Olga Mondrus PhD Thesis summary 241018 final (1138517), страница 5
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At thestate of the beginning of 2018, the surveyed companies employed more than 1,000 people, the largestof which numbered more than 5,000 people. The age of employees of companies in the study is onaverage 30 years, and is the most common in most organisations of the IT industry.
In all of theorganisations surveyed, about 80% of the staff are staff members with key IT competencies.As a result of the content analysis of in-depth interviews, interviews taken from open sources,organisational documents, such enlarged factors as “talent definition”, “values”, “leaders”, “IT sector”,“IT companies”, “labor market”, “strategy”, “corporate culture”, “talent management practices”,“attraction”, “motivation”, “training and development”, “evaluation”, “performance evaluation”.By analysing the definitions that IT companies give to talented employees, three basicdefinitions are identified, based on which three configurations of the talent management system in theIT companies are identified.One of the revealed configurations of the talent management system is the “businessincubator” 4.
This configuration is based on the definition of talent as a broad category, which includesall employees of the company, including potential employees in frame of the attraction practice. Thismeans that the main efforts and large investments from the company are made at the stage of finding,attracting and selecting employees (the point of “entry level” into the organisation).
Thus, in thisconfiguration, attraction is noted as one of the most advanced talent management practices. The secondpractice that attracts attention in this configuration is the creation of an environment that allows theemployee’s potential to be revealed, while the active phase of investments in the employee comes afterhe / she begins to show a result exceeding the expectations of the company's management.
The mainfactors influencing the formation of this configuration are the industry segment, the lifecycle of theproduct (the duration of the project for development, implementation, support, etc.). Such aconfiguration of the talent management system and talent approach are characteristics of companieswith a developed network structure, developed horisontal connections within the organisation. Amongthe companies studied by the author, such were the companies that belong to the segment “remoteprocessing and provision of information, including on sites in the information and telecommunicationsnetwork “Internet” of the information technology industry5.The titles of the configurations are chosen by the author based on the results of the in-depth interviews.The division into segments of the information technology sector is based on the definition of the information technologysector given in “Strategy for the development of the information technology sector in the Russian Federation for 2014–2020 and for the future until 2025”, 2013 [Electronic resource] access mode: [http://minsvyaz.ru/ru/documents/4084](appeal date – 06/01/2018).4517Another configuration of the talent management system, “diversity”, also recognises the talentsof all employees, but implies a more structured approach to the notion of talent based on the directionof career development (both vertical double-directional career paths and horisontal double-directionalcareer paths) for different categories of employees.
The main factor forming the approach is the globalcharacter of the company’s business and the practices of global management of international,multicultural teams, applied in connection with this condition. Employee development practicesreceive the most attention from the leaders of the organisation. Companies that practice this kind oftalent management system belong to the segment of “development of commercial software” in theinformation technology industry.The third configuration of the talent management system, “two different stories”, where thetalent is two categories of employees (a “temporary talent pool” for young professionals andrecognised professionals, “a constant talent pool” for middle managers), this configuration was formedin the company in which noticeable influence of the state as the main consumer of the company'sservices.
For companies with a similar configuration of talent management system, the selectionpractice is one of the most developed and selective. For the temporary talent pool, external recruitmentis provided, a “permanent talent pool” is formed by means of the company’s internal labor market.Different approaches to training and development are applied to these two talent pools. Companies thatadhere to this approach in their practices belong to the “providers of services in the field ofinformation technology, in particular customised software development, design, implementation andtesting of information systems, advising on informatisation” of the information technology industry.Despite the identified differences in basic definitions, all three configurations are similar in aflexible value-oriented approach to understanding talent, stating that the main differences between atalented employee from the “non-talent” are sharing the values proposed by the company, internalmotivation, proactivity, demonstration of performance beyond the expectations of the company and thedynamics of individual performance.
In addition, it is worth noting that, given the generalcharacteristics of talent, taken as a basis in the organisations of the IT industry, talents are activelyinvolved in the formation of talent management practices themselves.The data collected as a result of qualitative research stipulates the determination of the mostadvanced talent management practices in Russian IT companies. Thus, it can be seen that the primaryfocus is on attracting, developing and retaining talents, and the practice of building internalcommunications and supporting team project work is intensively developing.By using a multi-level contextual approach to the study of talent management in IT companiesand orientation to common characteristics, an sectoral model of talent management was developed,reflecting the impact of five-level factors on the various elements of the TMS (Figure 4).18The research of organisations representing the selected industry, in this case, the informationtechnology sector, makes it possible to consider the influence of sectoral factors on the management oftalented employees from all sides, which has not been adequately reflected in the scientific literature.In particular, the impact of the features of business models (such as the products of the industry, thenature of the work and the project-oriented work style), on revealing talents in the organisation throughthe correspondence of its business model is demonstrated.
Unlike the characteristics of the talentmanagement system, reflected in the theoretical model, the new element of the sectoral model of thetalent management system is the practice of internal and external communications. The role of a leaderas an organisational factor manifests itself through the whole talent management system in ITcompanies more strongly and more consistently than the theoretical model suggests.Figure 4 – Sectoral model of talent management in IT companies.Source: [Kabalina, Mondrus, 2018].3.The sectoral talent management system tested on quantitative data through theprism of the talent development practice, confirms the existence of interrelations between thetalent management system elements, reveals a number of latent factors that are significant forthe group of development and training practices, motivation and retention and communication19with employees, which provides an opportunity to outline a range of practical toolkits andapproaches required for the development of the talent management system in the organisation.The use of data from the international CRANET (The Cranfield Network on InternationalHuman Resource Management), based on a systemic approach to the study of HRM practices and isnot intended for the study of talent management, imposed limitations in verifying the results ofqualitative research.
Thus, using the data obtained, it is not possible to verify the individual levelfactors, due to the absence of this section in the CRANET study, as well as global and national factorsdue to a small number of relevant indicators.In the analysis of quantitative data, the methodology of statistical analysis of one of the HRMpractices was used, such as the talent development practice as one of the talent management practicesin the telecommunications, information technology and information services sector based on a surveyof 360 respondents from 38 countries.
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