Practices of talent management in organisations in the Czech Republic

As theory still lacks consistent definition of successfull talent management (TM), the praxis is characterized by dissimilar interpretations of the term talent. The lack of integrity of definitions appears to be the reason why there are at least three different ways of interpreting TM in practice: it is simply a new term for common HR practices, it can allude to succession-planning practices, or it can refer more generically to the management of talented employees. Thus the article focuses on consistency of suggested practices in management of organisational strategies. The article address key principles of talent management: alignment with strategy, internal consistency, cultural embeddedness, management involvement, and employer branding through differentiation. The aim of the paper is to reveal current approaches of Czech organisations towards talent management practices and to specify the main factors affecting employee development in talent management in tested organisations in the Czech Republic. The article is based on the analysis of secondary sources, outcome synthesis and the evaluation of results of a questionnaire survey. In order to capture all relevant studies, a variety of keywords for talent managemnt, education, training, learning, development, performance and similar other ones were used. The paper reveals possible approaches to employee development in organisations. Bivariate and multivariate statistical methods and analyses were used to lower the number of possible single approaches and practices. Analyses identified valid factors, which influence and determine employee development. The data were collected in organisations across sectors. Results identified and verified different ways of supporting talented employees. Revealed factors can be taken into account in personalisation of employee education and development. Each employee is a specific personality and therefore different methods of his/her development lead to maximum potential growth. Factors described in the presented article show the main ways which are used by employees and organisations in order to grow constantly and use their own potential talents and leaders. These results can be taken into account in further analysis and in organisation of adult education. Besides this study there are several promising avenues for further research. It would be useful to know the impact on life-long development and there should be an investigation of the longer term impacts of learning in organisations.