iron!ent.
4nd also the 6r!s of The Digital /u$ are participating in a 0#O foru!
and leadsQgeneration net-or3, and gaining access to $usiness ad.ice
clinics, industry e.ents and a directory of preferred suppliers and they
can get so!e discounts $ecause they are part of this centre
K---.digitaldepot.ieL.
5.1.,. The Anal0s$s #* ;er#re0>s Talent Manaement Strate0
5e ha.e done o$ser.ations in its head9uarter in Du$lin and -e ha.e
!aintained infor!al dialogues -ith e!ployees -ho -or3 there, -e also
inter.ie-ed the 0#O of the co!pany, <uido &ea3.
The o$7ecti.e of this e!pirical analysis is to disco.er ho- a s!all and
inno.ati.e co!pany uses the talent !anage!ent to i!pro.e its
perfor!ance. t !eans ho- !anagers of the co!pany recruit, de.elop
and retain the talented people -ho are in the organization. Ta3ing into
account that ;erogrey is a s!all 6r!, -hich is for!ed $y t-enty
e!ployees appro1i!atelyP it does not ha.e a for!al Talent
&anage!ent Strategy, also they do not ha.e a /u!an Resource
Depart!ent $ut they de.elop the talent !anage!ent acti.ities in
s!allQscale, o$taining successful results.
Belo- -e -ill relate the 6ndings o$tained during the o$ser.ations,
dialogues and inter.ie-s -ith e!ployees of ;erogrey. During the
dialogues -e -ere focus on to 3no- ho- e!ployees feel -or3ing in
that organization, and also -e -ere focus on -hich is
=*
their .ision a$out the !anage!ent style. During the inter.ie- -ith
<uido &ea3 -e -ere focus on -hat he understands a$out Talent
&anage!ent and -hat acti.ities ;erogrey is doing in this 6eld ta3ing
into account the necessities and the size of the co!pany. "irstly, -e
-ere tal3ing a$out our o-n 6rst i!pressions -hen -e -ent to .isit the
oRce of the co!pany. Secondly, -e -ill e1plain the !anage!ent style
that they ha.e in the co!pany and ho- they acco!plish higher
perfor!ance of their e!ployees. That e1planation is $ased on the
e!ployee perfor!ance for!ula KPV K4, &, OLL that -e sa- in the !odel
of 0ollings T &ellahi K())*L. "inally, in the ne1t section, -e -ill descri$e
the talented people that -e identify inside the co!pany.
"irst of all, -e -ould li3e to note that -hen -e -ere spea3ing -ith the
0#O of ;erogrey a$out -hat he understands a$out the concept of talent
!anage!ent he said to us that he had ne.er heard a$out that concept,
ne.ertheless -hen -e as3 hi! a$out ho- he de.elops the three
ele!ents Krecruit!ent, de.elop!ent and retentionL, he let us to 3no-
that in ;erogrey has a .ery good talent !anage!ent strategy, due to
the organization is a-are of the necessity of talented people to de.elop
its operational acti.ities, and also its .alues its e!ployees and !oti.ate
the! to achie.e their !a1i!u! potential de.elop!ent, and that is the
essence of the Talent &anage!ent.
4s -e ha.e seen $efore the ;erogrey head9uarter of Du$lin is located
in the Digital Depot $uilding. The oRce is only one roo! -here 6.e
e!ployees -or3 togetherP it !eans that they -or3 in the sa!e space.
The 6.e e!ployees are fro! di8erent nationalities, they are fro! 2.S.4,
Poland, <er!any, "rance and reland, di8erent cultures and di8erent
6elds of specialization that is -hy there is a high degree of
di.ersi6cation into the organization. They all are .ery young, and the
en.iron!ent that -e o$ser.e -as fa!iliar, for e1a!ple they do not
-ear for!al clothes, and they !aintain an infor!al relationship. 5e
thin3 that this 3ind of en.iron!ent fosters the creati.ity and inno.ation
through the easy e1change of ideas.
The !anage!ent style of ;erogrey is .ery Ne1i$le and de!ocratic. This
!eans that the !anagers gi.e to the e!ployees the freedo! to do the
tas3 in the -ay that the e!ployee chooses. The perfor!ance is
!easured $y the result, not $y the process. 4n e!ployee, -ho is in
charge of progra!!ing tas3s and -ho de.elops the soft-are to operate
the $usiness on the nternet, said to us that he feels free to realize the
-or3 in his -ay, i!pro.ing it as !uch as he -ants and introducing his
ideas in the tas3. That 3ind of Ne1i$ility leads to a higher perfor!ance
of the e!ployee and a higher 9uality of the tas3. This Ne1i$ility is not
total, for e1a!ple, they ha.e a -or3 schedule that they ha.e to ful6l in
the oRce. ?e.ertheless, e!ployees see that schedule as a good point
to separate their -or3 life and their personal life, an e!ployee -ho is in
charge of the logistic, order !anage!ent and custo!er ser.ices said to
us that he -ould not li3e to
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-or3 at ho!e $ecause he prefers ha.ing that ti!e to spend -ith his
fa!ily or his friends and to rela1.
One of the !ost original points that -e sa- in the !anage!ent style of
;erogrey is a$out the control of the !anager to e!ployees, it is original
$ecause it al!ost does not e1ist in a direct -ay. ;erogrey !anagers are
not all the ti!e in the Du$lin head9uarter, due to they ha.e another
principal oRce in Turin and they ha.e to tra.el .ery often to .isit their
custo!ers. <uido &ea3, the 0#O of ;erogrey, told us that he does not
do al!ost any control $ecause each e!ployee 3no-s -hat he or she
has to do. /e told to us that he does not -ant to $e li3e a 7ail guard.
4ccording to all ;erogrey e!ployees, they do not see their super.isors
!ore than : or = ti!es during all the year. That is -hy e!ployees has
the freedo! that -e !entioned earlier, $ut also it !eans that they
assu!e the responsi$ility to do the -or3 -ithout direct super.ision,
hence the capacity of assu!e their o-n responsi$ility is a personal trait
that ;erogrey is loo3ing for in their e!ployees.
Due to the !anagers are not in the oRce during !ost of the ti!e, the
co!!unication is a .ery i!portant issue in the organization. n
;erogrey the co!!unication is !ainly through e!ail and S3ype and
they do not esta$lish periodic for!al !eetings $ut the co!!unication
is open and in all directions. That is another of the !ost original points
of the !anage!ent style of this co!pany. The S3ype progra!!e gi.es
to organizational !e!$ers the facility to ha.e direct co!!unication at
any ti!e -ithout any cost. #!ployees !ay as3 or co!!unicate a ne-
idea to their super.isor, -ho usually is not in the oRce, at any ti!e
-ithout the need of a for!al !eeting.
/ence -e can say that ;erogrey use ne- technologies to ha.e a high
le.el of co!!unication in all directions -ithout the need of a great
in.est!ent of capital and of ti!e. That has the ad.antage to facilitate
the processes of decision, to pro!ote the e1change of ideas, -hich
leads to $etter results in the organization. "urther!ore this style of
co!!unication has ad.antages related -ith the -or3force, it increases
the !oti.ation of e!ployees, -ho feel heard and .alued and also it
pro!otes their learning through the e1change of 3no-ledge.
?e.ertheless so!e e!ployees felt a $it strange in the $eginning -hen
they had to spea3 $y S3ype -ith people that they did not 3no-
personally and the eRciency of the co!!unication i!pro.es -hen they
!et personally, -e thin3 that this is due to the lac3 of con6dence that
e1ist -hen the partners ha.e ne.er spo3en face to face.
Regarding to the co!!unication $et-een !e!$ers of the oRce of
Du$lin, -e o$ser.ed that the infor!al at!osphere and the fact that
they all -or3 in the sa!e space or roo! facilitate the rapid
co!!unication. During the de.elop!ent of a pro7ect each !e!$er has
a 7o$ related to their specialty $ut all tas3s are related, therefore to
F,
3no- ho- is going the -or3 of others is essential to integrate all the
tas3s and achie.e a successful outco!e.
?o- -e -ill e1plain ho- ;erogrey de.elops the three !ain acti.ities of
the talent !anage!ent, the recruit!ent, the de.elop!ent and the
retention of the talent people:
5.1.,.1. The Recr.$tment Act$)$t$es #* ;er#re0
During the inter.ie- to the 0#O of the co!pany, -e spo3e a$out ho-
the recruit!ent is done in the co!pany, <uido &ea3 said to us that
they do not ha.e a for!al process of selection $ecause they hire ( or :
people per year, that is -hy they do not need to in.est in the
de.elop!ent of a for!al process, he notes that the !ost i!portant
issue -hen they are loo3ing for a ne- e!ployee is to de6ne $efore
-hat ;erogrey needs, hence, !anagers design the pro6le of the person
-ho -ill ful6l the 7o$, and also they de6ne the talents or s3ills that they
need to achie.e a higher perfor!ance in that position. 4fter the
de6nition of the ;erogrey necessities, they start to loo3 for people
directly pu$lishing the 7o$ o8er on internet, !ainly in their -e$ site,
they do not outsource this tas3 $ecause t-o reasons, the 6rst one is
that they do not -ant to spend capital on this and the second one is
that they prefer !a3ing the decision directly due to they 3no- if the
candidate -ill 6t in the corporate culture and in the -or3 style.
;erogrey see3s $usiness people, !ar3eting people, progra!!ers and
pu$lic relations people, $ecause those are the areas -here they -or3,
$ut that pro6le is only for the specialized 3no-ledge. The co!pany
pays !ore attention to loo3 for talent as s3ills as facility in
!athe!atics, languages, people -ho can !aintain a good relationship
-ith the custo!ers and also personal s3ills to -or3 in a tea! and to
assu!e responsi$ilities, they are loo3ing for de.elopers and creati.e
people to sur.i.e in the en.iron!ent of constant change -hich is the
$usiness in the nternet !ar3et. The e!ployee responsi$le of the
progra!!ing tas3 told us that nternet is li3e a $a$y, there are too
!any -ays to do $usiness that are yet to $e e1plored, that is -hy
co!panies that -or3 in the sector should ha.e a de.eloper -or3force
to e1plore that -ays $efore the co!petition.
Due to the enterprise is s!all, e!ployees are considered !e!$ers of
the talent pool, that is -hy in their recruit!ent, ;erogrey !anagers
loo3 for talented people -hen they hire -or3ers, they specially loo3 for
the di.ersity and young people -ho ha.e the energy and fresh ideas to
acco!plish a higher perfor!ance. ?e.ertheless also the di.ersity is
deter!ined $y future pro7ects that the co!pany has to de.elop.
;erogrey, although is a s!all co!pany, has a truly international client
$ase, therefore, the co!pany see3s e!ployees of nationality -here
they -ill de.elop their ne1t pro7ects,
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$ecause these people, not only 3no- the language, they also 3no- the
culture and characteristics of that !ar3et. This $eha.iour is an e1a!ple
of the talent !anage!ent acti.ities of ;erogrey. 4s -e ha.e seen
$efore, the 6rst tas3 of an organization to create the talent pool is to
de6ne the 3ey positions and the talent needs to ful6l those $efore
starting the recruit!ent process.
The recruit!ent process is through a s!all technical test, to ensure that
candidates ha.e the necessary 3no-ledge and personal inter.ie-s -ith
the 0#O, <uido &ea3. These inter.ie-s are the !ost i!portant part of
the process $ecause, as -e ha.e seen $efore in ;erogrey !ainly they
loo3 for de6ned personal traits -hich only can $e detected $y a
personal contact, not in a test. One e!ployee spo3e -hit us a$out his
recruit!ent process, he said that it -as o.erall a personal inter.ie-
-ith &r. &ea3, during the inter.ie- they had an infor!al dialogue to
see if the personality of the e!ployee -ould 6t in the co!pany and if
he had the searched traits. The reason $ecause the organization has
this structure in its recruit!ent process is that they are loo3ing for
talented people and not for specialised people.
5.1.,.&. The De)el#"ment Act$)$t$es #* ;er#re0
The second !ain acti.ity of the Talent &anage!ent, as -e !ention
a$o.e, is the de.elop!ent of the talent pool. t !eans ho- ;erogrey
!anagers de.elop the talent and the capa$ilities of its e!ployees to
e1ploit their full potential. n ;erogrey -e o$ser.ed t-o 3inds of
de.elop!ent, the for!al and the infor!al de.elop!ent.
The 6rst one is a for!al training that e!ployees ha.e -hen they start
to -or3 in the organization. This training is to learn ho- the co!pany
-or3s. 4ccording to <uido &ea3 in ;erogrey e!ployees can foster their
s3ills or 3no-ledge doing de.elop!ent coursesP it !eans for!al
de.elop!ent, such as language courses, progra! courses and also
courses to recycle the 3no-ledge. That 3ind of recycle courses are
essential in the 6eld -here ;erogrey -or3s. The 0#O says to us that
they, the co!pany, put the !oney and the ti!e for those courses
$ecause they 3no- that their -or3force is the !ost i!portant
sustaina$le co!petiti.e ad.antage, that is -hy they ha.e to de.elop
their talents to a.oid that e!ployees $eco!e o$solete. ?e.ertheless
according to <uido &ea3 they do not ha.e a for!al structure for the
de.elop!ent acti.ities of talent !anage!entP he says that e!ployees
do those courses -hen they need it.
The second 3ind of the de.elop!ent of the talent pool is !ore
interesting for e!ployees. t is an infor!al training -hich is de.eloped
during all the ti!e that they are -or3ing in the organization. This
infor!al training helps the e!ployee to de.elop ne- s3ills and it is
de.eloped through t-o -ays. "irstly, the fact that the -or3ers ha.e the
freedo! to do the tas3s pro.ides a 3ind of auto de.elop!ent $ecause
they do not
F:
ha.e a close tas3P they ha.e a tas3 that needs to thin3 and to disco.er
a ne- -ays to de.elop it. The second -ay is a 3ind of !entoring, $ut
the !entor is not an e1perienced !anager -ho teaches the ne-
e!ployee. n this case, !entors are all e!ployees, $ecause they
e1change 3no-ledge $et-een the! all the ti!e and thus they de.elop
ne- s3ills and talents. The di.ersity of the -or3force pro.ides the! of a
lot of di8erent a$ilities -hich are shared $y the tea! -or3 and the
co!!unication syste! that they ha.e in the co!pany. This 3ind of
infor!al training $eco!es the co!pany in a learning organization
-here the 3no-ledge No-s and is e1changed through all the co!pany.
5.1.,.,. The Retent$#n Act$)$t$es #* ;er#re0
"inally, the last !ain acti.ity of the Talent &anage!ent is the retention
of the talented people into the 6r!. The retaining is acco!plished $y
the !oti.ation of the -or3ers and $y the $rand soul that ;erogrey has
$uilt. During the inter.ie- -ith &r. &ea3 he said to us that the !ain
factor for the loyalty and for the !oti.ation of their e!ployees are the
happiness, he said that they are trying al-ays to 3eep their e!ployees
happy $ecause is the only -ay to retain the!, $ut the happiness is
acco!plished through !any actions -hich -e could see in the Du$lin
oRce such as the fa!iliar -or3space, the opportunity to gro- -ith the
co!pany, the security and the recognition of their -or3.
4s -e could see in the Du$lin oRce, the !oti.ation is $ased on the
-or3 en.iron!ent, for e1a!ple, in ;erogrey the e!ployees !aintain a
good relationship doing tea! $uilding acti.ities as a ca3e $rea3 e.ery
"riday, -hen they tal3 a$out ho- their -or3 is going in an infor!al -ay
and also they do so!e acti.ities outside of the -or3 ti!e such as
dinners or going out to -atch so!e sho-s. 4ll these acti.ities are
6nanced $y the co!pany. 4nother factor of the !oti.ation, as
e!ployees said to us, is the securityP it !eans the econo!ic security
that is pro.ided $y ha.ing a 7o$, o.erall in the current do-nturn.
?e.ertheless, in ;erogrey, an i!portant part of the -or3force is people
-ho are doing internships. That people do not ha.e any econo!ical
re-ard. That is -hyP the !oney is not the !ain !oti.ational factor for
the!, there are other factors as the e1perience pro.ided, the s3ills
ac9uired and the opportunity to do the -or3 that they li3e. 4n
e!ployee said to us that the !ain !oti.ational factor for hi! is that he
lo.es -hat he is doing, and ;erogrey gi.es to hi! that opportunity.
/o-e.er, factors as !oney, good en.iron!ent and the opportunity to
do the -or3 that they li3e can $e acco!plished $y other co!panies in
the co!petition, that is -hy, ;erogrey has to o8er so!ething !ore to
retain their in.ersion in the talented people. This so!ething !ore is the
$rand soul, -hich according to Da.is et al. K())HL, is the characteristic
of the organization, the real essence, the .ision, the passion and the
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culture, -hich includes the .alues and the -ay of operating. #!ployees
inter.ie-ed feel that they are -or3ing for a great co!pany, -hich does
so!ething .ery interesting and inno.ati.e, and they -ant to $e part of
this. One rele.ant feature of this $rand soul is that the co!pany is a
young organization -hich is in a gro-th process, and -or3ers can see
ho- the 6r! $eco!es in an i!portant enterprise fro! 7ust an idea
through their -or3.
5.1.,.5. The C#ncl.s$#n #* the Talent Manaement #* ;er#re0
To conclude the e1planation of the Talent &anage!ent acti.ities of
;erogrey -e -ill e1plain ho- the perfor!ance of the e!ployee is
achie.e $ase on the for!ula de.eloped $y 0ollings T &ellahi K())*L in
their !odel, according to the! the e!ployee perfor!ance depends on
the 4$ility, the &oti.ation and the Opportunity, KPVK4, &, OLL. n
;erogrey the 4$ility to do the -or3, it !eans the 3no-ledge and the
talent, is searched during the inter.ie-s and it is de.eloped through the
for!al and infor!al training, -hich pro.ides the -or3force of speci6c
s3ills that can not $e de.eloped in other co!pany. The &oti.ation to
e1ploit in the co!pany all the potential is acco!plished $y the
di.ersity, the tea! acti.ities, the good and infor!al -or3 en.iron!ent,
the fact that e!ployees li3e the -or3 that they !a3e and also $y the
$rand soul, -hich is uni9ue, and it !a3es the -or3force loyal. The
Opportunity of de.elop the!sel.es is gi.en to e!ployees through the
freedo! to -or3, and the freedo! to thin3 due to the -or3ing -ay is
.ery Ne1i$le. ;erogrey pro.ides to the e!ployee the opportunity of
applying his or her ideas in the tas3.
5.1.5. The Talente! +e#"le an! the Creat$)$t0 $n ;er#re0
5e consider that ;erogrey indi.iduals are talented people, $ecause
-hen -e -ere there, -e could see so!e of the signs of talents that -e
ha.e !entioned in our theoretical fra!e-or3. 5e could o$ser.e that
they are talented people, $ut so!eti!es they are also specialized
people. ?e.ertheless, as -e ha.e seen $efore, there are so!e
di8erences $et-een specialized and talented people and -e ha.e
realized of that in a practical -ay. They are specialized people $ecause
they ha.e a .ast 3no-ledge in their deter!inate 6eld. "or instance, -e
-ere spea3ing -ith the responsi$le for !ar3eting, progra!!ing, order
!anage!ent and custo!er ser.ices and -e could see their large
3no-ledge $ut also, that they are talented people $ecause they ha.e
personal features necessary for the enterprise. ?e.ertheless, -ith this
-e do not !ean that all talented e!ployees of ;erogrey are specialized
people. f -e consider one of the de6nitions of talented people that -e
ha.e used in our fra!e-or3 according to Berger T Dorothy K()):L -e
-ill e1plain the three di!ensions of this de6nition in ;erogrey
e!ployees. "irst, they -ant to do their -or3 in the $est -ay e.ery ti!e
and also, they are a$le to inspire to people in internships and 6nally,
they e!$ody ;erogrey .alues, for e1a!ple
FF
one of their traditions is the ca3e $rea3 on "ridays as -e ha.e
!entioned a$o.e. f -e consider the signs of the talents -e could
e1plain that they are often loo3ing for superior results in their roles.
&oreo.er, they ha.e the capacity of learning, a deter!inate personality
and they can !anage the changes. 5e -ere spea3ing -ith <uido &ea3
the 0#O of ;erogrey and he told us that in the actual crisis there are a
lot of co!panies -hich >are dy#n! $ut >*ero!rey #s l#v#n! really !ood@,
$ecause they consider the crisis as changes and opportunities to
i!pro.e the co!pany. 4nd also, they ha.e the a$ility for the
de.elop!ent of a good co!!unication, they are curious and they are
responsi$le in their -or3, $ecause they do not need that their $oss is
$ehind the! all the ti!e. n fact they told us that they can see the
;erogrey 0#O three or four ti!es in the year and in the Du$lin's oRce
there -ere no !anagers in this !o!ent, it !eans that they ha.e
freedo! to act and to -or3. 4nd also, they are rapidly -or3ers, for
e1a!ple the de.eloper progra!!er had to do a pro7ect in three days
and he !ade it in t-o hours. n general, the !ain talents that -e note
in the! are languages, the -ay of treating di8erent clients, !aths, and
co!puter 3no-ledge and personality s3ills as -e ha.e !entioned
$efore.
5e -ould li3e to e1plain so!e talents in e.ery e!ployee that -e
consider rele.ant for the successful of this co!pany, $ut $efore -e are
going to e1plain the ;erogrey's roots e1plained $y the 0#O of the 6r!,
<uido &ea3 -ho is one of the four founders. The co!pany started in
Barcelona in ,***, li3e a !ulti $rand shop, $ecause they -anted to run
a $usiness -ith the sa!e idea of #Q$ay. ?e.ertheless, in ())) they
found a shared necessity for all the $rands -ith -hich they -ere
-or3ing, that is -hy they reQfound ;erogrey in taly $ut -ith the
co!!on idea of running online shops. Slo-ly, they co!!enced to do
deals -ith so!e corporations and in a fe- years they started to $uild
the online stores for the!. But they -ere thin3ing that they should o8er
so!ething to allo- the! to di8erentiate fro! the co!petitors and they
chose their soft-are that -as $uilt $y a tea! of international soft-are
de.elopers !anaged $y their head engineers, it !eans the soft-are
-as de.eloped $y talented people. ?o-, -e -ill e1plain so!e of the
talents of the ;erogrey's e!ployees that -e consider rele.ant.
5e had a dialogue -ith the responsi$le for order !anage!ent and
custo!er ser.ices, &ichael. /e -as teacher during si1 years $efore.
4nd as -e could o$ser.e he is organized and for!al. Talented people
so!eti!es use a structured approach to sol.e the pro$le!s that could
appear in their roles and one e1a!ple of that is &ichael. /e 3no-s the
achie.e!ent that he has to do, he loo3s for pro$le!s to sol.e and then,
he deter!inates in a plan ho- to achie.e the solution of these
pro$le!s and 6nally, he i!ple!ents the plan.
?e.ertheless, he is a person -ho considers the !oti.ation a 3ey factor
for the successful in the co!pany and for the -elfare e!ployee. /e
said to us that as a
FG
teacher, he had to try to $e the $est teacher, to !oti.ate their students
to encourage that they gi.e their $est and that they -ere loo3ing for a
pro!ising future. n conclusion, they need to 3no- the satisfaction to
learn. 4nd he considers that he has to !oti.ate e!ployees to de.elop
their talents no- in ;erogrey li3e he had to do as a teacher.
n addition, -e -ere spea3ing -ith the de.eloper progra!!er, Dare3.
/e is the responsi$le to !anage defaults, integration tools, syste!s,
-arehouses, pay!ents, returns and so forth. /e is in the co!pany !ore
or less fro! the $eginning, for this reason here -e can see his loyalty
!ay$e $ecause he is !oti.ated. n his personal s3ills -e could o$ser.e
that he is curious, i!aginati.e and creati.e. /e is al-ays trying to loo3
for ne- -ays of doing things in his pro7ects and also he !a3es !o.ies,
pictures in his free ti!e and he has his o-n -e$ site. /e is the typical
person -ho is learning $y doing, for instance he told us that he learned
#nglish spea3ing -ith people and -ith the integration into the culture of
reland, not 7oining -ith people fro! his origin country, Poland. 4nd
also, he considered that people need to ha.e passion for their 7o$,
>they should love what they are do#n!@ to try to learn fro! it e.ery
ti!e, to i!pro.e it and to do it -ith the $est result. /e considers that in
;erogrey, they are loo3ing for people -ith personal capa$ilities, it
!eans for >great people@ as he said. /e did not ha.e to pass huge
technical e1a!inations to $e hired in this enterprise. This !eans that in
;erogrey they consider people as indi.iduals -ith talents -ho are 3ey
assets of their 6r!P they do not consider people as a >!achine@ or a
>piece of furniture@ in the co!pany. 5e consider that he -as an
infor!al person and -ith the !ost social co!petence in this oRce.
"inally, other of our infor!al dialogues -as -ith the responsi$le of
!ar3eting, Ro$ert. /e -or3s -ith the e!ail !ar3eting, aRliation
!ar3eting, ad.ertise!ents, conferences, sales in the shops, graphics
and so on. 5e could o$ser.e that he -as the shiest person in this oRce,
$ut he -as spea3ing -ith us a$out that the tea! -or3 is .ery i!portant
for hi!, -hich could $e a parado1. /e can -or3 together -ith their
colleagues, -hich is .ery enriching and also if he needs help they can
gi.e it, $ecause all people ha.e ti!e for their partners, -ith this -e can
see the loyalty $et-een colleagues. ?e.ertheless he said to us, that in
the $eginning it -as unusual to spea3 a lot of ti!e $y S3ype, $ut o.erall
$ecause he -as spea3ing -ith un3no-n people for hi! and it -as
i!pro.ing -hen he !et these people. Despite all of this, he told us that
in ;erogrey -e -ill see a really large co!!unication than3s to the
net-or3 S3ype and that he is co!pletely free to co!!unicate his ne-
ideas in e.ery !o!ent.
f -e ta3e into account the three dialogues -ith the e!ployees and the
inter.ie- -ith <uido the 0#O, they told us that the tea! -or3 is a
funda!ental tool in ;erogrey, -hich is characterized $y the positi.e
attitude and the di.ersity. They are -or3ing in a
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s!all roo! -ith 6.e ta$les, -here -e could see the good, young,
casual and highQtech -or3ing en.iron!ent that characterized The
Digital Depot, -here they are.
5.&. Em"$r$cal St.!0: GOOGLE
5.&.1. Descr$"t$#n #* G##le
<oogle is a co!pany -hich organizes the -orldOs infor!ation and
!a3es it uni.ersally accessi$le and useful. The <oogle founders are
%arry Page and Sergey Brin. They designed a ne- -ay of doing online
searches that -as $orn at the residence of students fro! Stanford
2ni.ersity and 9uic3ly spread to infor!ation see3ers all o.er the -orld.
<oogle is no- noticed as the !ost i!portant search engine in the
-orld, easy to use and free ser.ice. People can 6nd infor!ation in !any
languages, chec3 stoc3 9uotes, .ie- !aps, searching !illions of i!ages
and so forth. They also o8er -ays to access all this infor!ation -ithout
ha.ing to go to <oogle ho!epage. The <oogle Tool$ar lets people
perfor! a <oogle search fro! any-here on the -e$. 4nd for those
ti!es -hen indi.iduals are a-ay fro! their co!puter, <oogle can $e
used fro! .arious -ireless platfor!s and fro! !o$ile phones also
Kstatic.googleusercontent.co!L.
<oogle has $eco!e one of the $est 3no-n $rands in the -orld al!ost
entirely through the free pu$licity that !a3e the! satis6ed -ith the
users. f -e consider <oogle as a $usiness, the co!pany generates
re.enue $y o8ering ad.ertisers the a$ility to ad.ertise online, in a
!easura$le and a8orda$le, -ith ads rele.ant to the infor!ation
presented on a gi.en page. n this -ay, the ads are useful and e8ecti.e
for the user to the ad.ertiser. They $elie.e that -hen so!eone has paid
to put a !essage in front of you should 3no-, as di8erentiate ads fro!
search results or other content of a page. They do not sell the positions
of the search results Kstatic.googleusercontent.co!L.
U<WgolU KUgoogolU in #nglishL is a !athe!atical ter! used to refer to a ,
follo-ed $y ,)) zeros. The pun <oogle does -ith its na!e reNects the
6r!'s !ission to organize the huge a!ount of infor!ation a.aila$le on
the -e$ Kstatic.googleusercontent.co!L.
5.&.&. G##le: The Talent Manaement E?cellence
Today <oogle is a huge enterprise, it shares so!e features -ith other
$ig and successful co!panies, $ut it is not an usual co!pany. <oogle is
gro-ing $ut it retains the >s!all co!pany feel@ in the -or3space, it
!a3es <oogle uni9ue, $ecause its Talent &anage!ent Strategy is -hich
de6nes the -ay of its -or3. t !eans that <oogle pays attention to the
-or3force and to -hat they -ant to say -ith an en.iron!ent of trust,
FA
$ecause the <oogle founders and !anagers 3no- that the ><ooglers@,
-hich is the nic3 na!e that their e!ployees ha.e, are the engine of the
co!pany. /ence, <oogle is and e1a!ple of the e1cellence in Talent
&anage!ent Strategy and it has a /R depart!ent -hich is a .ery
i!portant part of the co!pany, this depart!ent is !anaged $y %aszlo
Boc3, and it is responsi$le for attracting, recruiting, de.eloping and
retaining <ooglers. There are !ore than ,).))) e!ployees -ho are
leaded $y professionals -ith the $est e1perience
K---.google.co!+7o$s+lifeatgoogleL.
<oogle aligns its Talent &anage!ent Strategy -ith its culture, !ission
and .ision, it !eans that <oogle /R professionals recruit and hire only
people a$le to acco!plish the !ission follo-ing the <oogle culture
KProsser, ())AL. n all its oRces around the -orld they hire people -ho
are co!!itted -ith >creating the perfect search@, -hich is the .ision of
<oogle K---.google.co!L. 4s -e ha.e seen $efore in the e1planation
of the concept of Talent &anage!ent, the con.ergence of the corporate
culture and strategy -ith the Talent &anage!ent strategy is the 3ey of
the success for a co!pany -hich has as a !ain resource its -or3force.
4ccording to Broo3s T Saltz!an K())*L, the Talent &anage!ent has to
$e reNected in the corporate strategy, it has to $e lin3ed to the core
$usiness, and that is e1actly -hat <oogle does, the authors said that
this is the reason $ecause <oogle is i!!une to the do-nturn. 5e can
say that the <oogle acti.ities depend co!pletely of its <ooglers and
not of any tangi$le resource.
5e $elie.e that in <oogle, the concept of talent !anage!ent is glo$alP
it !eans that they consider that all their e!ployees are talented
people, and all of the! are the su$7ect of Talent &anage!ent acti.ities,
they say that <oogle is a %!ood comany everywhere you loo&
K---.google.co!L, so the !anagers $elie.e that the talent is in
e.ery-here. 5e $elie.e that the reason of this conception of the Talent
&anage!ent concept is $ecause the <oogle operational acti.ities are
really co!ple1, there is not a routine at all on those, they are $ased on
ne- ideas and inno.ati.e pro7ects. They can only $e done $y talented
people.
<oogle -ants to $e %boldly to !o where no one has !one be"ore
K---.google.co!L, it !eans that the organization needs that its
e!ployees see each situation as a challenge, that they sol.e the
pro$le!s -ith creati.ity to get an inno.ati.e solution and also <oogle
gi.es to the! the opportunity to in.estigate in so!e idea that they
consider interesting. /ence challenge, creati.ity, opportunity and
inno.ation are <oogle 3ey -ords, these characteristics can $e
acco!plished only through the <ooglers -ho are the !ain source of
sustaina$le co!petiti.e ad.antage K---.google.co!L.
F*
One feature that <oogle loo3 for the di.ersity in its -or3force, they loo3
for talents in .ery di8erent 6elds and -ith .ery di8erent $ac3grounds,
and also they -ant di.ersity of gender, age, nationality, culture and so
on due to <oogle products is a tool -hich is used in all the -orld, $y
people fro! .ery di8erent cultures and -ith .ery di8erent search
!ethods, that is -hy it has to $e created $y all the -orld
K---.google.co!L.
4s -e ha.e seen in the de.elop!ent of the concept of talent
!anage!ent, this strategy has three ele!ents di8erentiated. They are
the recruit!ent, the de.elop!ent and the retention of the talented
people. 4ll of the! lead the organization to achie.e superior results
fro! its e!ployees and also to !a3e the! acco!plish their o-n
o$7ecti.es.
The talent !anage!ent Strategy of <oogle is !ay$e the !ost
reno-ned in the $usiness -orld $ecause <oogle !a3es a great e8ort of
ti!e and capital, -hich !eans ta3ing a $ig ris3, $ut ne.ertheless is
resounding success. The in.est!ent done $y <oogle is reco.ered
through the successful results that are recei.ed fro! e!ployees. The
factors that <oogle !anagers consider 3ey for that success are the
right selection of the -or3erP it !eans the recruit!ent, and the other
factor is the co!!it!ent of all <ooglers -ith >achie.ing the perfect
search@, -hich is the .ision of <oogle. t !eans that all e!ployees feel
that they are a part of a -hole and all of the! share the corporate
culture and that they are loyal to <oogle. This co!!it!ent and loyalty
is !uch related -ith the strong $rand soul that <oogle has
K---.google.co!+7o$s+lifeatgoogleL.
5.&.&.1. The Recr.$tment Act$)$t$es #* G##le
<oogle is in continuous gro-th, hence the co!pany is hiring people
constantly, and !ore than ,)) hires are !ade each -ee3.
?e.ertheless, each one is signed $y %arry Page, one of the founders of
<oogleP it sho-s ho- the i!portant the recruit!ent is for <oogle. The
organization -ants to $e sure that al-ays they choose the right person
to $eco!e a <oogler, they only recruit high potential and culturally
co!pati$le sta8, i.e. ,))M talent. That is -hy senior !anagers in.est
:)M of their -or3 ti!e on !a3ing inter.ie-s to the candidates. <oogle
recei.es !ore than (F) applications for each 7o$ o8er, each contract
re9uires at least four inter.ie-s and nu!erous technical tests, it is a
.ery long selection process and .ery hard for the candidates, $ut it
ensures the $est choice. 4n e.idence of this is that <oogle ne.er 6res
people K5illoc3, ())HL.
n the -e$ site of <oogle -e can 6nd -or3 o8ers -hich are a.aila$le in
oRces around the -orld, and applying to the! is .ery si!ple, the
candidate has 7ust to send the 0I to the oRce -here he or she -ants to
-or3. That si!plicity in the application pro.es that <oogle see3s the
talent in e.ery place and also it loo3 for the di.ersity in its -or3force. n
the -e$ site also -e can see ho- <oogle de6ne it self li3e a place to
G)
-or3, they say that is the $est place to -or3, and in their -e$ site also,
they e1plain ho- they -or3 and -hat 3ind of people they need, they
are dyna!ic and creati.e people. 5e $elie.e that this infor!ation has
t-o o$7ecti.esP the 6rst one is to attract the possi$le candidates -ith its
strong $rand soul, a$out -hich -e -ill spea3 later in the retention, and
the second one is to note -hich is the pro6le that they are loo3ing for,
thus people -ho do not 6t in that pro6le -ill not apply to the 7o$.
5.&.&.&. The De)el#"ment Act$)$t$es #* G##le
The de.elop!ent of e!ployeesO talents can $e an attraction factor if it
is de.eloped in the <oogle -ay. 4n e!ployee of <oogle -ill i!pro.e
their s3ill and also he or she -ill get talents that he or she can not get
in the co!petition and also -e do not ha.e to forget the prestige that a
<oogler has 7ust $ecause he or she is -or3ing in that co!pany.
5e sa- in an article >Turning into Talent &anage!ent@ of
prodi.erse.net in ())H $y un3no-n author that the de.elop!ent of
>ne- <ooglers@ or >?ooglers@ starts the 6rst day of -or3 in the
organization, in that !o!ent a !entor, a colleague, is assigned to the
ne- e!ployee, the !entor teaches hi! or her ho- they -or3 and helps
the ?oogler in the adaptation to the ne- culture, and also the ne-
-or3er tests all their ideas or pro7ects -ith the !entor. The author of
the article notes the di8erence $et-een for!ation, that -e can say that
is the for!al training in courses, and the de.elop!ent, -hich !eans to
gi.e the tools and the ti!e to learn, and -e can associate the! -ith
the infor!al training, li3e !entoring and coaching. /ence the real
de.elop!ent of talents as creati.ity or leadership can $e done only $y
this 3ind of training.
4ccording to Ringo et al. K())AL, the learning approach of <oogle is
%learn "ast, "a#l "ast KRingo et al, ())AL, it is the approach of the
e1peri!entation, -here the <ooglers test the ideas -ith the colleagues
and they get the feed$ac3 also fro! the!.
4ccording to 5illoc3 K())HL, the ti!e that the <ooglers spend -or3ing
is di.ided in three acti.ities. They spend the H)M of the ti!e in the
daily -or3, another ()M in the pro7ect -or3, de.eloping di8erent ne-
assign!ents in !ultidisciplinary tea!s and the last ,)M of the ti!e in
-hate.er they -ant, it !eans that they can spend that ti!e en7oying
the great facilities of <oogle oRces, rela1ing, or also -or3ing in
personal pro7ects -ith ne- ideas, $ecause the <ooglers do not ha.e to
as3 any !anager if they -ant to de.elop so!ething ne-, they can
!a3e a tea! and -or3 on it in that ti!e and if they conclude that the
pro7ect has to $e done, it -ill $e done. That sho-s ho- the !anagers
trust on their e!ployees. 5e $elie.e that this ,)M of free in.estigation
ti!e
G,
is the $est training for de.elop the talent, $ut the person has to $e
dyna!ic and curious to use it in the producti.e -ay.
5e -ould li3e to note ho- !uch the i!portant is the -or3space to the
de.elop!ent of the talented people in <oogle. The co!pany in.ests a
huge capital in the design of their oRces. 4s -e ha.e seen in a lot of
pictures the <oogle -or3space loo3s as a place to play, $ecause they
$elie.e that %wor& and lay are not mutually e+clus#ve
K---.google.co!+7o$s+lifeatgoogleL. t !eans that the $est -ay to
de.elop their talent is ha.ing fun at the sa!e ti!e, as -e can see in
the pictures, the ha.e .ery di8erent spaces to the tea! -or3 and the
structure of the oRces are .ery open and -ith strong colours and so on.
4ll those things foster the creati.ity and the !oti.ation to learn fro!
-or3ers, they thin3 that to gi.e the e!ployees all this sta8 is not a
-aste of capital $ecause it !a3es that e!ployees deli.er a high
perfor!ance.
Pic.=: <oogle oRces in ;urich K---.atho!e.3i!.allee.co!L
Pic. F: <oogle 4ustralian /ead9uarters in Sidney K---.google.esL
5.&.&.,. The Retent$#n Act$)$t$es #* G##le
G(
The !ost fa!ous aspect of the retention of the talent people of <oogle
is all the ad.antages that the <ooglers ha.e such as a funny, fantastic
and inspiring -or3space -ith !assage roo!, ga!es roo!, free food, a
doctor and a dentist, running trac3s and so on and also they ha.e a
great co!pensation pac3age. The <ooglers get a nu!$er of support for
their de.elop!ent, this support is related -ith playing and ha.ing fun
$ut also they ha.e the opportunity to de.elop the professional s3ills
and to foster their creati.ity. <oogle philosophy is that the appreciation
is the $est -ay to !oti.ateP they say in its -e$ site %we love our
emloyees, and we want them to &now #t
K---.google.co!+7o$s+lifeatgoogleL. The ?oogler starts to en7oy of this
3ind of trait since his or her 6rst day -or3ing in <oogle, that day they
ha.e a !eeting -ith the !anagers and a ne- !entor as -e ha.e said
$efore in the de.elop!ent section, and also they ha.e a s!all party in
their des3 -ith $alloons, gifts, tQshirts and so on K5illoc3, ())HL.
Pic. G, H, A. <oogle oRces all o.er the -orld K---.pr-ea.er.co!L and
K---.google.esL
5e are sure that these 3inds of $ene6ts are really !oti.ators, $ut the
talented people ha.e large aspirations and only that is not enough.
4ccording to Prosser K())AL, the <oogleOs Iice President of people
operation %aszlo Boc3 that the !oti.ation is !uch !ore than that. The
!oti.ation depends on others aspects such as a de6nite
G:
organizational $randP it !eans the $rand soul, and a clear
co!!unication syste!. To ful6l the aspirations of talented <ooglers the
organization o8er career paths, recognition progra!!es and a
feed$ac3 of their perfor!ance and coaching to i!pro.e it, that aspect
of the !oti.ation is .ery lin3ed -ith the talent de.elop!ent acti.ities
due to -e $elie.e that the opportunity to de.elop the talents and to get
ne- s3ills is also a factor of retention for the talented and dyna!ic
people.
Other factor for the retention of e!ployees is the coincidence of the
personal o$7ecti.es -ith the corporate o$7ecti.es, in <oogle, the
e!ployees can de.elop any pro7ect that they consider interesting, for
instance, a $lind e!ployee has de.eloped a <oogle search engine for
$lind people, -ith this pro7ect the $lind e!ployee acco!plish his
o$7ecti.e of facilitate his li.e and <oogle e1pands its scope of users to a
ne- group K---.google.co!+7o$s+lifeatgoogleL.
4nother !oti.ational factor -hich is related -ith an ethical co!ponent
is that in <oogle e!ployees -or3 in a positi.e pro7ect, -hich helps the
society to ha.e a !ore co!forta$le life. 4ccording to Ringo et al.
K())AL, the !anagers say %we emower them to chan!e the world, t
!eans that <ooglers ha.e the opportunity to i!pro.e the -orld, and
this feeling is a po-erful !oti.ational factor and <oogle uses it, !a3ing
to 3no-n to all e!ployees the i!portance of the -or3 that they are
doing, and the great and positi.e i!pact that it has in the society.
"inally -e -ould li3e to note the po-erful factor of retention and
attraction that <oogle has, 7ust $ecause it is <oogle, it is the $rand
soul, -hich as -e e1plained in the concept of talent !anage!ent
$efore. The $rand soul is the i!age that the organization has, and is
the culture and its -ay of -or3ing. <oogle 3no-s ho- inNuential is its
i!age and they sho- it in the -e$ site, there -e can see .ideos of the
<ooglers e1plaining ho- they -or3 and ho- happy and !oti.ated they
are -or3ing there.
n conclusion -e can say that the retention strategy of <oogle is an
e1a!ple to follo- $ecause according to 5illoc3, ())H only the :M of
e!ployees lea.e the -or3 in <oogle. They e1ploit all their potential
-ith creati.ity and ta3ing the initiati.e of their -or3. They feel .ery
luc3y $ecause they are -or3ing for <oogle and the outco!es are that
they de.elop the -or3 in the $est possi$le -ayP do not confor! to do it
good enough.
5.&.&.5. In C#ncl.s$#n@ an E?am"le #* Talent Manaement
Strate0
n <oogle, they !a3e a great in.est!ent in the talent !anage!ent
strategy, it !eans in the recruit!ent, -hich is a for!al process .ery
long, $ut it ensures the right choice. t !eans also the de.elop!ent,
-hich is e!po-ered $y the -or3space, the -ay of -or3ing in tea!s,
and o.erall $y the distri$ution of the -or3ing ti!e, that ,)M of the
G=
free in.estigation ti!e pro.ed to the <ooglers of an auto de.elop!ent.
"inally, the retention, <oogle spent a huge capital in the !oti.ation of
their e!ployees, $ut it is an in.est!ent $ecause they recei.e, as a payQ
$ac3, the higher perfor!ance that it is reNected in the <oogle result.
The !oti.ation is $ased on to co.er all the necessities that the
<ooglers can ha.e and a$out gi.ing the! the opportunity to gro-, $ut
also it is $ased on the prestige that they ha.e 7ust $ecause they are
-or3ing at <oogle. &oreo.er they ha.e a high degree of loyalty
$ecause al!ost any e!ployee lea.es the co!pany.
5.&.,. Talente! +e#"le $n G##le@ the G##lers
People -ho -or3 in this co!pany are called <ooglers. 5e thin3 that
-ith this na!e they ha.e created the feeling of the unity or the $ig
fa!ily in their e!ployees, o$taining the loyalty, the encourage!ent
and the !oti.ation in the -or3 of the! K---.per6l.co!L.
They are specialized people $ecause they are dedicated to the search,
it is their 6eld. <oogle has one of the $iggest research groups in the
-orld e1clusi.ely dedicated to sol.ing search pro$le!s, for this reason
they 3no- -hat they do -ell and ho- they can i!pro.e it. Their desire
to i!pro.e the search e1perience helps the! to apply their leaned
concepts to ne- products and ser.icesP it !eans that they apply their
a!ple 3no-ledge and their ne- concepts in their -or3. 4nd also they
are talented people $ecause they ha.e deter!inate talents, for
e1a!ple they are creati.e and i!aginati.e, $ecause they are often
see3ing une1plored areas of infor!ation to inno.ate and thus pro.ide
costu!ers access to !ore infor!ation K---.google.esL. n addition,
they are al-ays inno.ating as -e could o$ser.e in the article nternet
Search #ngine 2pdate $y ?otess K())FL -hen they launched a ne-
data$ase, -hich allo-ed co.ering o.er ,)) #nglishQlanguage ne-s
sources such as The ?e- Cor3 Ti!es and it -as updated hourly. 4lso, in
the sa!e !o!ent they introduced another specialty search for
&icrosoft related sites and they changed their ran3ing of the ads that
appear on the right of search results. t !eans that they are al-ays
loo3ing for ne- -ays to sol.e pro$le!s or to adapt the!sel.es to the
changes in the en.iron!ent or to !anage the!. These are so!e of the
signs of the talents that -e ha.e e1plained in our fra!e-or3 KDa.is et
al., ())HL. "or e1a!ple all the -alls of the <oogle's $uildings ha.e
$lac3$oards $ecause no$ody 3no-s -hen they could ha.e a ne- and
good ideaP it !eans that they are pro!oting the e!ployeeOs
i!agination all the ti!e. Their products are $uilt on the principle of
openness and are designed to pro!ote inno.ation and creati.ity across
the -e$ K---.google.esL.
4nother sign of the talents is that they al-ays -ant to o$tain superior
outco!es in their -or3 or pro7ects. They set the!sel.es o$7ecti.es that
they 3no- they can not yet
GF
reach, as they are a-are that if they forced the!sel.es to get the!,
they can o$tain $etter results than e1pected. Through inno.ation, they
try to ta3e things that -or3 and i!pro.e the! in une1pected -ays. "or
instance, -hen one of their engineers sa- that the search -or3ed -ell
to introduce spelled -ords, he as3ed ho- it -ill -or3 -ith !isspelled
-ord processing. That led hi! to create a spell chec3er intuiti.e and
!ore useful. #.en if people do not 3no- e1actly -hat they -ant, the
fact is that they -ill 6nd an ans-er on the 5e$. Therefore <oogle
intends to anticipate the needs that ha.e not yet e1pressed for their
users around the -orld. They are al-ays loo3ing for ne- areas -here
they can !a3e a di8erence in their products and ser.ices. 2lti!ately,
they ha.e constant dissatisfaction -ith the -ay things are $eco!es
-hich is the dri.ing force $ehind all their -or3P it !eans that they are
not satis6ed -ith e1cellent results.
Talented people of <oogle are socially and e!otionally co!petence. "or
instance, they can -or3 in tea!s -ith e1cellent outco!es. Their tea!s
are for!ed $y dyna!ics people -ith e1cellent social a$ilities as -e
ha.e !entioned a$o.e, -ho are -or3ing in a enor!ous range of online
and !o$ile products, creating ne- characteristics for the glo$al !ar3et
and i!pro.ing e1isting products in the #uropean !ar3et. <oogle is an
international co!pany that is -hy they need the di.ersity in their tea!
-or3s and in their oRces. n fact, one of their goals is to o8er all their
products and applications in all the possi$le languages as they can do.
Thus they are a$le to pro.ide a huge .ariety and 9uality of ser.ices,
e.en in the re!otest parts of the -orld. They 3no- that the infor!ation
does not ha.e li!its and it is in all the places all o.er the -orld.
5.&.5. 2#/ Can The0 Get The$r Creat$)$t01
They thin3 that the -or3 should $e a challenge $ut also a fun. They
$elie.e that the genius and creati.ity can $e gi.en !ore often in an
appropriate corporate culture than in an authoritarian culture, as -e
ha.e e1plained $efore that the de!ocratic leadership is the type of
leadership style -hich pro!otes the creati.ity in co!panies. They
foster tea! achie.e!ents and they are proud of the indi.idual
successes that contri$ute to the o.erall success of the 6r!. 4nd also,
they are e!pathizing e!ployees, -ho are energetic and passionate,
people of di.erse $ac3grounds -ith creati.e approaches to -or3, play
and life. ?e.ertheless their en.iron!ent is infor!al, for this reason the
ideas can arise in the cafeteria, in a tea! !eeting or in the gy!,
discussed, analyzed and put into practice and so!eti!es they !ay
$eco!e the launch pad for a ne- pro7ect. Thus they are pro!oting
entrepreneurial !inds in their e!ployees also, $ecause they are
creators and !eaning !a3ers of their -or3 K?ilsson, (),)L. Spea3ing
a$out the en.iron!ent, -e sa- in an article of #l!undo.es $y un3no-n
author that the !agazine '"ortune' de.oted to <oogle as the $est place
to
GG
-or3 in 2S4, it !eans that they try to !aintain a good en.iron!ent in
their -or3 to !oti.ate e!ployees K---.el!undo.es, ())HL. #!ployees
not only ha.e great 7o$s, $ut great li.es.
5.,. C#ncl.s$#ns an! C#m"ar$s#ns 'et/een ;er#re0 an!
G##le
4fter the analysis of <oogle and ;erogrey, -hich are co!panies .ery
di8erent $et-een the!, -e conclude that the Talent &anage!ent
Strategy can $e done in any organization to o$tain a superior
perfor!ance of e!ployees and thus, to gain a sustaina$le co!petiti.e
ad.antage, -hich is the !ain o$7ecti.e of the Talent &anage!ent.
The -ay of apply the talent !anage!ent in the organization can $e
co!pletely di8erent, $ecause, as -e ha.e seen in the analysis of those
co!panies, it has to $e according to the necessities of the organization.
The concept of talent !anage!ent is .ery Ne1i$le and can $e adapted
and understood in !any di8erent -ays to 6t in all organizations. t is
not only a strategy for $ig co!panies. n ;erogrey, they do not spend a
huge a!ount of capital in that strategy, $ut it is $ecause they do not
need it, they are a 6r! of () e!ployees. <oogle is a $ig 6r! all o.er
the -orld, and the in.ersion that they do in talent !anage!ent is also
i!!ense. ?e.ertheless, $oth co!panies 3no- that they ha.e pay
attention to the recruit!ent, the de.elop!ent and the retention of the
talent pool.
The talent !anage!ent strategy of ;erogrey is .ery infor!al, it is a
co!pany -ithout /R depart!ent, and hence the responsi$le of the
de.elop!ent of the strategy is the 0#O, <uido &ea3. The talent
!anage!ent strategy of <oogle is a for!al strategy de.eloped $y a
large /R depart!ent.
0o!paring the recruiting acti.ities of $oth co!panies, ;erogrey hires
7ust ( or : e!ployees per year, and the !anage!ent tea! does that
through so!e personal inter.ie-s, $ut the selection starts after the
de6nition of the position -hich needs to $e ful6lled, the process is not
for!alized. <oogle hires a lot of people each year, that is -hy, they
ha.e a .ery for!al and a long selection process through a lot of
technical tests and a huge nu!$er of inter.ie-s -ith di8erent !e!$ers
of the /R Depart!ents and -ith di8erent !anagers. /o-e.er, the
o$7ecti.e of $oth process is the sa!e, it is
GH
to 6nd the person -ho 6ts $etter in the organization and -ho can add
.alue to the co!pany. One aspect in -hich <oogle and ;erogrey !atch
is in the see3 for the di.ersity in their -or3force, due to $oth their
$usiness are glo$al, hence they ha.e to $e de.eloped $y people for all
the -orld to $e a$le to get the !ar3et a$ility and to recognize all the
necessities that all 3ind of custo!ers could ha.e.
0o!paring the de.elop!ent acti.ities of $oth enterprises, -e ha.e the
sa!e conclusion that in the retaining, ;erogrey de.elop!ent is s!aller
than <oogle de.elop!ent, $ut $oth $ase it on the infor!al training as
!entoring and auto de.elop!ent, the 6rst one does it gi.ing to
e!ployees the freedo! to de.elop the pro7ect in the -ay that the
e!ployee -ants and <oogle does it gi.ing to e!ployees the ,)M of the
-or3 ti!e free to de.elop their o-n pro7ects. /ence -e can say that
$oth organizations foster the creati.ity and in.enti.eness of e!ployees.
0o!paring the retention acti.ities of $oth co!panies, ;erogrey does
not do a large in.est!ent in the e!ployeesO !oti.ation $ut they are
loyal and transparent -ith the!, they pro.ide to e!ployees -ith the
opportunity to do the -or3 that they -ant and -ith the opportunity to
gro-, the happiness is the !ain !oti.ational factor. <oogle does a
large in.est!ent in the -or3space to the -ellness of <ooglers, $ut that
is only one part of the !oti.ation factor, the co!pany gi.es also great
opportunities to gro- and de.elop their talents. ?e.ertheless although
the size of the in.est!ent is di8erent, $oth 6r!s $ase their !oti.ation
factors on the happiness of their e!ployees.
f -e co!pare the -or3 en.iron!ent of ;erogrey and <oogle, -e could
say that in the 6rst co!pany they ha.e a strict schedule and a s!all
roo! for e!ployees, -hile in the second 6r! they ha.e a Ne1i$le
schedule and also, -ith di.ersity of en.iron!ents to the tea! -or3 and
funny and a!ple spaces. 4nd <oogle, e!ployees can choose their
-or3, for this reason they can change of -or3 and their place to do it
fre9uently. ?e.ertheless, $oth co!panies foster a !oti.ation, hardQ
-or3ing, highQtech and youth en.iron!ent, -here -or3ers are
encouraged to -or3 there.
n conclusion, the talent !anage!ent acti.ity is not an issue of capital
in.ested, it is a$out $e a-are of ho- the i!portant is the -or3force for
the outco!e of the organization and try to e1ploit the full potential of
the talented people and also trying to ha.e happy, loyal and !oti.ated
e!ployees. That is the case of these t-o di8erent enterprises $oth
3no-s that talented people are essential to o$tain a sustaina$le
co!petiti.e ad.antage $ut also, to 3no- ho- !anage that people is
essential o.erall, in the 6elds -here the acti.ities are de.eloped $y the
creati.ity.
To $e a-are of that fact has $een the o$7ecti.e of our pro7ect, it !eans
to 3no- -hat talent !anage!ent is, -hy it is no- !ore rele.ant and
-hich 3ind of ad.antage it can
GA
pro.ide and also, to 3no- ho- recognize talented people to attract
the! into the organization. "inally, our last ai! has $een to
de!onstrate that talent !anage!ent in e.ery organization, the 3ey is
to 6t the corporate strategy -ith the talent !anage!ent strategy.
RECOMMENDATIONS FOR T2E FUTURE
n the conclusion -e ha.e su!!arised -here -e ha.e focused our
thesis, $ut that is not e.erything that can $e said a$out talent
!anage!ent, talented people and o.erall a$out creati.ity. n the last
part of this dissertation -e -ould li3e to note so!e !ore aspects -hich
can $e studied in the future.
These aspects are the three follo-ings: the relationship $et-een the
creati.ity and the freedo!, the fact that the co!panies do not 3no-
ho- to 6nd the right talented people that they need and 6nally, one
suggestion for the e!pirical study. 4s -e ha.e seen -e ha.e studied
t-o successful organizations, -hich use the talent !anage!ent $ut -e
consider also interested the study of a co!pany -hich does not utilize
that strategy to see if it is successful or not and to 3no- ho- this
strategy can $e i!ple!ented.
"irst, our opinion a$out the relation $et-een the creati.ity and freedo!
is that -ithout freedo! the creati.ity is i!possi$le, $ut that freedo!
has li!its. t !eans the e1istence of deadlines, tas3s, o$7ecti.es and so
forth in the organization is necessary to start the process of the
creati.ity. 5ithout the! a talented person does not ha.e the !oti.ation
or the reason to $e creati.e, -ith this -e -ould li3e to say that all
indi.iduals need a purpose to $e creati.e. ?e.ertheless, the freedo!
has to $e co!pletely in the -ay to do or to acco!plish the o$7ecti.eP it
!eans the talented person has to $e free to get to the end of race,
through the -ay that he or she considers the $est one, -ithout rigid
steps or routines.
Second, -e -ould li3e to deep into the fact that .ery often enterprises
do not 3no- ho- to 6nd the correct talented people, $ecause they do
not 3no- ho- to identify 6rstly, -hat they need and secondly, they do
not 3no- ho- to loo3 for it. 5e consider that it could $e possi$le to lin3
that fact -ith the high une!ploy!ent that all the countries ha.e
currently.
OUR EA+ERIENCE
The de.elop!ent of this -or3 has $een an e1perience to learn ne-
concepts and also to de.elop ne- s3ills such as, tea! -or3, leading
oursel.es, $eing professional in the deadlines, contacting -ith real
organizations and so forth, that is -hy -e can say that -e ha.e not
only learned ne- 3no-ledge a$out talent !anage!ent, talented people
G*
and creati.ity $ut also, -e ha.e learned talents that -e can use future
professional life.
H)
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I`17S 2ni.ersity and
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teaching and
research, at the
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plays a %innaeus
2ni.ersity o8ers an
attracti.e 3no-ledge
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%innaeus 2ni.ersity
is a !odern,
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%innaus 2ni.ersity
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Kal!ar+S#Q:F,*F
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Talents: the Key for Successful Organizations

Authors: Sara Ballesteros Rodrguez, Tutor: Dr. Pr. Philippe Daudi

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