Talent Management in Small and Medium Enterprises: Context, Practices and Outcomes

Cover
Half Title
Series Page
Title Page
Copyright Page
Table of Contents
List of Figures
	2.1 Dimensions of Talent
	2.2 Theoretical Model of Talent Management in Small and Medium Enterprises
List of Tables
	2.1 Poland’s Profile in GTCI Report
	3.1 Employee Availability
	3.2 Requirements Towards Candidates’ Competences
	3.3 Industry Specificity
	3.4 Factors Impacting Firms’ Potential to Grow
	3.5 General Image of SMEs on the Labour Market
	3.6 Market Competition
	3.7 Sources of Competitive Advantage
	3.8 Relationships Between Employees
	3.9 Complexity of Internal Processes
	3.10 The Level of Internal Process Formalisation
	3.11 Scope of HRM Activities in the Investigated SMEs
	3.12 General Characteristics of External Factors
	3.13 General Characteristics of Internal Factors
	4.1 Importance of Talents in Investigated SMEs
	4.2 The Notion of Talent in Investigated Companies
	4.3 A Summary of the Characteristics of Talent Referring to Particular Indicators
	4.4 Awareness of Meaning of Talent in Surveyed Organisations
	4.5 The Nature of Tasks Executed by Talented Employees
	4.6 The Significance of Competences of Talented Employees
	4.7 The Scope of Tasks within the Framework of Talent Management
	4.8 The Ways of Identifying Talents Inside an Organisation
	4.9 The Ways of Identifying Talents From Outside an Organisation
	4.10 Development Activities Targeted at Talented Employees
	4.11 Development Programmes Dedicated to Talents
	4.12 Addressing Talents’ Expectations
	5.1 Changes Appearing in Business Outcome Indicators Over the Previous Five Years
	5.2 Changes in Products/Services and in Technology
	5.3 Changes in Internal Processes
	5.4 Perceived Market Image
	5.5 Assessment of Employee Engagement
	5.6 Perceived Employer Brand: Employees’ Perspective
	5.7 Perceived Employer Brand: Candidates’ Point of View
	5.8 Difficulties in Recruitment
	5.9 Main Differences Between Clusters
	5.10 A Comparison of Outcomes Reported by SMEs Applying Particular Approaches to Talent Management
List of Boxes
	3.1 Sources of Competitive Advantage
	3.2 Link Between TM and Strategy
	4.1 Different Explanations of Talent in Investigated SMEs
	4.2 Features of Talent in Polish SMEs
	4.3 The Level of Talent Meaning Formalisation
	4.4 The Scope of Tasks Performed by Talents
	4.5 The Importance of Particular Talents’ Competences
	4.6 Drivers for Introducing Talent Management Practices
	4.7 Practices in Talent Acquisition
	4.8 Additional Developmental Activities for Talents
	4.9 Remuneration for Talents
	4.10 Addressing Talents’ Expectations
	5.1 Business Outcomes in SMEs that have Implemented Talent Management Practices
	5.2 Changes in the Way SMEs Operate
	5.3 Types of Introduced Innovations
	5.4 HR-related Outcomes
Foreword
1 Introduction
2 Talent Management in a Changing Environment
	The Notion and Dimensions of Talent
	Theoretical Approaches to Talent Management
	Talent as a Source of Competitive Advantage
	Theoretical Model of Talent Management in Small and Medium Enterprises
3 Context of Talent Management in Small and Medium Enterprises
	External Factors
	Internal Factors
	Analysis of Contextual Factors
4 Talent Management Practices in the Surveyed Companies
	Understanding of Talent in the Surveyed Companies
	Talent’s Roles and Competences
	Overview of Talent Management Practices in the Investigated Companies
	Acquisition of Talents From Internal and External Sources
	Talent and Career Development
	Assessing and Rewarding Talents
	Addressing Talents’ Expectations
5 Outcomes Reported by Small and Medium Enterprises that Introduced Talent Management Practices
	Overview of the Outcomes Reported by the Investigated Enterprises
	Approaches to Talent Management
	Talent Management Approaches and Small and Medium Enterprises’ Performance
6 Closing Remarks
References
Appendix 1: Sample Characteristics
Appendix 2: Respondents’ Profile ( Qualitative Study)
Index