Building Employer Image Thanks to Talent Programmes in Czech Organisations

Abstract

With regard to the fact that human resources have become the greatest competitive advantage of organisations, Czech organisations make efforts to create and continuously vary the talent programmes which they offer to their employees. When joining such programmes, employees can deepen their existing knowledge, acquire new knowledge and develop their abilities and skills. The goal of the article is to identify the approaches of using talent programmes in the Czech Republic, which lead to building of the employer image. The sub-goal is to test defined hypotheses in order to formulate recommendations of applicable approaches to work with talents. The results were achieved by the means of quantitative research (n=134) carried out among employees of organisations who take part in a talent programme. For the purposes of testing, the Pearson's chi-square test and the association test were employed. The results show that there exists a difference in the talent programme placement between managers and employees (p=0.027). The other characteristics are not significant for the selection of a talent programme. Additionally, multidimensional statistics were used to find two types of organisations related to the use of talent programmes to build employer's image. First type are the organisations focused on HR marketing, and the second typye-lacking transparency in employer branding. The outputs alow us to define crucial components of succesfull employer branding. The paper contains an in-depth discussion of the concept of building employer image as well as identifies the main determinants connected with it. Moreover, the paper presents new research findings by defining and validating the main attributes of the employer image. The limits of the article can be deemed to consist in a relatively small sample of respondents; however, with respect to the exclusive approach to the talent management in the Czech Republic, the sample can be described as sufficient.

Employer Attractiveness From an Employee Perspective: A Systematic Literature Review

“…The importance of opportunities for training and development have been studied numerous times, either together or with other attributes ( Lievens, 2007 ; Schlager et al, 2011 ; Roongrerngsuke and Liefooghe, 2013 ; Tanwar and Prasad, 2016 , 2017 ), or as specific aspects of training and development ( Vnouckova et al, 2018 ). Employees are interested in improving and developing their skills for future job positions, either within the same company, or with other companies ( Tanwar and Prasad, 2017 ), which leads companies to invest significant budgets for employees’ training and development.…”

A Conceptual Model of Engineers’ Retention: A Review of Talent Management Practices in Manufacturing Sector

“…Hence, Iles et al (2010) and Li et al (2018) also support the exclusive approach as the preferred strategy among Asian organisations. The exclusive approach of TM practice is far more common and relevant in the practice of Asian organisations as emerging economies than the other approach in developed countries (Vnouckova et al, 2018). Hence, this justifies why organisations consider some talent or positions as rare, valuable, and difficult to imitate (Festing & Schäfer, 2014) and operationalised them as human capital that offers high value to the organisation (Lepak & Snell, 1999).…”

“…Further, previous research on TM practices and employee retention among specific talents or KSAs is still scarce in providing empirical evidence (Neri & Wilkins, 2019). Not to mention, only a few studies have explored the exclusive approach of TM practices on individual engineers' ITS (Vnouckova et al, 2018). Previous studies have recommended an exclusive approach to TM practices on engineers' ITS (Nittala & Jesiek, 2018).…”

Identification of Employees' Preferences for Health and Wellness Programmes

“…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.…”