Talent management in Russian companies: domestic challenges and international experience

Abstract

The study investigates talent management practices in Russian and foreign companies and their influence on a company's performance. In our work, foreign companies are foreignowned companies (multinational or global) that operate in the Russian market and their headquarters are located outside the Russian Federation. Attention is paid to the analysis of the factors that support talent management implementation. As the results of the research are based on a comparative analysis of differences and peculiarities in talent practices in Russian and foreign companies, the paper explores and provides a number of ideas and conclusions about talent management elaboration, realization and talent practices improvement in the Russian context. Our data show that talent management practices are influenced by a number of factors that are different, in parts, in Russian and foreign companies. Supplementary analysis also suggests that the positive connection between talent management efforts and a company's performance can be found.

Strategic talent management in agricultural and forestry companies

“…This conclusion is in accordance with surveys such as those from Kulkarni and Scullion (2015) or Marchington (2015). There is a similar situation in Russia, according to Latukha (2015) and Thunnissen doi: 10.17221/129/2015-AGRICECON and Arensbergen (2015. Their surveys summarize that the talent management system is influenced by factors inside the company.…”

Perspectives of talent management: evidence from czech and slovak business organisations

“…[8], [29], [32]). On the other hand, the fi ndings support the notion that talent is a context-driven concept determined by numerous internal and external factors [17]. For Czech and Slovak organisations, factors such as type of business, key organisational priorities, organisational specifi cs, company culture, owner/manager knowledge, experiences, values, and attitudes to staff may play an important role.…”

“…Similarly, Bersin [1] identifi es the following factors affecting corporate talent management: rapid business changes, a shift towards emerging markets, the borderless workplace, new job types and career models, and intense competition for talent. The internal factors are related to the internal environment and may encompass organisational strategy, organisational structure, organisational culture, management involvement, employee values, or workforce policy [17], [30]. Thus, organisations must consider and understand both the external and internal factors in order to be able to manage talent effectively and effi ciently.…”

Talent Development in Russian Companies: Main Peculiarities and Influence on a Company’s Performance

“…Страны с развивающейся экономикой на-ходятся в центре внимания исследовате-лей, изучающих проблематику управления талантливыми сотрудниками [Dunnagan et al, 2013;Sita, Panapati, 2013;Latukha, 2015]. В ряде работ отмечается, что талан-ты являются источником конкурентного пре имущества компаний из развивающих-ся стран [Richman, Wiggenhorn, 2005].…”

“…Анализ практик управления талантливыми сотруд-никами, в частности развития талантов, на сегодняшний день остается актуаль-ной задачей (см., напр. : [Skuza, Scullion, McDonnell, 2013;Latukha, 2015]). Совер-шенствование таких практик -одна из наиболее важных задач для компаний из развивающихся рынков [Iles, Preece, Chuai, 2010;Weir, 2010]), поскольку они по-могают формировать необходимые для ор-ганизации компетенции и навыки [Downs, Swailes, 2013], что особенно важно в кон-тексте развивающихся стран [Dun na gan et al, 2013].…”