Talent Management in Company X

The development of the importance of human capital has become the main weapon in the battle for ** competitive advantage of organisations** over the last decade. Human capital is the potential hidden in the abilities of employees and their knowledge. For ** organisational success, human resources are of key importance, as is the management of them and their talents, which is an appropriate approach for optimal efficiency of employee performance, as different types of talents enable us to achieve better results, as this involves a greater degree of abilities, competences, knowledge and a higher level of intelligence. Various talent management practices are established worldwide, such as headhunting, mentoring, rotation, succession planning, coaching, and carrying out special tasks. ** Pošta Slovenije, however, primarily resorts to succession planning, mentoring, co-mentoring and ** headhunting**.

Solution and Method

The development of the importance of human capital has become the main weapon in the battle for ** competitive advantage of organisations** over the last decade. Human capital is the potential hidden in the abilities of employees and their knowledge. By investing in staff/employees, a company ** increases profitability and economic efficiency** and thus contributes to the added value of the company. This therefore refers to employees who, with their relationships, capabilities and intellectual flexibility, increase the value of the organisation and form its intellectual capital.

In the modern world of technology, rapid product changes and new marketing approaches, companies can easily imitate other companies in a minimal amount of time. However, this does not apply to imitating staff, as flexibility, experience, training and motivation cannot be imitated. It is precisely for this reason that organisations that increase their value through invisible, intangible or non-financial assets of the company (people, knowledge, relationships) have come to the fore.

In the organisational environment, we also deal with ** talent management, to which subjective and objective approaches are linked. A clearly defined structure of employees and the definition of their knowledge and competences are essential for the effective functioning of talent management, which is a complex task for human resources managers, as they are responsible for attracting, retaining and developing talent in the organisation. By analysing talents, we assess an individual's ** current strengths and weaknesses, which enables transitions between individual groups in the talent pool.

Results

For organisational success, human resources are of key importance, as is the management of them and their talents, which is an appropriate approach for optimal efficiency of employee performance, as different types of talents enable us to achieve better results, as this involves a greater degree of abilities, competences, knowledge and a higher level of intelligence. Various talent management practices are established worldwide, such as headhunting, mentoring, rotation, succession planning, coaching, and carrying out special tasks. ** Pošta Slovenije, however, primarily resorts to succession planning, mentoring, co-mentoring and ** headhunting.