How to Establish Talented Employees in Slovak Companies

Abstract

In this paper, we examine HRM processes and procedures in Slovak companies and their impact on the development and retention of talented individuals. The paper presents expert opinions on talented employees and talent management with the emphasis on talent pools. These are compared from several points of views and critical evaluating judgements are adopted. We find that talented employees, in comparison to other employees, tend to consider a better job offer from another company as a reason to change their employer. Moreover, they understand the feeling of recognition and being valued as an important stabilizer. These axioms are linked together with various managers' opinions on how to attract and retain employees with required potential and performance. The theoretical basis is supported by a survey undertaken in 2017 in 381 Slovak companies which were selected on the basis of their international scope and long-term performance. The survey respondents were human resources managers and/or personnel responsible for HRM. The Delphi method was used to question experts about the importance of supporting talented employees in enterprises.

Identification of Employees' Preferences for Health and Wellness Programmes

“…Moreover, Swailes and Blackburn (2016) show in their results that employees who were recognised in their work and motivated to further development by intangible rewards such as development and talent programmes were more positive about their future prospects than employees without such intangible benefits who reported perceptions of lower recognition and support from the organisation, stronger perceptions of unfairness and lower expectations of the organisation's interest in their retention and development. The effect of work recognition as an important factor for talent retention was also confirmed by Vetráková et al (2020). We may say that the above mentioned intangible benefits are motivating for employees and increase their enthusiasm and commitment to work in their organisation.…”

“…Currently, we can see significant changes taking place in relation to the social responsibility of organisations, which in general tend towards to an active approach towards employees and their remuneration management (Jain and Bhatt, 2015). It is important to realise that the efficient management of remuneration comprising both tangible and intangible rewards generally results in better employer branding and the attraction of talented staff (Jain and Bhatt, 2015;Tatoglu et al, 2016;Vetráková et al, 2020;Vnoučková et al, 2018). Furthermore, Edwards and Edwards (2013) state that the active use of modern methods of human resource management as regards both employer branding and the remuneration staff can expect is very important for every organisation.…”

The Human Resources Management System in Slovakia and Poland – Chosen Aspects

“…In turn, another study carried out among Slovak companies pointed out the impact of HRM processes and procedures on the development and retention of employees in a company (Vetráková et al, 2020) talented employees attributed special importance to the sense of recognition and appreciation. Taking these questions into consideration, another hypothesis was formulated in this article, that is:…”

85 Work-Life-Balance Benefits as Brain Drain Prevention

“…However, in the area of talent management in companies, weaknesses that can result in the loss of these highly qualified employees are often identified. Vetráková et al (2020) surveyed HR professionals and, based on the Delphi method, concluded that if talented employees receive an offer from another employer, they leave their current employer much more easily than other employees.…”