Abstract
The basic source of competitiveness of any modern organization is the effective key and talented workers management. Talent management is a separate aspect of personnel management. However, researchers differ in the understanding of the concept of "talent management". At the same time, many authors (M. Batteris and B. Reuter, 2015; A. Robertson and G. Abbey, 2004; M. Effon, M. Ohrt, 2014; and others.) are unanimous in their opinion that such employees are distinguished by their ability in achieving unusually high results, the desire for continuous improvement and perfection, intrinsic motivation and enthusiasm. Such employees are successful, regardless of the post they occupy and regardless of the company they work in. The article exposes the etymology of the concept of "talent", a description of abilities gradation, the essence of the concept of "talent management" is revealed from the perspective of two approaches: psychological and managerial . A survey of the views of HR-managers of several Russian companies on how to identify, develop and retain talented employees in the organization is conducted. The technology of personnel reserve formation as a variety of talent management programs is examined. The conducted research allows one to consider motivation letters of candidates for participation in the project "Personnel reserve" as a diagnostic tool of predicting the advisability of investing in the development of these employees. DOI: 10.5901/mjss.2015.v6n3s2p323
Highlights
The talented employee is no different from any other ordinary one, his talent is manifested only in the course of professional activities and evaluated for results
Analysis of the results of the survey of representatives of Russian organizations concerning submission of what talented employee differs from the ordinary employee, almost completely confirmed the results of opinions monitoring of foreign colleagues in HR - sphere
The most distinguishing feature of the talented worker which can tell him from the ordinary one, according to Russian employers, is enthusiasm for work and the ability to implement projects in life, get real results that far exceed the results of the average employee
Summary
The talented employee is no different from any other ordinary one, his talent is manifested only in the course of professional activities and evaluated for results. The second strategy is focused on "nurturing" talents in the context of one’s own organization, which makes these employees more loyal and devoted by way of gratuity because of provided opportunities in self-development and selfactualization. In this case the company is not immune to the "Netherbloom" effect when the investments have been made, the time spent, but there is no result - talent hasn’t opened, or the results achieved do not meet investor expectations and goals of the organization
Sign-in/Register to view highlights & summary Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
