Creating talent management strategy : case Isojoen Konehalli Oy
Mannila, Marja (2023)
2023
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2023051310535
https://urn.fi/URN:NBN:fi:amk-2023051310535
Tiivistelmä
Attracting talented employees into a company and being able to develop, train, and retain them within the company is increasingly important in the modern hyper-competitive business environment. Talent is becoming scarcer due to changes in demographic factors, and the competition for top talent is heightened. Organizations that support and maintain successful talent management operations, and are systematically investing in human capital, are the ones to win top talent and ultimately achieve their strategic goals and objectives more effectively.
The purpose of this thesis was to create a holistic managerial plan for the case company Isojoen Konehalli Oy (IKH), concerning all aspects of talent management operations. Within this managerial plan, the study focuses specifically on creating systematic structures for identifying key positions and talent within the company, as well as creating structures for developing talent. In addition, the subject of attracting talent is approached by developing a plan for building a strong employer brand to be implemented in the near future, and by formulating a compelling Employee Value Proposition.
This research was made as constructive research, using thematic, semi-structured interviews and document analysis as data collection methods. The collected data was analysed qualitatively. The research interviews were held on three separate occasions with IKH’s HR team and Marketing Manager. The interviews were divided into themes according to a talent management model used in this study, including subjects of planning, attracting, developing, retaining, and transitioning. These five main themes were further divided into smaller themes, depending on the subject.
The research results suggest the main focus in building IKH’s talent management strategy will be on creating structures for planning talent according to the future needs and requirements of the company’s strategic goals. With effective planning, the company is able to identify key positions that are vital for operations, and proactively answer to these needs. Adequate planning also enables future development of personnel, and employee competence assessment and developing programs were identified. Regarding attraction towards the company, IKH’s employer branding will benefit from a holistic branding process that was ongoing while this thesis was written. Developing the organization from within through sufficient communication and leadership development will reflect positively on the external employer brand. Employer branding will encompass a wide range of different tools, channels, and tones while communicating relatable real-life stories from within the organization. The forming of the wanted employer brand will happen over time, but taking conscious, coherent steps towards the goal will benefit the company’s overall brand image as well.
The purpose of this thesis was to create a holistic managerial plan for the case company Isojoen Konehalli Oy (IKH), concerning all aspects of talent management operations. Within this managerial plan, the study focuses specifically on creating systematic structures for identifying key positions and talent within the company, as well as creating structures for developing talent. In addition, the subject of attracting talent is approached by developing a plan for building a strong employer brand to be implemented in the near future, and by formulating a compelling Employee Value Proposition.
This research was made as constructive research, using thematic, semi-structured interviews and document analysis as data collection methods. The collected data was analysed qualitatively. The research interviews were held on three separate occasions with IKH’s HR team and Marketing Manager. The interviews were divided into themes according to a talent management model used in this study, including subjects of planning, attracting, developing, retaining, and transitioning. These five main themes were further divided into smaller themes, depending on the subject.
The research results suggest the main focus in building IKH’s talent management strategy will be on creating structures for planning talent according to the future needs and requirements of the company’s strategic goals. With effective planning, the company is able to identify key positions that are vital for operations, and proactively answer to these needs. Adequate planning also enables future development of personnel, and employee competence assessment and developing programs were identified. Regarding attraction towards the company, IKH’s employer branding will benefit from a holistic branding process that was ongoing while this thesis was written. Developing the organization from within through sufficient communication and leadership development will reflect positively on the external employer brand. Employer branding will encompass a wide range of different tools, channels, and tones while communicating relatable real-life stories from within the organization. The forming of the wanted employer brand will happen over time, but taking conscious, coherent steps towards the goal will benefit the company’s overall brand image as well.