Modern Approach to Talent Management in Organizations

Abstrakt

The modern approach to talent management assumes that all employees possess talents, although particular attention is given to high-potential (HI PO) employees. A shift from the traditional division between “talented” and “ordinary” employees towards a more holistic approach addressing the needs of all employees is being observed. The aim of the article is to compare the perspective of management practitioners with psychological theory and to indicate where and how science can respond to practical challenges in talent management, taking into account new generational and technological phenomena. Research in management psychology indicates that a key element in improving employee effectiveness is their sense of happiness and satisfaction. The “involved life” mechanism, based on working in alignment with talents and achieving a state of flow, enables an increase in employee satisfaction and effectiveness. To achieve this state, tasks must be properly aligned with the employee’s skills, and their difficulty should slightly exceed existing competencies. Implementing this approach requires advanced managerial skills and the use of diagnostic tools, such as talent assessments. Interviews with practitioners highlight key challenges in talent management: a lack of clear communication about development program goals, insufficient managerial support, and a lack of individualized approaches to employees. Solutions may include introducing personalized development paths, calibrating employee evaluations, and fostering an organizational culture based on partnership and transparency. Further challenges include adapting to changing expectations of younger generations, such as flexible work arrangements and work-life balance. The gig economy, based on project-based work models, offers solutions that enhance job satisfaction but require advanced talent management competencies.