Olga Mondrus PhD Thesis summary 241018 final (1138517), страница 6
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To verify the available part of the model of talent managementsystem in the IT industry, a number of methods are applied based on the IBM SPSS Statistics 21package, including descriptive data analysis, correlation analysis, classification methods such asdiscriminant analysis, clustering, an attempt to categorise factors revealed by the principal componentmethod.Work with quantitative data was carried out in accordance with the algorithm, reflected inFigure 5. The algorithm was developed by the author of the thesis research, proceeding from the goalsof the tasks of this part of the study.As a result of approbation of the part of the sectoral model, latent factors are revealed, as wellas interrelations with the practice of talent development in the organisation with other practices.
Thus,the importance of a number of components for the group of practices, development and training,motivation and retention and communication with employees, which, in conjunction with the talentdevelopment practice, represent the ability to outline the toolkit and approaches necessary for furtherdevelopment of the talent management system within the organisation.Such a component (a latent variable, a latent factor) as the principles of two-waycommunication, which includes communications with the immediate supervisor and seniormanagement, as well as electronic communication with the employee, makes it possible to make anassumption about the importance of the role of leaders (managers) in the organisation.An important component is the project-oriented work style, which includes projects thatstimulate learning, special assignments, participation in project work and regular meetings.
The secondcomponent demonstrates the importance of the interconnection of communication and developmentpractices and the tools used to implement the project team activity. The component itself, the projectoriented work style, can also serve as a latent factor here. It is worthwhile to consider two othersignificant components, such as team communications and project motivation for managers and20specialists. In conjunction with the project-oriented work style, talking about building interactionwithin the IT organisation, team communications, as well as such motivation tools as bonuses on theresults of team performance for managers and specialists and individual achievements of projectmanagers, strengthen the industry component, and at the same time reflect the personnel structure ofthe organisation and the project-oriented work style.21Figure 5 – Scheme-algorithm for performing quantitative research on CRANET dataSource: compiled by the author.22The next component of the analysis, non-monetary incentives, should be considered as a toolkitthat emphasise the non-monetary stimulation of employees of all groups represented in the survey, onthe other hand – as a latent factor in the structure of the personnel structure of the organisation.
It isworth noting that the component of payments for individual performance for all categories ofemployees, which is an integral part of the work activity, and can hardly bear industry or othercolouring. However, given the industry features, we can talk about the development of authentic KPIsystems, which are specific to the information technology industry and intangible incentives, which arethe peculiarities of the IT industry.The component of the “bonus for organisational, team and individual goals for non-coreemployees” indirectly indicates the importance of the latent factor in employee management strategyof the organisation and, as a consequence, the development of talents, as well as the possibleconfiguration of a talent management system in companies for which the component is mostpronounced due to the choice of the locus of the approach (exclusivity / inclusiveness) of the talentmanagement system of the organisation.The “personnel reserve” component, including tools for formalised career development,planned rotations and succession planning, the “potential development” component, which includescoaching and mentoring as development techniques, as well as the “international career developmentfor managers” component, indirectly indicate the company’s chosen strategy of talent development,and possible configurations of the talent management system represented by the set of loci such as thelocus of motivation (process / outcome) and components of the potential development or the personnelreserve formation the most expressed in clusters, the approach locus (exclusive / inclusive), which alsomanifests the choice of those for whom the practices included in the certain components will be used(in this example, we can conclude that the talents are managers).Significant components for the practice of talent development, and therefore for theconfiguration of the talent management system, in conjunction with the attraction and selectionpractice, are the additional 10 components.The component of the “interview with several interviewers”, on the one hand, strengthens thelatent factor of the project-oriented work style, and, on the other hand, indirectly indicates theorganisational values and culture of selecting employees for teams in the organisation.The components of “references”, as well as “referral programs for attracting managers andspecialists” testify not only to the ways of attracting and selecting employees that are significant forthe development of talents in the future, but also about the ways of motivating and retaining currentemployees within the organisation.
It gives grounds for conclusion about the intersections withprevious results, including toolkits of employees’ motivation.23The components of internal and external hiring of managers and specialists on the conditions ofthe competition testify to the importance of the adopted strategy of managing the employees of theorganisation, and, as a consequence, the choice of the locus of talent sources (external / internal)depending on this strategy.
A separate component of hiring managers, either on the basis of internalhiring or poaching from other organisations, once again confirms the strategic attitudes determined bythe organisational and sectoral context. The components of the selection methods using questionnaires,performance of work assignments, single interviews for different groups of employees need to betaken into account as formed as a result of the strategy of the selection practices, implemented withinthe organisation, and also organisational culture.The clusters formed as illustrative examples on the sample of companies that apply the focaltalent development practice, let the author of the research outline a number of configurations of thetalent management system inherent in companies which are included in the sample. Thus, on the groupof practices, development and training, motivation and retention and communication with employeeson a sample of companies applying the practice of talent development, it was possible to identify sixconfigurations of the talent management system.
Three of them “Inclusive development” 6, “The talentpool for team leaders”, “The talent pool for managers” include components that are relevant for allcompanies applying the talent development practice, regardless of the specified level of application.The other three “Vertical career”, “Minimal support” and “Potential development” are illustrated byclusters built on components that are significant if the level of application of the talent developmentpractice pointed by the respondents is taken into account.
The group of practices of attracting andselecting employees on a sample of companies that implying the talent development practice has madeit possible to add several other configurations for further analysis and interpretation. Suchconfigurations are “Intensive filtering at the “entry”, “Open competition”, “Blurred hiring focus”.A comparison of the configurations obtained based on qualitative research with theconfigurations obtained from the results of quantitative research within the framework of the sectoralmodel of the talent management system gives grounds for drawing a number of significantconclusions.1) A systemic approach to talent management in IT companies is demonstrated, which ismanifested in the interconnection of applied talent management practices, as well as the presence offactors at different levels which the talent management system interacts with.2) The latent factors identified and relationships between practices, as well as the talentmanagement system configurations generated by the CRANET database, indicate that the context andthe organisation’s initial settings, expressed schematically in the model of talent management based on6All configurations are named by the author of research based on interpretative analysis.24loci, presented in the theoretical part of the dissertation research are of the prime criteria of talentmanagement system formation.3) The manifestation of the configurations filled with the components evaluated abovedemonstrates a number of loci configurations and gives grounds for identification of the initial settingsof the leaders of the companies in the sample.Thus, in order to provide practical recommendations, first of all with respect to the talentdevelopment, according to the truncated part of the sectoral model, it is worth taking into account theleadership attitudes and the organisational strategy formed on their basis, the project-oriented workstyle and the associated personnel structure of the organisation that set the preconditions for thedevelopment of a philosophy and the strategy of talent development.
Strategies for the talentdevelopment can take various configurations, partially presented in the dissertation on the results ofcluster analysis. The configuration of the loci with the set factors, the mind-set of managers of theorganisation, the analysis of main components revealed give grounds for formulation of practicalrecommendations.Based on the results of qualitative and quantitative analysis, the author of the thesis researchproposes ways to apply the model of talent management system and provides the ways of diagnosingthe configuration of the talent management system and making strategic decisions regarding thepractice of talent development in the organisation.Papers published by the author in leading peer-reviewed scientific journals, includingthose recommended by the Higher Attestation Commission of the Ministry of Education andScience of Russia:1.
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