Size of the Company as the Main Determinant of Talent Management in Slovakia

Abstract

Nowadays, all sources in the reproduction process are easily substituted, thus the most important factors in reaching a competitive advantage are human resources. Talent management is the process oriented to enrich higher the ability of employers to increase their quality and productivity. Globalization has changed the structure of the companies in Slovakia, depending on the size of the company. This paper compares how the size of the company influences the main phases of the talent management process (strategy, identification, assessment, development, retaining). A scaled questionnaire was applied as a tool for data collection in 381 companies operating business in Slovakia. Questionnaire reliability was verified by Cronbach’s alpha. To verify the existence of statistically significant differences between individual groups of respondents, ANOVA was used. We found that the main differences between small and large companies were identified in the phases of talent identification and talent development. In bigger companies, management is more focused on HR plans that include talent identification and acquisition and have more possibilities to develop talented individuals. On the other side we could see that small companies were more successful in the process of retaining the talents. Talented people in small companies are more loyal to the employers and stay in the company for longer periods than talented individuals in large companies.

Weathering the storm: talent management in internationally oriented Greek small and medium-sized enterprises

“…We adopted the European Commission's (2020) definition, according to which SMEs are considered companies whose balance sheet total is €43 million or less and with a maximum of 250 employees. This definition further distinguishes between micro (maximum 10 employees), small (11-50 employees) and medium (51-250 employees) companies; our sample falls within the medium-sized category, which employs a growing segment of the active European population (Valverde et al, 2013) and whose TM practices are more sophisticated (Festing et al, 2013;Savov et al, 2020).…”

“…For example, in order to deal with the country's austerity measures and new tax requirements (Tsilika et al, 2020), many Greek SMEs proceeded to strategically restructure their businesses (Sainis et al, 2017), downsizing their training departments and investing less in training. Larger organisations generally adopt a more strategic approach to talent development (Savov et al, 2020). SMEs, however, tended to employ talent development methods that were more flexible and tailored to their own needs (Chung and D'Announzio-Green, 2018), while at the same time-given the external environmental pressures-also seeking to reduce costs.…”

“…Festing et al, 2013), Spain (e.g. Valverde et al, 2013) and Slovakia (Savov et al, 2020); there has been limited thorough investigation of Greek SMEs, despite the fact that they represent a large share of European firms (Statista, 2021). Second, the aftermath of the 2007/2008 economic recession precipitated significant reforms in employment relations, which distinguished Greece from other Mediterranean countries in terms of legislation (Psychogios et al, 2014).…”

Playing to the Regionality of Pharmacies as a Strength in the Search for Skilled Workers

“…7 This is primarily due to the better working atmosphere, which can be described as more of a family atmosphere in pharmacies that employ an average of 9 employees. 8 Individual pharmacies operate within a limited regional radius. The respective region can be played out as a strength when it comes to finding new skilled workers.…”

Talent and identity: a hermeneutic exploration of employee perspectives

“…Second, Savov, Lančarič and Kozáková (2020) find in a comparative study of large and smaller organizations in Slovakia that the size of an organization influences talent practices.…”