Contents |
Authors:
Luba Tomcikova, ORCID: https://orcid.org/0000-0001-7722-7578 University of Presov (Slovakia) Nella Svetozarovova, ORCID: https://orcid.org/0000-0003-4899-2013 University of Presov (Slovakia) Jana Coculova, ORCID: https://orcid.org/0000-0001-6105-3614 University of Presov (Slovakia)
Pages: 94-103
Language: English
DOI: https://doi.org/10.21272/mmi.2021.2-08
Received: 15.02.2021
Accepted: 14.06.2021
Published: 26.06.2021
Download: |
Views: |
Downloads: |
|
|
|
Abstract
The paper deals with the talent management issue as one of the effective human resource management practices during the global pandemic caused by COVID-19 and points to the main challenges and priorities in the research area. Talent management has undergone a dynamic development in recent years. It has recently become a frequently discussed concept among business and academics alike and one of the priorities of the modern management of all companies. The paper also presents the results of research carried out on a sample of 137 human resources managers. Respondents who participated in the questionnaire survey are human resources managers in companies operating in the Slovak Republic at national and international markets. Data were collected using the online questionnaire. For the research, two research hypotheses were established. The hypotheses aimed to determine whether there are statistically significant relationships between the scale of talent recruitment and selection process over the past year; the change in the management and organizational style of the company during the COVID-19 pandemic; the existence of the statistically significant relationship between the budget allocated to talent management and headhunting practices over the last year. The hypotheses were verified using correlation analysis and the methods of inductive statistics. Testing the statistically significant relationships verified hypothesis H1. It confirmed the existence of statistically significant relationships between the scale of the talent recruitment and selection process over the past year and the change in management and organization of the company during the COVID-19 pandemic. The hypothesis H2 was rejected. It stated the absence of statistically significant relationships between the budget for talent management in the organization during the COVID-19 pandemic and the competition for qualified talent for the last year. The questionnaire survey results pointed how human resources managers in companies operating in the Slovak Republic perceive the situation associated with the current COVID-19 pandemic. The findings identified the pandemic impact on talent management and how human resources managers see human resource management’s future and priorities.
Keywords: human resources management, pandemic crisis, talents, talent management.
JEL Classification: M12, M19, M21.
Cite as: Tomcikova, L., Svetozarovova, N., & Coculova, J. (2021). Challenges and priorities in talent management during the global pandemic caused by COVID-19. Marketing and Management of Innovations, 2, 94-103. https://doi.org/10.21272/mmi.2021.2-08
This work is licensed under a Creative Commons Attribution 4.0 International License
References
- Beno, M. (2018). Working in the virtual world – an approach to the «home office» business model analysis. Ad Alta – Journal of Interdisciplinary Research, 8(1), 25-36. [Google Scholar]
- Blatch-Jones, A., Nuttall, J., Bull, A., Worswick, L., Mullee, M., Peveler, R., … & Griffiths, G. (2020). Using digital tools in the recruitment and retention in randomised controlled trials: Survey of UK Clinical Trial Units and a qualitative study. Trials, 21, 1-11. [Google Scholar] [CrossRef]
- Brad, F. (2019). 7 Talent Management Trends Worth Watching. Retrieved from [Link]
- Caligiuri, P., De Cieri, H., Minbaeva, D., Verbeke, A., & Zimmermann, A. (2020). International HRM insights for navigating the COVID-19 pandemic: Implications for future research and practice. Journal of International Business Studies, 51(5), 697-713. [Google Scholar] [CrossRef].
- Camacho, P. (2020). 5 HR Trends Emerging in China During The Pandemic. Retrieved from [Link]
- Carnevale, J. B., & Hatak, I. (2020). Employee adjustment and well-being in the era of COVID-19: Implications for human resource management. Journal of Business Research, 116, 183-187.[Google Scholar] [CrossRef]
- Coculova, J., Svetozarovova, N., & Bertova, D. (2020). Analysis of Factors Determining the Implementation of Talent Management.. Marketing and Management of Innovations, 3, 249-256. [Google Scholar] [CrossRef]
- Collings, D. G., & Mellahi, K. (2009). Strategic talent management: A review and research agenda. Human resource management review, 19(4), 304-313. [Google Scholar] [CrossRef]
- Elliot, L. (2020). Prepare for the coronavirus global recession. The Guardian. Retrieved from: [Link]
- Gigauri, I. (2020). Influence of COVID-19 Crisis on Human Resource Management and Companies Response: The Expert Study. International Journal of Management Science and Business Administration, 6(6), 15-24. [Google Scholar] [CrossRef]
- Hanif, M. I., & Yunfei, S. (2013). The role of talent management and HR generic strategies for talent retention. African Journal of Business Management, 7(29), 2827-2835. [Google Scholar][CrossRef]
- Kavya Singh, S. S. (2012). Driving forces and emerging challenges in talent management: A pathway to organizational success. International Journal of Advanced Research in Computer Science and Software Engineering, 2(6), 117-121. Retrieved from [Link]
- KPMG. (2020). Potential impact of COVID-19 on the Indian Economy. Retrieved from [Link]
- Mathur, R., & Parashar, S. (2020). COVID-19: Managing talent in times of crisis. Retrieved from [Link]
- Nangia, M., & Mohsin, F. (2020). Revisiting talent management practices in a pandemic driven VUCA environment-a qualitative investigation in the Indian IT industry. Journal of Critical Reviews, 7(7), 937-942. [Google Scholar] [CrossRef]
- Nilsson, S., & Ellstrom, P. E. (2012). Employability and Talent Management: Challenges for HRD Practices. European Journal of Training and Development, 36(1), 26-45. [Google Scholar][CrossRef]
- Ostertagova, E. (2013). Applied statistics. Košice: EQUILIBRIA s. r.o., 2013.
- Peirson, N., & Paycor, V. (2020). COVID and the Future of Talent Management. Retrieved from [Link]
- Richbell, S., Szerb, L., & Vitai, Z. (2010). HRM in the Hungarian SME sector. Employee Relations, 32(3), 262. [Google Scholar] [CrossRef]
- Sonnenberg, M., van Zijderveld, V., & Brinks, M. (2014). The role of talent-perception incongruence in effective talent management. Journal of World Business, 49(2), 272-280. [Google Scholar] [CrossRef]
- Sparrow, P. R., & Makram, H. (2015). What is the value of talent management? Building value-driven processes within a talent management architecture. Human resource management review, 25(3), 249-263. [Google Scholar] [CrossRef]
- Styblo, J. (2010). World business management. Praha: Professional Publishing.
- Tarique, I., & Schuler, R. S. (2010). Global talent management: Literature review, integrative framework, and suggestions for further research. Journal of world business, 45(2), 122-133. [Google Scholar] [CrossRef]
- Tomcíkova, L. (2020). Education and Development of Talented Employees in Relation to the Performance of Multinational Organizations with Regard to Globalization. Journal of Applied Economic Sciences, 3(69), 570-578. [Google Scholar] [CrossRef]
- Yildirim, N., & Korkmaz, Y. (2017). Challenge of Millennials in Project Management: Insights on Attitudes and Perceptions of Generation Y in Software Development Projects. International Journal of Information Technology Project Management, 8(2), 87-108. [Google Scholar] [CrossRef]
|