Austria Belgium Brazil Canada Denmark Finland France Germany Hungary Iceland Ireland Italy Luxembourg The Netherlands Norway Poland Spain Sweden Switzerland UK USA
Austria Belgium Brazil Canada Denmark Finland France Germany Hungary Iceland Ireland Italy Luxembourg The Netherlands Norway Poland Spain Sweden Switzerland UK USA
Austria Belgium Brazil Canada Denmark Finland France Germany Hungary Iceland Ireland Italy Luxembourg The Netherlands Norway Poland Spain Sweden Switzerland UK USA
Austria Belgium Brazil Canada Denmark Finland France Germany Hungary Iceland Ireland Italy Luxembourg The Netherlands Norway Poland Spain Sweden Switzerland UK USA
Austria Belgium Brazil Canada Denmark Finland France Germany Hungary Iceland Ireland Italy Luxembourg The Netherlands Norway Poland Spain Sweden Switzerland UK USA
Austria Belgium Brazil Canada Denmark Finland France Germany Hungary Iceland Ireland Italy Luxembourg The Netherlands Norway Poland Spain Sweden Switzerland UK USA
Austria Belgium Brazil Canada Denmark Finland France Germany Hungary Iceland Ireland Italy Luxembourg The Netherlands Norway Poland Spain Sweden Switzerland UK USA
Today's talent management problem is the result of idol management and employer branding, which means that to solve it, you need something that can address these three areas simultaneously.
If we were to summarise the impact of talent management market changes since 2020, it could be said that in all the successful organisational development exercises have applied a combination of two basic methodologies.
Selection-focused talent management is definitely a luxury for HR, and it's one that has to be fought for, because the best talent isn't going to just rush in.
The emergence of selection-focused talent management roughly coincides with the start of the startup world's conquest of the world, but it is no longer only used by one-off global companies.
Development-focused talent management always thinks in terms of the existing workforce and tries to make the most of it, both in terms of performance and in terms of reducing employee turnover.
The challenges of talent management cannot be solved without building a high level of idol management. This is usually where modern HR today is seriously stuck.
After the pandemic, the issue of wages and “wage tensions” seems to be changing, and the best employers are already working on how to differentiate their key people.
