Formation/Cours

At the end of the course the student should be able to :

… recognize, define, and explain fundamental concepts, theories, and findings in the field of talent management (TM);
… integrate and apply TM theories to specific cases in real or fictitious organizational settings;
… integrate and apply TM theories to both him-or herself as a future employee and him-or herself as a future people manager;
… critically identify the impact talent management has on employees and the organization as a whole
… provide recommendations for the development and implementation of a talent management program
… search and process relevant sources in the TM literature;
… read and interpret scientific articles in the field of TM;
… collaborate with other students on a group assignment;
… take a position (i.e., express a substantiated opinion) on topical issues within the TM field (i.e., issues for which there is no right or wrong solution), based on the evidence available in the literature;
… provide solid arguments both for his or her position on topical issues within the TM field and opposing points of view;
… debate with other students about contrasting positions taken on topical issues within the TM field.

This course consists of four major parts:

*Part 1: What is “talent”? Origin of the phenomenon–Discourse by practitioners–Talent philosophies–Etymology–Team formation

*Part 2: From talent management philosophies to practices: Matching practices to philosophies–Differentiated HR architecture model–Resource allocation exercise–Moving away from the individual level

*Part 3: (Side-)effects of talent management on employees: Issues with the exclusive approach–Management conjecture vs. academic evidence–Social comparison theory–When TM goes wrong

*Part 4: Talent management challenges (flipped classroom): Are stars portable?–Exporting TM practices across subsidiaries in multinationals–The ideal proportion of talents in a team–Objective vs. intuitive assessments of talent