Talent Management Program Research Articles

The Mediating Effect of Organizational Productivity on The Relationship between Competencies, Engagement, And Commitment with Talent Management & Succession Planning Programs in Saudi Arabia

The purpose of the current study is to investigate the relationship between Competencies, Engagement, and Commitment with the Talent Management and Succession Planning Programs in the Saudi Electricity Company. In addition, the mediating role of the Organizational Productivity on the relationship between the variables. This study was conducted following the quantitative research methods through the distribution of 408 questionnaires to the employees of the Saudi Electricity Company. The results revealed that significant relationship between Competencies, Engagement, and Organizational Productivity with the success of the Talent Management & Succession Planning programs, which support what was found in the majority of the previous published literature. But unlike most of the published literature, Commitment was found to be insignificant to the success of the Talent Management & Succession Planning programs. In addition, this study showed that Organizational Productivity played a significant mediating effect on the relationship between Engagement and Commitment with Talent Management & Succession Planning programs. However, Organizational Productivity has shown an insignificant mediating effect on the relationship between Competencies and Talent Management & Succession Planning programs.

Plan-Process Factor’s Effect on Talent Management and Succession Planning Programs

The aim of the current study is to explore the effect of factors related to the Plan (Mission Clarity and Rewards & Compensation) and the Process (Policy & Procedures and Career Development) on the Talent Management and Succession Planning Programs in Saudi Arabia, in addition, this study will focus on the mediating effect of the Organizational Productivity on the relationship between the variables. To achieve these objectives, this study followed the quantitative research methods through the distribution of 408 questionnaires to the employees of the Saudi Electricity Company. The results showed that Mission Clarity, Rewards & Compensation, Policy & Procedures, and Career Development have a significant relationship with Talent Management and Succession Planning. In addition, Organizational Productivity has a significant mediating effect on the relationship between Mission Clarity, Rewards & Compensation, and Policy & Procedures with Talent Management and Succession Planning. However, Organizational Productivity has insignificant mediating effect on the relationship between Career Development and Talent Management and Succession Planning.

Talent Management Program in a State University and College (SUC)

The study intends to find out the existing Talent management program and practices of SUC and determine the extent of implementation of Talent management. The researcher used simple random sampling results of about 142 employee-respondents and it was held in Samar State University. A descriptive-evaluative survey design was used to assess the talent management practices and strategies presently implemented within the locale of the study. Talent management practices of the SUC resulted from the majority of various ‘yeses’ in the form of frequency. Employee engagement practices, suggestion boxes, and training Needs Survey resulted in 138 (95.50) and 114 (80%) yeses from the employee-respondents. It was emphasized that work ethic 121 (85%) and job expertise 121 (85%) are the major characteristics that define talent. It was also suggested that strategies of SUC must provide training and development (87.50%), rewards, and bonuses (77.50%). The study also found out that informal succession planning is exercised with a rating of 80% or 114, thus formal succession management of talents must be implemented. SUC Support in pursuing a doctorate of employees has a compelling score of 110 (77.50%). The majority of employee respondents choose incentives (128 (90%) as monetary and training and development opportunities, and 103 (72.50%) as non-monetary rewards as part of their reward and recognition. The extent of implementation of talent management strategies, and process improvement results to ‘significantly implemented’ except for one ‘company process help work improvement was only ‘moderately implemented’. In management improvement, all resulted in ‘significantly implemented’ same as to work environment improvement. The Researcher suggests that these talent management strategies must be fully implemented as an anchorage for the success of talent retention and the satisfaction of employees within SUC.

TDK részvétel motivációi a Debreceni Egyetem Tehetséggondozó Programjában résztvevő hallgatók körében

Recognition and support of outstanding students are among the most important tasks of higher education, as they can thereby be motivated to pursue a career in academia. In our study, we examined the willingness of members of the Talent Management Program (DETEP) at the University of Debrecen to participate and present at scientific student conferences. Our research was based on a questionnaire survey. The sample consisted of respondents who had previously participated in local TDK conferences (n=128). Based on our results, we can conclude that students who have participated three or more times in TDK events are considering a future career in academia. Respondents who have participated only once mainly participate for the purpose of the competition According to the results between achieving the ranking and the experience of participating in the TDK, participation is experienced as a positive experience if they manage to achieve a ranking at the local conference. Additionally, achieving a ranking also affects the feeling of gaining an advantage during studies and faculty recognition among the respondents.

Project management as a component of talent management programmes

The aim of the article is to explore the poorly researched phenomenon of the use of projects as a talent development tool within talent management programmes. The author conducted a literature scoping review to examine the state of knowledge on the use of projects and project management in talent management programmes. The author identified 7 articles that address the research question. The literature review confirmed that the phenomenon exists, but it is poorly researched. Factors influencing the effectiveness and efficiency of using projects in talent management were identified, conclusions were drawn regarding the potential impact of talent management on projects carried out within talent management programmes and a preliminary conceptualization of the relationships between projects and talent management programmes was presented. This study may serve as a basis for planning field studies exploring talent management programmes that use projects as one of the tools for employee development.

Do the Total Reward and Talent Management Program Affect the Retention and Performance of Generation Y Employees?

Currently, the Indonesian national workforce is dominated by generation Y. Generation Y is the generation born between 1980-2000. Based on literature studies, this generation is known as the generation that easily leaves the workplace if they see career opportunities. Employees who move easily will affect company performance. With changes in employee demographics, it is important to examine strategies and factors that influence employee retention. This article tries to discuss and explore the factors that influence the retention and performance of generation Y employees through total rewards and talent management programs. This research uses a questionnaire survey conducted on employees of Bank Syariah Indonesia in Lampung Province, Indonesia. A total of 200 generation Y employee respondents in Lampung participated in this research. The analysis model in data processing uses SEM Lisrel 8.8. The findings reveal that total rewards are proven to influence the retention and performance of generation Y employees. The talent management program has no direct influence on the performance of generation Y employees. Intrinsic rewards are proven to have more influence on the retention and performance of generation Y employees. Talent management programs influence the performance of generation Y employees if mediated by retention.

Analysing the Influence of Talent Management Strategies on Organisational Performance at Namibia Power Corporation

Talent management strategies have a huge impact on the productivity of employees in various organisations of which Namibia Power Corporation (Nam Power), Windhoek, Namibia is no exception. The locus of this study was to analyse the influence of talent management on organizational performance. The study aimed to analyse the impact of strategic talent management strategies on organisational performance at Nam Power, to determine the factors that hinder talent management in an organisation, and to design a model for the implementation of talent management programs that enhance organisational performance. The research philosophy underpinning this study is descriptive in nature and used to establish the association between the dependent and independent variables. Both quantitative and qualitative approaches were applied to collect the data. Some data was subjected to rigorous quantitative analysis through the use of questionnaires and managers were also interviewed to collect qualitative data. The collected data was analysed and synthesised using SPSS (Statistical Package of Social Science) software with multiple regression analysis. This software enabled the researcher to analyse data, visualize findings, and draw meaningful conclusions. The researcher used regression analysis to examine the relationship between the predictor variable and outcome. The data was analysed and displayed using bar graphs and pie charts in Microsoft Excel. The study revealed that the factors that hinder talent management in the organisation institution among others include a shortage of capacity building and professional development, absence of enthusiasm, and a shortage of professional development programs. It was recommended that to attract, develop, and maintain high-performing employees in the organisation, management should introduce increased salaries, create staff development programs, advocate for a clear communication channel between staff and leadership, and have a dynamic team of human resources professionals with competent HR systems and procedures. The study further recommends that for these programs to effectively yield good results, the organisation needs to design a talent management model that should include these components such as planning, attracting, developing, retaining, and transitioning.

The role of parental involvement in academic and sports achievement

According to previous research results and our systematic review on this topic (Kovács et al., 2022), the positive impact of parental involvement on academic achievement was revealed. However, it is unclear how parental involvement in sports contributes to sports performance and academic achievement. In this study, our main questions are about the differences in academic achievement, in participation in sports activity, and in sports results among pupils of parents involved or not involved in sports and education. To answer these questions, a questionnaire survey was conducted among 7th and 8th-grade students learning in three primary schools in a Hungarian city (N = 121). Based on the scale of parental involvement, three groups were differentiated: 1) children of parents not involved in either education or sports (N = 33), 2) children of parents involved in education only (N = 38), and 3) children of parents involved in both education and sports (N = 47). In order to examine this data, cluster and factor analysis, a Chi-square test and ANOVA, and linear regression were used. Our results showed, children of parents involved in both sports and education are overrepresented among students who received awards because of their sports performance (59.6%), among members of sports talent management programs (29.8%), and among those who achieved first place in national sports competitions (47.8%). They also seem to be the ones most intent on staying engaged, in the future, in regular and competitive sport activities (57.4% and 55.3%). On the contrary, the highest percentage of children of parents involved in education belongs to those who were given awards because of excellent academic achievement (71.1%). As far as personality traits are concerned, obsessive passion (OP) is the most characteristic of pupils with non-involved parents (M = 0.37, SD = 0.95) and least characteristic of children with parents involved in education (M = −0.17, SD = 0.94). Belonging to both groups with involved parents can be considered a negative predictor of OP (βt = −0.259* [−1.019, −0.078], βt + s = −0.237* [−0.930, −0.030]). In conclusion, it can be detected that there exists a positive interrelation between parental involvement in sports and education, and the academic and sports performance of their children.

PENGARUH MANAJEMEN TALENTA DAN MOTIVASI KERJA TERHADAP KINERJA PEGAWAI KANTOR CAMAT TEMBILAHAN HULU KABUPATEN INDRAGIRI HILIR

This research aims to examine the influence of talent management and work motivation on employee performance at the Tembilahan Hulu Subdistrict Office, Indragiri Hilir Regency. The research results show that talent management has a positive and significant influence on employee performance. Implementation of effective talent management strategies, such as the introduction and development of potential employees and the placement of employees based on their skills and interests, contributes positively to employee performance. Apart from that, work motivation also has a positive and significant influence on employee performance. Intrinsic and extrinsic motivation, such as a sense of accomplishment, responsibility, recognition, and financial incentives, provide additional encouragement for employees to achieve better performance. The practical implication of this research is the importance of developing effective talent management policies and programs and creating a work environment that supports employee motivation. By implementing this strategy, it is hoped that employee performance can be improved, which in turn will have a positive impact on the effectiveness and efficiency of office operations and increase public trust in the services provided.

Talents as career capitalists: how talent management programs influence individual career paths

ABSTRACT The purpose of this paper is to investigate the impact of global talent management (TM) on the career paths of those individuals identified as talents by their organisation, taking a career capital perspective. The research is based on a qualitative, explorative single-case study in a multinational company (MNC). 37 interviews were conducted, including 29 with talents and 8 with HR managers working in seven countries across Europe. The results show that exclusive TM programs lead to the accumulation of career capital and more precisely company-specific career capital, which influences the career paths of participants: it leads to a hybrid intra-organisational career type with frequent career moves (including across divisions) and expatriate assignments. Finally, my work suggests that talents accumulate company-specific career capital, which increases their career satisfaction and intention to stay within the company. The findings of this research contribute to the careers and TM literature streams by making three research propositions to be tested. It also provides practitioners with insights into how to develop and retain talent.

TALENT MANAGEMENT MODEL ANALYSIS AT PT INDUSTRI KERETA API (PERSERO)

The success of an organization in achieving its goals depends on the quality of the human resources working in it. The key role of human resource management (HRM) in an organization is inherently not only about managing but also finding ways to unlock the potential of creative and innovative people. Talents are the best employees, have competence, high performance, and superior performance, which are developed through career development, and are prepared to become future leaders that determine the company's sustainability. Talent management is the process of planning, mapping, and managing to build and retain talent based on performance assessments, competency measurements, and assessments used as talent indicators. This study aims to analyze the implementation of the talent management program and design appropriate talent management strategies and models at PT INKA (Persero). The research approach used in this study uses a qualitative approach to describe a condition and condition of talent management. This study's data collection used interviews, observation, and documentation studies. The results of this study indicate that PT INKA (Persero) has implemented talent management. However, in terms of implementation, talent management has not been considered effective and appropriate for PT INKA (Persero) because it does not yet have Key Performance Indicators and data related to the talent management system, so companies find it difficult to carry out supervision. The program strategy and talent management model at PT INKA (Persero) has not been fully implemented because they are still in the drafting stage and have not been outlined as a board of directors regulation. So its application is still inconsistent because each function of the talent management dimension still works independently, and there is no continuity between the dimensions of talent management.

A paradox perspective on talent management: a multi-level analysis of paradoxes and their responses in talent management

With this paper, we aim to challenge the current theorizing in talent management (TM) that has generally been based on oversimplified assumptions, often approaching TM from a binary or an either/or perspective. We claim that adopting a paradox lens in which a both/and perspective is taken is essential to further deepen our theoretical understanding of the ill-understood tensions and ambiguities that are inherently part of managing talent. In this article, we take a paradox perspective to unravel the complexity of talent management by systematically reviewing the nature and prominence of paradoxes and their response mechanisms in the talent management literature and from the intrapersonal, interpersonal, and organizational levels. We identified six primary paradoxes: (a) opportunities vs. pressures (at the intrapersonal level); (b) positive vs. negative effects of TM programs on employees (at the interpersonal level); and (c) talent as objective reality vs. socially constructed; (d) exclusiveness vs. inclusiveness; (e) transparency vs. ambiguity; and (f) standardization vs. customization (at the organizational level). Our review resulted in a multi-level framework of paradoxes in talent management and responds to calls for more pluralistic and balanced approaches to talent management. We believe that our review can assist researchers in adopting both/and perspectives when studying the complexity of the talent management phenomenon and can assist TM practitioners in navigating multiple paradoxes that are inherent to managing talent.

Inclusive talent management philosophy, talent management practices and employees’ outcomes

PurposeThis study aims to propose that inclusive talent management (TM) philosophy and TM practices are related to individual outcomes, such as job satisfaction, turnover intentions and job performance.Design/methodology/approachUsing the resource-based theory, the research explores the mediation relationship between inclusive TM philosophy and job satisfaction, turnover intentions and job performance via TM practices. The study uses structural equation modelling for analysing the data collected through a questionnaire-based survey among a sample of 373 employees and 65 supervisors.FindingsThe results show that inclusive TM philosophy is positively related to individuals’ job satisfaction, job performance and decreased turnover intentions, through TM practices.Research limitations/implicationsThe study’s limitation lies in its restriction to a narrow set of organizations operating in Romania, thus limiting the generalization of the findings. Consequently, future studies can extend the scope of the study to include a larger sample size consisting of more organizations operating across multiple sectors and countries. While it is appropriate to assess talent philosophies at the level of the individual employees, future studies may wish to tackle the constructs from the organizational (managerial) standpoint where the TM practices and programmes are designed. Furthermore, future researchers could draw comparisons with large enterprises to investigate the differences in the impact of implementing TM practices within these organizational types. Finally, future research could explore the outcomes of inclusive TM philosophy by using a qualitative design, which sheds more light on other factors that support or hinder the outcomes of embracing inclusive TM in organizations.Practical implicationsThe study’s findings have practical implications for organizations that want to improve their employees’ outcomes and provide evidence on how organizations can achieve this through their TM practices. First, the paper establishes a relationship between inclusive TM philosophy and employees’ outcomes (turnover intention, job satisfaction and job performance) through the mediating impact of the organization’s TM practices in the context of organizations operating in Romania. The relevance of the context for TM studies has been highlighted in the literature, and thus, the findings make an important contribution to the TM literature, given the limited number of empirical studies on TM practices from emerging European countries (Skuza et al., 2013). Second, the model was tested empirically by collecting data from two sources – employees and supervisors from the surveyed organizations. The perception among employees that they are treated as a talent by the organization can have a positive impact on their satisfaction, and job performance, and decrease their turnover intentions. This suggests that organizations should invest in talent development programmes to help their employees develop into talented performers who help improve the organization’s performance. The findings are of particular importance to human resources practitioners, as it suggests that organizations should consider implementing TM practices systematically across the organization to ensure that all employees benefit from them. By doing this, organizations can improve individual outcomes, which can ultimately lead to improved organizational performance.Social implicationsOrganization that develop the talent of their workforce in its totality are likely to be more successful in the long term. Similarly, it can be inferred that organizations that enhance the talent of their workforce through practices such as staff rotation, talent identification are likely to derive greater benefit from the capabilities that their staff display.Originality/valueThe study sheds light on the impact of talent philosophies and TM practices on outcomes at the individual employees’ level, which is an understudied study area within the broader TM discipline.

Talent Management Programmes and Cost Leadership in Deposit Money Banks in Lagos State, Nigeria

The article examined talent management and cost leadership of selected deposit money banks in Lagos State, Nigeria. Survey research design was adopted in the study. The population was 2,169 senior employees and managers of ten selected deposit money banks in Lagos State, Nigeria. A sample size of 425 employees was determined using the Raosoft online sample size calculator. A stratified random sampling technique was adopted in the study. The data were collected using a structured and validated questionnaire. Cronbach’s alpha coefficients for talent management dimensions were: talent planning (0.860), talent acquisition (0.864), talent development (0.849), talent reward (0.943), and talent retention (0.919), and cost leadership (0.915). The response rate was 85.6%. The collected data were analysed with findings indicating that some talent management dimensions had significant effect on cost leadership. It was recommended that the management of selected deposit money banks in Lagos State, Nigeria, develop a policy to connect talent management to the cost leadership of the institution to make the sector competitive and sustainable in the long run. Such a policy would be the anchor for actions adopted by or proposed by the firms in matters pertaining to talent management. Keywords: Talent management, Cost leadership, Deposit Money Banks, Talent Planning, Talent Acquisition, Talent Development

Morphology-Voltage-P-wave-duration (MVP) score to select patients for continuous atrial fibrillation screening to prevent stroke

Abstract Funding Acknowledgements Type of funding sources: Foundation. Main funding source(s): The LOOP Study was funded by Innovation Fund Denmark [grant number 12-1352259], The Research Foundation for the Capital Region of Denmark, The Danish Heart Foundation [grant number 11-04-R83-A3363-22625], Aalborg University Talent Management Program, Arvid Nilssons Fond, Skibsreder Per Henriksen, R og Hustrus Fond, the European Union’s Horizon 2020 program [grant number 847770], Læge Sophus Carl Emil Friis og hustru Olga Doris Friis’ Legat, and an unrestricted grant from Medtronic. Background It is well known that atrial fibrillation (AF) confers a substantially increased risk of ischemic stroke, but data on health benefits from AF screening are scarce. The newly proposed MVP risk score combining the duration, voltage and morphology of P-wave has been demonstrated to be predictive of AF and might therefore also be useful in risk-stratifying individuals for AF screening and subsequent treatment. Purpose The present study sought to examine MVP risk score and its P-wave components for prediction of AF screening effects. Methods The LOOP Study randomized AF-naïve individuals aged 70-90 years with additional stroke risk factors to either continuous AF screening with implantable loop recorder (ILR) and subsequent anticoagulation initiation upon detection of AF episode ≥6 minutes, or usual care. In this secondary analysis, the LOOP participants with a baseline 12-lead electrocardiogram (ECG) suitable for P-wave measurement were included. Results Of 5759 participants included, 265 (4.6%) had had ischemic stroke during follow-up: 213 (4.9%) of 4311 in the control group versus 64 (3.6%) of 1448 in the ILR group. Among the participants in the control group, a significantly increased risk of ischemic stroke was observed for MVP score 5-6 versus score 0-2 (hazard ratio (HR) 1.66 [95% confidence interval (CI): 1.01-2.75]) and for the presence of interatrial block (IAB) versus no IAB (HR 1.85 [95% CI: 1.19-2.86]), whereas a P-wave voltage in lead I (PWVI) <100 µV was associated with risk reduction compared to higher voltage (HR 0.65 [95% CI: 0.45-0.93]). Further spline analysis revealed longer P-wave duration (PWD) to also be correlated with higher stroke risk (HR 1.49 [95% CI: 1.11-2.00] for >110 versus ≤110 ms). Compared with usual care, ILR screening did not significantly reduce the stroke risk regardless of MVP risk score, PWD, PWVI, or IAB pattern at baseline. Conclusions In an elderly population with additional stroke risk factors, both the P-wave parameters and the combined MVP risk score based on 12-lead ECG were associated with ischemic stroke, but these did not successfully demonstrate an association with effects of AF screening on stroke prevention.

Electrocardiographic markers of subclinical atrial fibrillation detected by implantable loop recorder

Abstract Funding Acknowledgements Type of funding sources: Foundation. Main funding source(s): The LOOP Study was funded by Innovation Fund Denmark [grant number 12-1352259], The Research Foundation for the Capital Region of Denmark, The Danish Heart Foundation [grant number 11-04-R83-A3363-22625], Aalborg University Talent Management Program, Arvid Nilssons Fond, Skibsreder Per Henriksen, R og Hustrus Fond, the European Union’s Horizon 2020 program [grant number 847770], Læge Sophus Carl Emil Friis og hustru Olga Doris Friis’ Legat, and an unrestricted grant from Medtronic. Background Atrial fibrillation (AF) is a well-known and treatable risk factor for stroke, which has sparked a substantial interest in AF screening. However, further insights into subclinical AF development are warranted to inform strategies of screening and subsequent clinical management upon AF detection. Purpose This study sought to identify 12-lead electrocardiogram (ECG) parameters associated with the onset, burden and progression of subclinical AF detected by long-term continuous monitoring. Methods We included AF-naïve individuals aged 70-90 years with ≥1 additional stroke risk factors (hypertension, diabetes, heart failure, or prior stroke) who underwent implantable loop recorder (ILR) monitoring in the LOOP Study. Using data from daily ILR recordings and computerized analysis of baseline ECG, we studied empirically selected ECG parameters for AF detection (≥6 minutes), cumulative AF burden, long-lasting AF (≥24 hours), and AF progression. Results Of 1370 individuals included, 419 (30.6%) developed AF during follow-up, with a mean cumulative AF burden of 1.5% [95% confidence interval (CI): 1.2-1.8%]. Several P-wave-related and ventricular ECG parameters were associated with new-onset AF as well as with cumulative AF burden in AF patients. P-wave duration (PWD), P-wave terminal force in lead V1, and interatrial block (IAB) further demonstrated significant associations with the risk of AF episode ≥24 hours. Among AF patients, we observed an overall reduction in cumulative AF burden over time (incidence rate ratio 0.70 [95% CI: 0.51-0.96]), whereas IAB was related to an increased risk of progression to AF episodes ≥24 hours (hazard ratio 1.86 [95% CI: 1.02-3.39]). Further spline analysis revealed longer PWD to also be associated with this progression in AF duration. Conclusions We identified several ECG parameters associated with new-onset AF detected by ILR. Especially PWD and IAB were robustly related to the onset and the burden of subclinical AF as well as progression over time.

Psychological contract of employees in family-owned hotels: the role of talent management practices

PurposeThis study aims to analyse how talent management practices in family-owned hotels contribute to their employees' fulfilment of their psychological contract.Design/methodology/approachSemi-structured interviews were conducted with 30 employees working at three different family business hotels in Sharm El-Sheikh, Egypt. Moreover, thematic analysis was undertaken on the collected data resulting in four major themes.FindingsThe findings revealed that stimulating employees to fulfil their psychological contract towards their family-owned hotels leads to several benefits. First, it leads to talent management practices that support crisis management, sustainability and resilience. Second, it contributes to empathy towards or at least a deep concern for the future of work in the hospitality sector. Third, to fulfil their psychological contract, employees, particularly non-family members, require inclusive talent management and ongoing training programmes tailored to prepare them to meet current and future challenges in the hospitality sector.Originality/valueTo the best of the authors' knowledge, the present study is the first study to empirically investigate the relationship between talent management practices and the psychological contract of employees in family-owned hotels, especially in developing economy context of Egypt. Also, it is one of the pioneering studies to unpack these dynamics for family as well as non-family employees.

Higher education leadership development in selected ASEAN countries: an exploratory study of challenges and prospects in public higher education institutions

ABSTRACT Leadership has been considered as an essential foundation for universities to flourish, more so in the context of emerging higher education systems. Using an exploratory qualitative approach, this paper reviews the challenges and prospects in the development of higher education leaders in selected countries of the Association of Southeast Asian Nations (ASEAN). While variations were reported by the respondents, the challenges were somewhat similar: lack of leadership development policy and training centres, the non-availability and questionable quality of programmes, the irrelevance of western and corporate leadership theories, and the lack of systematic talent management programmes. For the lower income countries’ respondents, contextual issues seemed to affect leadership development. Since there seems to be inadequate leadership development systems in most ASEAN countries, we propose a synergistic approach among stakeholders with tracked records in intra- and inter-regional level capacity building to design and monitor programme implementation.

Quick Understanding Policy Implementation of Merit System in Human Resource Apparatus Management in DKI Jakarta Province

The development of human resources is one of the priority programs of the Government of Indonesia (GOI), including for Aparatur Sipil Negara (ASN) or Indonesian civil services. One way that can be done to improve the quality of ASN is by the implementation of merit-based ASN management in all Indonesian Government Agencies. There are still very few studies that discuss in depth how the policy and implementation of the ASN management merit system, especially in local governments. Moreover, this study uses a case study in DKI Jakarta Province as a local government which is also the capital of the Republic of Indonesia. This study found that the policy implementation of the merit system in the DKI Jakarta Provincial Government is still not fully implemented. Some aspects have gaps, namely career development, promotion, and rotation. Therefore, the purpose of this study is to review the policy implementation of the merit system in the DKI Jakarta Provincial Government. The research method employed in this study is the qualitative approach through interviews, Focus Group Discussions (FGD), observations, and document reviews. The results showed that there was a significant increase in the implementation of merit-based ASN management in the DKI Jakarta Provincial Government. Is can be seen from the increase in the value merit system owned by the DKI Jakarta Provincial Government. The increase is since currently, the DKI Jakarta Provincial Government has built its talent management program.
 Keywords: Merit system, Human resource apparatus management, Local government, DKI Jakarta Province, Indonesia

ВЛИЯНИЕ ЛИЧНОСТНЫХ ХАРАКТЕРИСТИК ТАЛАНТЛИВЫХ СОТРУДНИКОВ НА ИХ ДОБРОВОЛЬНОЕ УВОЛЬНЕНИЕ

Despite the growing interest in talent management issues, there is still no consensus in theliterature regarding the characteristics and features of talented employees work behavior. One of the approaches stands out as an objective view postulating that there are a set of personal characteristics, which determine an employee as a talented one and influence their labor behavior. This research attempts to identify a list of these personal characteristics and assess their impact on work behavior. The list of characteristics incorporates personalitydimensions contained in the Big Five model. As a form of labor behavior is voluntary resignation. The research empirical base is the data on the talent management program at Sheremetyevo International Airport. We constructed econometric probit model, where the fact that a talented employee voluntarily quit during the first year of employment was used as an explanatory variable. The focus on resignations in the first year is related to an attempt to reduce the influence of factors that form sustainable attitudes towards job characteristics - satisfaction and loyalty to the organization. The set of independent variables is represented by organizational and socio-demographic characteristics in addition to personal characteristics.The results confirmed the hypotheses on the influence of higher values of openness to experience, conscientiousness, neuroticism, and extraversion, regardless of the organizational context, on the probability of voluntary turnover. The findings provide an empirical assessment of theobjective approach to talent in the Russian labor market and can be used for verificationin other corporate contexts or while trying to assess their sustainability with a longer work experience. In practical terms, the findings can be used to develop personalized talent management practices in Russian companies