Shaping the career of a talented employee in achieving competitive advantage by modern companies

Abstract

Motivation: In a knowledge-based economy, the competitiveness of companies is increasingly determined by an ability to use their resources to respond to changes. A particular role is attributed to intangible assets which become basic, while other factors are beginning to take on a complementary role. In today's business the talent -a talented employee s strategically important. However, resources are not valuable in themselves, but they are important in terms of activities aimed at achieving a competitive advantage. Recruiting and retaining talented employees is one of the biggest challenges in many businesses because of their outstandingness. Taking into account their specific characteristics, needs and expectations, an ability to pursue a career becomes the key issue. Aim: The purpose of this article is to show the importance of career talents for the competitive advantage of a modern company. Its realization will be made by presenting the talent as a source of competitive advantage. The importance of contemporary career models for talented individuals as well as the company perspective will be shown. Results: Traditional organizational careers are not a thing of the past -careers continue to be a means to accomplish strategic goals of the organization, especially during the ongoing talent war. Temporarily employment relationships and the high mobility of talented individuals mean that for this group of employees organizations should strive to build long-term relationships as a result of managing their careers within the organization. Such career development will contribute to the company's strategic intentions.

Unveiling organizational appeal in Lithuania: A study on employee perceptions of organizational attractiveness as an employer

“…It is essential to elucidate the frequently used term "talented employee," which encompasses numerous personal attributes of an individual. These characteristics, as outlined by Mazurkiewicz (2017), include strong internal motivation, high flexibility, alignment with the organization's goals, productivity, dedication, responsibility, creativity, commitment to continuous improvement, self-realization at work, and the application of available experience and competencies in the workplace. A talented employee embodies a combination of these traits, contributing significantly to their effectiveness and val-ue within the organization.…”

Highlights about Talents Development: The Future of Improving Higher Education Quality

“…Planning for the future of the workforce, succession planning, employee growth, and career management are included (Cappelli & Keller, 2014). That is why the authorities should provide an encouraging environment for those individuals to get much more achievement and effectiveness (Mazurkiewicz, 2017) .…”

A tehetségmenedzsment folyamatalapú megközelítése

“…közzétette az úgynevezett "háború a tehetségekért" ("war for talent") koncepcióját, azt hirdetve, hogy "a jobb tehetségekért érdemes harcolni" 3 (Axelrod et al, 2002;Chambers et al, 1998, p. 45;Michaels et al, 2001). Ennek nyomán mostanra a TM kulcsfontosságú menedzsmentkérdéssé vált, mivel a tehetséges munkatársakra fókuszáló EEM-tevékenységek döntő szerepet játszanak a szervezetek sikeres működésében (Bethke-Langenegger et al, 2011;Bhattacharya et al, 2008;Ehrnrooth et al, 2018;Gudmundsdottir et al, 2017;Karas, 2017;Mazurkiewicz, 2017;McCracken et al, 2016;Meyers, 2019;Strack et al, 2012). Egyes vélemények szerint a tehetséges emberek megtalálása és megtartása minden szervezet számára a túlélés kérdése (Karoliny & Poór, 2019), illetve a legfontosabb vezetői elfoglaltság ebben az évtizedben (Thunnissen et al, 2013a(Thunnissen et al, , p. 1744.…”