Hungary: Creating New Opportunities for Talent

Poór, József; Fehér, János; Tikhonova, Victoria

doi:10.1007/978-3-319-76418-4_9

Cited by 3 publications

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“…Due to significant political and economic changes in Hungary, the 1990s brought huge transformation and development of the labor market (Tikhonova et al, 2018). According to some opinions, due to its regulations and HR prac tices, the Hungarian labor market can already be acknowledged as one of the most advanced ones in Central and Eastern Europe (Poór, Fehér et al, 2018). For example, it includes such state-of-the-art and highly recognized TM practices as MOL Group TM programs .…”

Section: Studies and Articlesmentioning

confidence: 99%

Talent Management in Hungary. An Empirical Study and Suggestion for a Process-Based Approach

Daruka

2022

Veztud

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This research aimed to examine the status quo of talent management (TM) in Hungary through an online questionnaire. According to responding companies (n=75), talented employees are interpreted fully/partially by some competencies. The need for talent segmentation seemed to be significant – mainly concentrating on employees with critical skills, graduate/ Gen Z talents, high potentials, managerial talents, and trainee talents. Related to the TM, the respondents’ approaches varied, but four processes typically appeared as components of TM practices – attraction, selection, development, and retention. All of them turned out to be very important, but the respondents experienced difficulties related to each process. Based on the findings, the implementation of a process-based TM model has been proposed. The model suggests interpreting so-called talent potentials, who participate in the entire TM process, along with Spencer and Spencer’s (1993) competency clusters, through which they become the members of particular talent segments.

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Section: Studies and Articlesmentioning

confidence: 99%

Talent Management in Hungary. An Empirical Study and Suggestion for a Process-Based Approach

Daruka

2022

Veztud

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“…Magyarországon a jelentős politikai és gazdasági változások az 1990-es évek hatalmas átalakulást és fejlődést hoztak a munkaerőpiacon (Tikhonova et al, 2018). Megjegyzendő, hogy mindezek ellenére hazánk munkaerőpiaci helyzeteaz EU tagországokkal összehasonlítvaviszonylag stabilnak mondható, vélhetően ebből is adódik, hogy egyes szakértők szerint a magyar munkaerőpiac szabályozása és EEM-gyakorlata miatt már most is Közép-Kelet-Európa egyik legfejlettebb munkaerőpiacaként ismert (Poór, Fehér, et al, 2018).…”

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A tehetségmenedzsment folyamatalapú megközelítése

Daruka

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The Effects of TM and CM on Organizational Leadership in Foreign Entities of MNCs

Haromszeki

2023

International Journal of Contemporary Management

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Background Foreign direct investment (FDI) of multinational corporations (MNCs) from Central Europe have become more visible in the last decade, but many studies describing the role of talent management (TM), competency management (CM), and organizational leadership (OL) in MNCs have taken place in enterprises with headquarters in developed countries. The relationship between different variables in MNCs headquartered in less developed countries has not been satisfactorily explained in the scientific and professional literature. Research aims Hence, the main aim of this paper is based on the outcomes presentation of the relations between TM, CM, and the advancement level of OL practices in MNCs having their headquarters in less developed countries. Methodology The theoretical and empirical suppositions are based on two major concepts: resource-based views and a situational approach. The data were collected using the computer-assisted telephone interviewing (CATI) method in 200 nonfinancial enterprises with the domination of the Polish capital having foreign entities, inter alia, in Central and Western Europe. Findings The conducted research shows that there is a relationship among TM, CM, and OL practices. Also, there are significant differences between companies depending on the duration of the MNC’s operation on the market, the size of the organization, and the type of business profile. Whereas the assumptions have been based on a literature review, empirical research has not confirmed that there is a difference between foreign subsidiaries located in more and less developed countries (here, Central Europe and Western Europe).

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Hungary: Creating New Opportunities for Talent

Cited by 3 publications

References 3 publications

Talent Management in Hungary. An Empirical Study and Suggestion for a Process-Based Approach

Talent Management in Hungary. An Empirical Study and Suggestion for a Process-Based Approach

A tehetségmenedzsment folyamatalapú megközelítése

The Effects of TM and CM on Organizational Leadership in Foreign Entities of MNCs

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