title: Talent management in a new research context: Main issues and peculiarities
metadata.name: dc.contributor.author
metadata.value: Selivanovskikh, L.
metadata.lang: -
metadata.name: dc.date.accessioned
metadata.value: 2018-12-11T09:55:08Z
metadata.lang: -
metadata.name: dc.date.available
metadata.value: 2018-12-11T09:55:08Z
metadata.lang: -
metadata.name: dc.date.issued
metadata.value: 2018
metadata.lang: -
metadata.name: dc.identifier.uri
metadata.value: http://hdl.handle.net/11701/15118
metadata.lang: -
metadata.name: dc.description.abstract
metadata.value: This paper presents a thorough analysis of different talent management practices implemented by local companies from Kazakhstan, Belarus and Ukraine. In particular, I pay special attention to the country-specific environments that shape the peculiarities of talent management practices and provide discussion about its future perspectives within the Commonwealth of Independent States (CIS) context. All of the case studies presented in this review illustrate how different companies from the specified countries deal with such key issues of talent management as the attraction, recruitment, indoctrination, development, motivation and 
  retention of high-potential employees. Specifically, I demonstrate that organizations from Kazakhstan, Belarus, and Ukraine share a common feature of talent management policies, systems and practices being more formalized and highly regulated especially compared to Western – more developed – countries. It is also revealed that in Belarusian and Kazakhstani companies open performance appraisal systems are unpopular and performance-based remuneration mechanisms remain underdeveloped. Meanwhile, in Ukrainian companies, there are a persistence of elitist talent definitions and a preeminence of talent retention practices, whereas in Belarusian and Kazakhstani companies there is a prevalence of Universalist talent definitions, with former concentrating on specific aspects of talent management, i.e. the attraction, development or retention of young specialists, and the latter focusing more on talent development practices.
  Finally, I conclude by demonstrating that talent management is influenced by a number of factors, some of which are rather specific to Kazakhstan, Belarus and Ukraine, but at the same time can be featured as common for the CIS context.
metadata.lang: en_GB
metadata.name: dc.description.sponsorship
metadata.value: Research has been conducted with financial support as part of the project “Support of
  Research projects of Graduate School of Management SPbU Academic Staff” (project
  No. 16.23.1456.2017)
metadata.lang: en_GB
metadata.name: dc.language.iso
metadata.value: en
metadata.lang: en_GB
metadata.name: dc.publisher
metadata.value: Graduate School of Management, St. Petersburg University
metadata.lang: en_GB
metadata.name: dc.relation.ispartofseries
metadata.value: # 5 (E) – 2018;
metadata.lang: -
metadata.name: dc.subject
metadata.value: talent management
metadata.lang: en_GB
metadata.name: dc.subject
metadata.value: CIS region
metadata.lang: en_GB
metadata.name: dc.subject
metadata.value: Belarus
metadata.lang: en_GB
metadata.name: dc.subject
metadata.value: Ukraine
metadata.lang: en_GB
metadata.name: dc.subject
metadata.value: Kazakhstan
metadata.lang: en_GB
metadata.name: dc.title
metadata.value: Talent management in a new research context: Main issues and peculiarities
metadata.lang: en_GB
metadata.name: dc.type
metadata.value: Working Paper
metadata.lang: en_GB
resources.filename: Selivanovskikh_WP_6-2018.pdf
resources.url: https://dspace.spbu.ru/bitstream/11701/15118/1/Selivanovskikh_WP_6-2018.pdf
resources.format: Adobe PDF
resources.size: 467,2 kB